September 2023 - Bay of Plenty Business News

SEPTEMBER 2023 VOLUME 7: ISSUE 9 

WWW.BOPBUSINESSNEWS.CO.NZ 

FACEBOOK.COM/BAYOFPLENTYBUSINESSNEWS 

DOWN TO THE WIRE 

By David Porter 

New Zealanders will go to the 

polls on 14 October in what is 

predicted to be one of the closest 

nationwide elections in the country’s 

history. 

The key concerns for Bay of 

Plenty businesses, according to our 

soundings, are that whoever wins the 

government should show strong leadership 

in such key areas as developing 

effective infrastructure to service the 

region’s continued growth. 

Tauranga Priority One chief executive 

Nigel Tutt told Bay of Plenty 

Business News (BBN) that the Bay of 

Plenty had an important role to play 

in the country. 

“But we lack the infrastructure to 

support that – we need to make sure 

politicians provide the infrastructure 

we need, and to support that infrastructure,” 

he said. “Obviously that 

helps ease congestion and frees up the 

need to spend all our time on travel.” 

Polls narrowing 

As we went to press, the most that 

could be said about the potential 

result was that the outcome was still 

uncertain, with polls on who might 

lead the country essentially showing 

the main parties were virtually level 

pegging. 

Election polling has become 

increasingly sophisticated and accurate 

in its predictions. But as often 

noted, in politics the only poll that 

really matters is the result on election 

day. 

A Chinese friend of mine is currently 

one of many people who has 

been in jail without sentence for more 

than a year in Hong Kong – where 

I lived for many years – because of 

their protests against mainland China’s 

heavy-handed attempts to squash 

democracy in Hong Kong. 

To reiterate a point I make in 

my opinion column this month, New 

Zealand media reflects a wide range 

of views and, compared to many 

countries, casting a vote here is easy 

and fair. So make sure your vote 

counts. 

A recent Taxpayers’ Union – Curia 

poll report in the New Zealand Herald 

showed Labour crashing to below 

30 per cent and National and Act 

with enough support, just, to form a 

government. 

It also showed the public re-emergence 

of NZ First leader Winston 

Peters who elevated Labour to governing 

in 2017. NZ First showed up 

above five percent. 

There are those who feel he lost 

much of his political mana when he 

sided with Labour, but Peters remains 

a long-time favourite of many in the 

Bay. 

The recent poll showed National 

up 1.6 percentage points from August 

to 34.9 per cent, while Labour was 

down 4 points to 27.1 per cent. Act 

was on 13 per cent and the Greens – 

where most of the Labour supporters 

appear to have moved after Labour 

ruled out the Greens’ proposed wealth 

tax, were up 3.1 points to 12 per cent. 

Te Pati Māori, which also supports 

Labour, was on 2.5 per cent. Both 

Peters and Act leader David Seymour 

were on 7 per cent in the leadership 

rankings. 

Seymour is generally seen to have 

done a good job in building what was 

basically a one seat party into a political 

force. 

Any of these manoeuvrings might 

succeed and could deliver a very slim 

majority government to either Labour 

or National. Continued on page 5 

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September 2023 BAY OF PLENTY BUSINESS NEWS 3 

Sir Paul Adams inducted to 

NZ Business Hall of Fame 

Sir Paul Adams has been 

inducted into the NZ Business 

Hall of Fame. 

The long-term Tauranga local 

was inducted before about 700 of 

his peers at a recent black-tie event 

in Auckland. It was a far cry from 

his childhood growing up in a state 

house in Upper Hutt. 

Sir Paul is well known in New 

Zealand for his business acumen 

and his many philanthropic contributions, 

especially in the field 

of education. He told the Bay of 

Plenty Business News that he was 

especially pleased the actual award 

was presented to him by a Tauranga 

Boys’ College (TBC) student, Isaac 

Schuler. 

“I requested a TBC student for 

the presentation and Isaac was 

selected for me,” he told BNN. 

Sir Paul told BBN that TBS was 

a member of YES (Young Enterprise 

Scheme), which gives budding 

business students the chance 

to be involved in business enterprise 

during the school year. 

He said that introducing inductees 

at the hall of fame event was an 

opportunity for those chosen to be 

exposed to New Zealand business 

people and to stand in front of the 

Governor-General and introduce 

inductees. 

Community support 

Contributions to the school include 

the gifting of Sir Paul and wife 

Cheryl’s former house to TBC 

At the NZ Business Hall of Fame Award: Sir Paul Adams with 

Tauranga Boys’ College student Isaac Schuler and Governor 

General Dame Cindy Kiro. Photo Credit/Young Enterprise NZ. 

where it was relocated to the 

grounds and now serves as teacher 

accommodation and as a site for 

sports events. 

Sir Paul said that he and his wife 

had also supported various students 

requiring financial support to take 

part in overseas sporting, cultural 

and study trips. 

Sir Paul originally worked at the 

Wellington Harbour Board engineer’s 

office to put himself through 

polytech and university in civil 

engineering and business management. 

He built his reputation as an 

early pioneer in the kiwifruit industry 

and his long career has included 

being a prime mover in establishing 

the University of Waikato in 

Tauranga and founding the successful 

Carrus Corp construction 

company. 

Although a regular and generous 

contributor to the community, 

he generally maintains a low 

profile. 

His achievements include 

his knighthood for services to 

philanthropy and the community 

and being named a Companion 

of the New Zealand Order of 

Merit for services to business and 

philanthropy. 

Sir Paul has held numerous roles 

including as a director of the IHC 

and the founding chairman of large 

social housing non-governmental 

organisation Accessible Properties, 

owned by the IHC. 

He was a past councillor of 

Waikato University, the Waipuna 

Hospice patron and life member, 

the founding director and a life 

member of the Western Bay of 

Plenty economic agency Priority 

One and patron of Tē Tuinga 

Whānau Support Services Trust. 

He was reported as being “truly 

humbled and honoured” to be 

acknowledged and welcomed into 

the ranks of fellow businessmen 

and women who had all made 

extraordinary contributions to business 

and the community in New 

Zealand. 

Financial 

literacy gap 

Chartered Accountants Australia and New 

Zealand (CA ANZ) welcomes the Government’s 

announcement of mandatory financial 

literacy education in schools, saying 

it will help address an essential skills gap 

that threatens New Zealanders’ economic 

well-being. 

While CA ANZ welcomes the announcement 

and applauds the cross-party focus on 

the issue, the peak accounting body is concerned 

by the reduction in accounting content 

offered in the secondary school curriculum 

and the significant decline in tertiary 

accounting degree enrolments since 2018. 

“Secondary students have less exposure 

to core accounting with the new NCEA curriculum, 

and that’s affecting tertiary enrolments. 

Demand for accounting and finance 

professionals is outstripping supply and 

New Zealand businesses and the economy 

more broadly can’t afford for our education 

system to be a handbrake. 

“While the latest enrolment figures are 

good for employers, without improvement 

in the key settings for university funding and 

the secondary school curriculum, we will 

struggle to deliver the pipeline of accounting 

and finance talent that New Zealand needs 

to compete on a global stage, even with 

changes to our program,” said CA ANZ NZ 

Country Head Peter Vial FCA. “The Government 

introduced mandatory climate-related 

disclosures for certain large entities 

this year, and accountants will play a critical 

role in businesses complying with the new 

requirements. Yet the Government has significantly 

reduced the scope of accounting 

at NCEA Level 1 limiting students’ ability 

to gain exposure to the subject early in their 

education. 

“The impacts of this change will be seen 

in five years’ time, where there will likely 

be a critical supply shortage of accountants 

graduating into the workforce. We have an 

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4 BAY OF PLENTY BUSINESS NEWS September 2023 

THE PORTER REPORT 

A monthly update on the business 

world from leading writer David Porter 

www.bopbusinessnews.co.nz 

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Bay of Plenty Business Publications specialises 

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In case you 

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month’s edition 

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Make your vote count 

As I began researching this 

month’s cover story on our 

upcoming polls (see pages 

1 and 5), I reflected on how lucky 

New Zealanders are with our 

elections. 

We are blessed with a wide 

variety of media that reflect a 

range of dissenting views. Voting 

is as easy as going to your nearest 

polling booth. Providing you 

are registered and all is in order, 

you tick a box, the votes are 

taken away and fairly counted. 

And after the nationwide result 

is declared there is rarely any 

dispute over the legality of the 

outcome. 

But in China, becoming paramount 

leader of 1.6 billion people 

involves a high degree of 

intelligence, considerable ingenuity, 

and a sophisticated grasp 

of adept political manouevring 

we can barely comprehend. 

Chinese president Xi Jinping 

and his predecessors have benefited 

hugely from their tightly 

controlled management of information, 

and a largely compliant 

media. Which is not to understate 

the political nous required to lead 

such a large nation. 

But that may all soon change 

as demographics – so long 

favourable to China’s leadership 

– takes a turn downward. 

And this is key to New 

Zealand’s future prosperity as 

China assumes the role of our 

biggest trading partner with 

around NZ$40.32 billion in 

total trade, including $21.39 billion 

in exports – largely dairy, 

meat, and wood products – and 

$18.93 billion in imports, led by 

machinery and vehicles. 

I first visited China back in 

the days of its early very controlled 

“opening” to the outside 

world. Beijing, the capital of 

what was then the world’s most 

populous country, slumbered 

at night. There was little public 

lighting and few cars. You could 

have been in a rural backwater. 

The predominant sound of the 

evening was the sibilant rubber 

hissing of millions of bicycle 

tyres as residents pedalled their 

way home. 

Of course, that has all 

changed. Automotive industry 

production in China has been the 

biggest in the world since 2008 

and now the streets are jammed 

with cars. But the issue for Deng 

Xiaoping and his leadership successors 

since has basically been 

a trade-off - keep the growing 

young population satisfied and 

undemanding by guaranteeing 

steadily increasing GDP growth 

and a more prosperous life. 

But now the “Chinese century” 

is over, according to a report 

in online magazine Salon. Several 

publications have noted that 

what was, for previous decades, 

China’s key advantage — its never-ending 

supply of working-age 

labourers — peaked at almost 1 

billion people in 2010. 

But the next census, in 2020, 

David Porter 

revealed that for the first time 

since China’s economic liberalisation, 

the working age cohort 

has been decreasing. According 

to UN estimates this group will 

continue to contract, dropping to 

773 million by 2050. The under- 

14 population will also fall over 

the same period. And nobody is 

expected to replace them. 

In other words, formerly positive 

projections for growth are 

now going the other way with 

deaths outnumbering births last 

year for the first time since 1961, 

according to recent reports. 

The fertility rate, which 

should be at 2.1 children per 

adult woman just to maintain a 

steady population, has slipped 

below 1.1. And China is a long 

way from gender equality as a 

result of male favouritism and 

its only recently abandoned onechild 

family policy. Experts suggest 

that the long-term outcome 

is that 10s of millions of men will 

never start their own families. 

The demand for investment 

properties has been so high that 

China’s construction eruption 

simply cannot be reasonably 

compared to those property bubbles 

that have occurred in any 

other major economy. According 

to a Reserve Bank of Australia 

graphic residential gross fixed 

capital as a proportion of GDP 

is close to 20 percent in China 

— the comparable proportions 

in Australia, Japan, South Korea 

and the US are around five percent 

or less. 

As well, GDP is essentially 

declining. According to recent 

reports, the Chinese economy, if 

measured by anything remotely 

approaching accuracy, won’t 

surpass that in the US because 

it simply cannot. Also bear in 

mind that Chinese statistics are 

regularly fudged. As I learnt 

from many years of reporting 

on China, the leadership tends to 

tell its bureaucrats what it wants 

its GDP growth to be and then 

triumphantly announces that the 

target has been achieved. 

“The structural forces that 

have allowed it to grow at breakneck 

speed for half a century are 

now the same forces preventing it 

from continuing to do so,” notes 

Salon. 

I can only urge my fellow 

Kiwis to take advantage of what 

we have and get out in October to 

make your vote count.


From page 1 

DOWN TO THE WIRE 

What are our options? 

So in one corner we have the governing 

Labour Party, led by Chris 

Hipkins, an experienced member 

of parliament and debater. And 

in the other the National Party, 

led by relative political neophyte 

Christopher Luxton, an experienced 

former senior businessperson 

who is beginning to find his 

feet as a politician. 

There was some enthusiasm 

in the reported opinions of New 

Zealand’s political pundits when 

Jacinda Ardern stepped down 

slightly earlier than expected at 

the beginning of this year. The 

plaudits basically praised her 

smooth transfer of power without 

incident to Hipkins. 

The reality is that Ardern was 

the best leader Labour has had 

for many years. She was astute 

enough to read that the popularity 

polls were heading away from the 

party and knew it was time to pull 

the plug. 

But simply ensuring Hipkins 

had been front and centre for 

months of the generous allocation 

of blanket Covid-19 advertising, 

did not in itself make him a leader. 

Indeed, passing on the Labour 

leadership to Hipkins could be 

seen as a poisoned chalice. 

After all Hipkins has been 

at the centre of Labour policymaking 

for years. To differentiate 

himself from Ardern and put 

a new face on Labour he was 

obliged to perform an undignified 

U-turn and attempt to walk back 

from several key Labour policies 

that were now proving unpopular. 

The vagaries of MMP politics 

ACT is expected to side with 

National if it is needed to topple 

Labour. As well, thanks to 

Labour’s significant recent past 

political success, they have a 

number of unelected List MPs, 

a quirk of the MMP List system. 

Obviously, failure to deliver a 

large nationwide party vote could 

cripple any party’s chances of 

governing. 

For example Jan Tinetti, a 

long-term local resident and former 

school principal who is currently 

Labour’s education minister, 

has been granted a high place 

on the List, so will make it back 

into Parliament assuming voters 

turn out for Labour. But she will 

also again attempt to win a candidate’s 

seat in Tauranga. 

In Rotorua, long serving 

National MP Todd McLay will 

again stand, and Tamati Coffey, 

who had been planning to retire 

from politics, has been offered 

the chance to succeed Kiri Allen 

in East Coast, who is one of 

several senior MPs who have 

been obliged to leave the Labour 

Party’s front benches for various 

breaches of Parliamentary 

behaviour. 

Major political changes in 

the Bay 

This is a good point to thank Todd 

Muller for his lengthy service 

to the Bay of Plenty. As is well 

known, he tilted for the National 

leadership and won from then 

Tauranga MP Simon Bridges, 

only to resign soon after. 

As a result of going through 

that process he has provided valuable 

exposure of the mental health 

challenges of serving in Parliament. 

He has made it clear that 

his several years in Wellington 

were enough and that his family 

requires more of his concentrated 

time. 

Muller was generally regarded 

as a very capable MP who knew 

his briefs and worked well with 

colleagues on all sides of the 

House. As he noted in his recent 

valedictory address to Parliament, 

a copy of which he passed on to 

me, Muller began by thanking 

his wife Michelle for her support 

during what had not been “the 

smoothest of rides”. 

He added that it had been a 

Todd Muller 

genuine honour to represent the 

Bay community he had lived 

amongst for 50 years. 

Amongst other remarks, 

Muller, a long-term advocate of 

the need to face the challenges of 

climate change, noted New Zealand 

would bear significant costs 

in attempting to adapt to it over 

time. 

“We must reduce our gross 

emissions and seek efficient ways 

to offset them in the short-term,” 

he told Parliament. 

His role as the National candidate 

for Bay of Plenty has been 

taken by Tom Rutherford. 

Rutherford told BBN that 

National was focusing its campaign 

on “the three c’s – the 

cost of living and the need to get 

inflation under control, reducing 

crime, and congestion. 

“Congestion is limiting our 

ability to get around our community 

and is stifling at the 

moment,” he said. “We need to 

do something about our transport 

and roading networks. We’re one 

of the largest cities in the country 

and we need to support that. 

There’s a mood for change.” 

Rutherford said the biggest 

problem was how to go about 

unwinding the damage that has 

happened, while putting forward 

policies to go forward. 

“It will be a big challenge and 

there’ll be a lot of work,” he said. 

“We must have a realistic expectation 

that things will take time.” 

Sam Uffindell, who replaced 

Bridges in Tauranga, also told 

BBN National would be focused 

on the economy, reducing the 

cost of living, improving infrastructure, 

restoring law and order, 

and on improving schools and 

education. 

“Those are the main issues 

voters are concerned about and 

the main challenges voters face at 

the moment,” he said. 

”We have to just keep working 

hard on the things that matter to 

voters and gaining trust.” 

Rising costs of doing business 

According to Matt Cowley, 

chief executive of the Tauranga 

Business Chamber, the common 

issues experienced by Chambers 

across New Zealand are the rising 

costs of doing business, the tight 

labour market, and the shortage of 

infrastructure needed to address 

the housing and transport issues. 

“There are a range of pressing 

issues, but long-term, the key 

economic issue is re-balancing 

our trade deficit where New Zealand 

is importing more than we’re 

exporting,” Cowley told BBN. 

There are a range 

of pressing issues, 

but long-term, the 

key economic issue 

is re-balancing our 

trade deficit.” – Matt 

Cowley, Tauranga 

Business Chamber 

chief executive 

“A key future focus needs to 

be improving New Zealand’s economic 

productivity. Businesses 

will need to innovate and focus 

on research and development to 

stay competitive in a world facing 

skills shortages, artificial intelligence, 

deglobalisation, and climate 

change.” 

Priority One’s Nigel Tutt adds: 

“I think the challenge is that 

the New Zealand economy has 

become less and less affordable. 

Certainly National has shown its 

intent in their policies and I guess 

other parties will need to follow 

suit. 

“Any party with a long-term 

plan for infrastructure is going to 

find it beneficial for voting support,” 

he said. Tutt added that 

while he understood the government’s 

approach towards growing 

centralisation, that policy 

approach made it harder to operate 

at regional level as well. 

“As a growing region we 

should have the ear of government 

and the response of government,” 

he said. “We need to have 

that long-term agreed infrastructure 

plan. The reality is that politicians 

don’t manage infrastructure 

very well.” 

WHAT’S 

NEXT FOR 

TECT PARK? 

The award-winning TECT Park is now 

more than 10 years old and to celebrate, 

they’re looking to see what new 

activities and experiences could be added to 

the park. 

They’re seeking fresh ideas to help 

TECT Park enter an exciting new phase. 

The 1650-hectare site, jointly owned 

by Western Bay of Plenty District Council 

and Tauranga City Council, is located about 

halfway between Tauranga and Rotorua. 

It is the home of the Adrenalin Forest 

high-wire adventure course as well as many 

outdoor activities including tracks for walking, 

mountain biking, horse riding and a dog 

exercise area. 

Onsite club activities include shooting 

ranges, motorsport tracks, and model aircraft 

flying fields. 

More than 30,000 people visit the park 

each year, and they’re looking to see what 

new experiences could be added to help 

boost these numbers. 

Everyone who provides their ideas will 

go in the draw to win exciting prizes like 

a mountain bike voucher, Adrenalin Forest 

passes, and Stoney Creek vouchers – perfect 

to use at TECT Park. 

Western Bay of Plenty District Council 

general manager infrastructure group, Cedric 

Crow says the park continues to evolve 

with sustainability, education, and cultural 

significance, key to the park’s future, along 

with providing for the many clubs and user 

groups. 

“This park is a great example of what is 

possible when we work in partnership with 

Tauranga City Council and our community. 

“We’re excited to hear from our community 

on what else they would like established 

or to experience at the park, as this 

will help guide our thinking to shape the 

park’s future direction.” 

Tauranga City Council spaces and places 

manager Alison Law says TECT Park is 

entering an exciting new phase. 

“TECT Park is a real local asset for those 

who love the outdoors, or those looking for 

a new hobby or challenge outside of their 

comfort zone. 

“Since it opened, we’ve seen TECT Park 

grow with what it can offer, and this will 

continue in the coming years.” 

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Cameron Road traffic management 

changes to ease business impacts 

A review of traffic management processes is 

expected to reduce the impacts of the ongoing 

Cameron Road upgrade on businesses along 

this key arterial route. 

By ANNE TOLLEY, 

Tauranga Commission Chair 

Anne Tolley 

This hugely significant 

project is the first stage 

of a work programme 

designed to futureproof the 

Cameron Road corridor to 

ensure that it can cater for 

housing intensification along 

the Te Papa peninsula, where 

the population is expected to 

grow by around 15,000 people 

over the next 30 years. 

Stage One of the ‘Building 

our future’ Cameron Road 

project, between Harington 

Street and 17th Avenue, is 

part-funded by a $48 million 

Government grant and 

involves intersection safety 

improvements; safe crossing 

points for pedestrians; the creation 

of bus clearway lanes in 

both directions (with the lanes 

available for parking outside 

of the morning and afternoon 

traffic peak periods); construction 

of grade-separated cycleways 

and footpaths; placemaking 

upgrades to gardens and 

greenspaces; and the renewal 

and upsizing of ageing underground 

services (water, wastewater 

and stormwater assets). 

The project has been underway 

for some 18 months now 

and is expected to be completed 

by the end of 2023. 

Major roadworks like this 

are inevitably disruptive, 

but a number of factors have 

resulted in impacts on the 

businesses that rely on access 

to and from Cameron Road for 

their customers and staff. 

We asked the joint venture 

contractor to conduct a 

thorough review of the construction 

elements of the 

project, particularly focusing 

on the use of traffic management 

infrastructure (mainly 

the large, orange water-filled 

barriers that channel traffic 

and pedestrians away from 

worksites), with a view to 

identifying solutions that will 

help to ease the problems businesses 

along the work zones 

have been experiencing. 

As a result, rather than 

leaving traffic management 

equipment in place when work 

is delayed for some reason, 

this is being removed and a 

temporary surface provided if 

the delay is expected to extend 

for a week or longer. And 

rather than use the barriers all 

of the time, the JV is using 

other, less-disruptive equipment 

when it can safely do so. 

Apart from intersection safety, improved pedestrian crossing points, 

peak travel time bus clearways and renewed underground services, 

the Building our Future Cameron Road project also provides gradeseparated 

cycleways and walkways and significant garden areas. 

A procedure has also been 

put in place to assess the 

likelihood of delays before 

worksite establishment begins 

in new areas, to ensure that 

there is no equipment-related 

disruption until it is absolutely 

necessary. 

Council’s project managers 

are meeting with the JV 

on a regular basis to monitor 

progress and any issues that 

are arising and there is a joint 

commitment to being more 

agile in addressing stakeholder 

impacts through to the project’s 

completion. 

In addition to the above 

steps, Council has initiated an 

external review of the entire 

project, so that we can use the 

learnings provided to avoid 

unnecessary issues with future 

major infrastructure projects, 

such as Cameron Road Stage 

2 and the planned 15th Ave/ 

Turret Road upgrade. 

In the meantime, the Council 

and the Commission want 

to thank Cameron Road businesses 

and road users for their 

patience while this transformational 

project is completed. 

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LET’S TAKE BACK 

OUR COUNTRY 

Erika Harvey is a well known community advocate and business owner in 

Tauranga. Following a corporate background, Erika has transferred her skill set 

into community advocacy and helping others. The General Manager for a local 

youth charity, she is dedicated to ensuring equitable access to education and 

wrap-around services for children and youth. 

Alongside her current tenures, Erika has also been on various community 

boards and working groups, including with Tauranga City Council, Bay of 

Plenty District Health Board, and as former Chairperson of Greerton Village 

School. 

An American-born New Zealander, Erika has made Tauranga her home for 

almost 15 years and is intent on giving her community a stronger voice in 

parliament and returning Tauranga to democracy with a local body election 

in 2024. Her work in local government issues as an affected business owner 

have inspired her to further advocate for her community by standing for 

New Zealand First. 

Erika lives locally with husband Dan, 

and their two children, 12 year 

old Piper and newbaby Ziggy. 

+64 7 349 8470 | info@cheal.co.nz | 

Authorised by H. Howard, 41 Jervois Road, Ponsonby.


THE 

CLOUD 

– then 

and now 

TECH TALK 

Cash flow central 

to SME success 

during recession 

WORKPLACE WELLBEING 

> BY BRIDGET SNELLING 

Bridget Snelling is the Xero Country Manager for New 

Zealand 

Technology continually 

evolves, and with each 

year that passes, technology 

evolves faster and further. 

In 2023, topics like artificial 

intelligence, cybersecurity 

and augmented reality seem 

to dominate the technology 

conversation, but all of these 

areas are underpinned by the 

location and availability of the 

data which feeds them. That’s 

probably a reasonable definition 

of ‘Cloud’: the topic of 

this article. 

Cloud, or Cloud Computing, 

is defined similarly by 

Amazon and Microsoft. Amazon 

talks about cloud being 

“the on-demand delivery of 

IT resources over the Internet 

with pay-as-you-go pricing”, 

meaning that “instead of buying, 

owning, and maintaining 

physical datacentres and servers, 

you can access technology 

services on an as-needed 

basis.” 

Microsoft refers to “the 

delivery of computing services 

— including servers, storage, 

databases, networking, software, 

analytics, and intelligence 

— over the internet to 

offer faster innovation, flexible 

resources, and economies 

of scale.” 

So, from the start, there 

were some clear, tangible benefits 

to being ‘in the cloud’. 

Cost savings, reduced 

downtime, and the access 

to enterprise level technologies 

at SMB level pricing. In 

2013 Microsoft’s cloud services 

(Office 365 and Azure) 

and Amazon’s Web Services 

(AWS) were leading the way. 

> BY JACOB DOHERTY 

Jacob Doherty is an account manager at Stratus Blue. 

He can be contacted at jacob@stratusblue.co.nz 

Microsoft introduced what 

it called a ‘paradigm shift’ by 

allowing its users to access 

their emails, documents, and 

applications from any device 

with an internet connection. 

AWS marked the start of 

the scalable, consumption 

model, offering businesses the 

(at the time) unique opportunity 

to rent computing power 

rather than investing in expensive 

infrastructure. 

Where organisations were 

always needing to budget for 

a 3-5 year CAPEX spend on 

a new server, and then have 

to cool that server, maintain 

it, deal with downtime and 

interruptions and manage its 

security themselves, there was 

now an option to outsource all 

of that. 

As time went on, offerings 

developed – more of the 

applications which are commonplace 

in New Zealand 

and global businesses alike – 

Salesforce, SAP, MYOB and 

Google’s Cloud (not the search 

engine, but emails and storage 

for business) – along with 

cloud-born programs like Hub- 

Spot for marketers and Xero 

for invoicing, became widely 

available. 

Organisations started to 

become familiar with ‘cloudready’ 

software, which just 

needed a place to live (not 

the server in a corner of the 

office anymore), rather than 

complicated, time-consuming, 

costly customisation and 

development before they were 

ready. 

Cloud pricing models 

remain attractive to organisations, 

but they too have 

evolved, with best practice 

now incorporating cloud 

with value-add services in a 

per user, or per organisation, 

monthly price, allowing businesses 

to access everything 

they need to operate effectively 

while retaining the flat 

cost line month on month. 

These models – often 

referred to being ‘as a Service’ 

– will include the platform, or 

the software, or the infrastructure, 

or a combination, that 

your organisation needs, along 

with support, maintenance and 

additional innovation. 

On the theme of innovation, 

it is worth recognising how 

cloud has helped silo skillsets 

to allow people to focus on 

what they do best. 

Where previously developers 

would have to be concerned 

about the thresholds or 

limitations of the environment 

they were developing in, they 

can now focus solely on code, 

leaving infrastructure management 

to those who specialise. 

In ten years, cloud has 

evolved from basic email services 

being taken off the server 

in the office to advanced 

AI-driven analytics, machine 

learning and decision assistance 

focused on summarising 

the information that people 

need to see. 

As technology evolves and 

demands shift, the cloud will 

undoubtedly adapt further, 

continuing to revolutionise the 

way in which we do business 

and enabling new possibilities 

that hadn’t even been considered 

just a decade ago. 

As recession continues 

to impact the country, 

small businesses in 

the Bay of Plenty and across 

Aotearoa New Zealand face 

the consequences of slow 

sales growth, high inflation, 

and less consumer spending. 

As the pressure from these 

issues grows, cash flow management 

has never been more 

important. 

With challenging market 

conditions, small business 

owners are struggling to manage 

finances – often causing 

personal stresses at home. 

The key to navigating 

through uncertain times starts 

with knowing your numbers. 

Remaining up close 

and personal with your cash 

flow allows you to focus on 

making better, well-informed 

decisions for your business. 

But above all, it allows 

you to manage your wellbeing 

more effectively. A recent 

Xero report found 15% of 

small businesses in New Zealand 

said work issues caused 

personal stress most or all of 

the time. 

Cash flow issues are a 

systemic and volatile cycle, 

which see business owners 

dipping into their own personal 

savings, working unattainable 

hours, and ultimately 

sacrificing their emotional 

and physical wellbeing to stay 

afloat. 

In this recession, high 

inflation is also a major factor, 

with price hikes affecting 

every part of the economy. 

For many businesses, this 

means higher supply costs. 

Almost half (48%) of 

small businesses said inflation 

had eroded their cash 

flow in 2023, and in the 12 

months to June, 55% of small 

businesses experienced cash 

flow issues, with 18% experiencing 

“significant” cash 

flow problems. 

Cash flow management 

takes an emotional and physical 

toll on business owners. 

A total of 80% of company 

owners surveyed by Xero 

said they were stressed about 

cash flow, 60% said they had 

trouble sleeping, and 47% 

had lost time with friends and 

family. 

Thousands of Kiwi small 

businesses fold each year. 

More often than not, it’s 

because they’re unable to 

overcome cash flow issues. 

During these challenging 

economic times, it’s important 

small business owners 

understand what their cash 

flow needs are and what they 

can do to get paid faster. 

Digital tools are the key 

to effectively managing cash 

flow. They help you understand 

exactly how your business 

is performing, putting 

you in a position to make 

more informed decisions. 

They flag when cash flow 

is due to be low, allowing you 

to prepare for the squeeze 

and push for more work. 

They also reveal when cash 

flow will be strong, allowing 

savvy business owners to take 

calculated risks and make the 

most of opportunities that 

arise during these periods. 

It’s time for business owners 

to take matters into their 

own hands and embrace the 

support available to them. 

Whether that’s using platforms 

like Xero Analytics 

Plus, which lets you avoid 

losses by calling for prompt 

payment upon completion of 

a job, or Xero’s Assistance 

Programme, which offers free 

access to face-to-face, online 

chat, and phone counselling. 

Small businesses should 

also consider registering 

their interest for eInvoicing, 

a technology which will help 

improve payment times by 

greatly increasing accuracy 

and security while reducing 

human errors. 

By taking control of your 

cash flow, and knowing your 

numbers, you give yourself 

the best possible chance to 

navigate tough times and 

come out the other side better 

off. 

IP protection, simplified. 

We’ve been championing innovation since 1979. 

A safe pair of hands delivering outstanding results. 

jamesandwells.com 

J&W Quarter Page Advert.indd 1 

2021-12-28 5:31 PM


Rangiuru Business Park: bridging 

the gap 

The 

Rangiuru Business Park is set to be a modern, future-focused, and high-quality industrial business park 

that supports the liveability and prosperity of the people and the region for generations to come. 

Nestled in the heart of the Bay, 

within the ‘Golden Triangle’, it 

is conveniently located 30kms 

from the Port of Tauranga, connected 

by road, rail and sea. 

It boasts 148 hectares of consented 

industrial land, to be developed over 

four stages. Bulk infrastructure to 

service the Park began in 2022, with 

major works underway including 

earthworks, civil, wastewater rising 

main to Te Puke, water reservoirs, a 

stormwater pond, power, fibre connectivity 

and upgrades to nearby 

roads. 

These works will service the Park 

and also provide futureproofing to the 

area for continued regional growth. 

Right on the doorstep is the 

Tauranga Eastern Link Toll Road 

(TELTR), to be connected by a motorway 

interchange which commenced 

in October 2022. 

In late August 2023, the development 

hit another significant milestone, 

with the installation of eight 

large beams, each 33.1m in length and 

weighing approximately 65T, fixed 

onto columns straddling the TELTR. 

This is a key piece of infrastructure 

that will link the Park to the 

motorway and the wider region – a 

visual signifier of the notable progress 

for the project. 

The interchange is expected to be 

open in late 2024. 

As the lead developer for the Rangiuru 

Business Park, Quayside has 

owned and funded this approximately 

$60M interchange build to date, following 

an initial $18M contribution 

from the Provincial Growth Fund 

(PGF) in 2020. This provided the seed 

capital to start the motorway interchange, 

a vital piece of infrastructure 

and considerable investment into the 

region. 

“The overall vision for the Park 

will contribute significantly to the 

region. As such, we have invested 

heavily into infrastructure, such as the 

interchange, which will have longterm 

regional benefits for our rohe” 

says Lyndon Settle, Quayside CEO. 

Recent studies have shown that 

industrial land is constrained in 

the BOP, with Tauriko and Mount 

Maunganui at capacity, new sites are 

needed to cater for the expected longterm 

future growth of the region. 

“The Western Bay of Plenty is a 

popular place for businesses to locate 

themselves, and we have seen strong 

growth in our local business community 

in recent years. 

“Industrial land is sought after to 

meet future demand and to provide 

additional choice for developers and 

businesses. The location of Rangiuru 

means it is well served to cater 

to demand on the Eastern side of our 

city,” says Priority One chief executive 

Nigel Tutt. 

Once completed the Park will 

provide up to an estimated 4,000 permanent, 

full-time employment opportunities 

in the region, in addition to 

the 200 jobs per year created during 

construction stages. 

Quayside Holdings CEO, Lyndon Settle at Rangiuru 

Business Park motorway interchange. Photo/Supplied. 

Quayside Holdings GM Property, 

Michael Jefferies says “This development 

meets the shortfall in high-quality 

industrial land close to the Port of 

Tauranga. The proximity and established 

multimodal transport links 

providing wider regional accessibility 

between Tauranga, Whakatāne, 

Te Puke, Kawerau and Rotorua offer 

huge opportunities”. 

The Park is being developed in 

consideration and support of regional 

growth strategies (SmartGrowth, 

Future Development Strategy, Tauranga 

Transport Plan, Tauranga Urban 

Strategy, Bay of Connections Growth 

Strategy, UFTI, etc), in addition to the 

needs of local businesses, expanding 

communities. 

Lyndon Settle, Quayside CEO 

said, “The role of Central Government 

investment into our region’s 

core infrastructure, plays a critical 

role in unlocking the Bay of Plenty’s 

economic potential. 

“ Quayside is responsible for 

growing a diversified fund that generates 

long-term returns that support 

the prosperity of the BOP. Rangiuru 

Business Park will play an important 

role in enabling economic growth 

across this region.” 

The Rangiuru Business Park is 

majority-owned by Quayside Properties 

Limited, a wholly owned subsidiary 

of Quayside Holdings Limited, 

the investment arm of Toi Moana Bay 

of Plenty Regional Council. 

ADVERTORIAL 

People and technology key to 

helping NZ businesses thrive 

Latest 2degrees study conducted by Perceptive, reveals 

the key issues facing NZ business decision makers, and 

how thriving companies are weathering the storm. 

Good news – businesses 

say they are seeing ‘green 

shoots’ and are optimistic 

about the year ahead. 

2degrees surveyed 700 business 

decision makers nationwide as part 

of it’s Shaping Business Study, now 

in its fourth year, and found business 

is shifting focus completely 

away from the pandemic and 

towards managing rising costs and 

improving productivity. 

Andrew Fairgray, Chief Business 

Officer at 2degrees, says this 

year’s report doesn’t feature any 

regional trends. “Interestingly, 

businesses across the regions are 

reporting the same things – which 

is a marked change from previous 

years where business sentiment 

varied by region.” 

Bay of Plenty businesses, and 

their counterparts nationwide, said: 

• Business optimism continues to 

trend slightly upward despite the 

recessionary pressure. 

• Cost and pricing continues to 

be front of mind for business 

leaders. 

• Larger businesses continue to 

thrive while smaller businesses 

are more likely to be struggling. 

• Staff and productive use of technology 

are the make or break for 

businesses in 2023. 

The report, revealed that 87% 

of businesses have seen their running 

costs increase in the past 

twelve months, yet only 63% had 

increased their prices over the same 

time, suggesting that many businesses 

are having to absorb inflationary 

impacts. 

Fairgray says the report shows 

that while the pandemic may be in 

the rearview, the business outlook 

is still filled with challenges. 

“This is the second straight year 

that we’re seeing cost increases 

across the board for businesses, but 

the impacts of that aren’t being felt 

equally. 

“What we see in the market and 

in this report is that the businesses 

who can thrive in this environment 

are those who can find innovative 

ways to increase productivity, 

whether that’s through attracting 

and retaining great staff or making 

more effective use of digital tools.” 

As the economy gets to grips 

with a new set of challenges, businesses 

are moving from just getting 

by to a more measured outlook. 

This year, the number of business 

leaders who said they were surviving 

(just getting by) dropped by 6 

percentage points to 23%, while 

most businesses (53%) said they 

were reviving (getting things back 

on track), and 17% said they were 

thriving (stronger than we have 

ever been), up from 14% last year. 

Other measures of optimism 

and outlook have stayed consistent 

Andrew Fairgray, Chief Business Officer, 2degrees 

from last year, as business leaders 

acclimatise to the new normal. 41% 

of business leaders said they were 

feeling about as optimistic as they 

were last year, with nearly a third 

(32%) feeling more optimistic than 

in 2022. Half of businesses anticipated 

that their revenue would 

grow in the next year, a steady 

result from the 2022 study. 

The study shows that effective 

use of technology is one of 

the best predictors of business 

success. Businesses use of digital 

technology to improve productivity 

aligned directly with their reported 

performance with 76% of thriving 

businesses saying digital technology 

improves their productivity, 

compared to only half (50%) of surviving 

businesses saying the same. 

Fairgray says the report paints 

a picture for businesses looking to 

get ahead. 

“In this inflationary environment, 

the best way for businesses 

to move the dial is to increase their 

productivity and deliver more value 

with the resources they have. 

“Attracting and holding onto the 

best staff will be top of the list for 

most businesses, and making sure 

that modern technology tools are 

reducing friction and adding value 

shouldn’t be far behind. 

“The combination of these two 

factors will be how businesses can 

set themselves apart and thrive long 

term.” 

2degrees.nz/business/ 

shaping-business-study


Riding the term deposit 

interest rate wave 

KPMG employees 

come together to 

support Tauranga 

youth charities 

From first-time investors 

through to seasoned professionals, 

it’s difficult to know 

what investment types are the 

best fit for your goals. With interest 

rates rising, many investors 

are leaning towards term deposits 

– but are they really the best 

choice? 

We’ve compared three different 

investment types across the 

risk spectrum, to help you determine 

what might work best for 

you. 

Term deposits 

Term deposits are familiar to 

many and easy to understand and 

obtain, making them a common 

investment choice. Their attractiveness 

is only improving as 

interest rates rise. 

However, their lack of liquidity 

is a significant drawback, 

meaning an investor’s capital is 

tied up until the deposit matures, 

or they may face a penalty for 

early redemption. 

Investors should also be aware 

of the impact of inflation on the 

purchasing power of their term 

deposits over time, especially 

when the rate of inflation is 

higher than the interest rate they 

are receiving on the term deposit. 

Fixed-interest securities 

Similar to term deposits, fixed-interest 

securities (also known as 

bonds) offer an opportunity to 

earn interest through coupon payments. 

Unlike term deposits, they 

are tradable, allowing investors to 

sell them for cash when needed. 

Tradability gives investors 

greater flexibility and allows 

them to respond to changes in 

their financial circumstances or 

market conditions. 

As tradable assets, bond prices 

do fluctuate when market interest 

rates move up or down. This can 

then lead to capital gains or losses 

for the investor if sold before 

maturity. 

Market-driven price changes 

introduce both an element of 

risk and the potential for greater 

returns. 

The coupon rate for each bond 

is determined by several factors, 

including the issuer’s credit rating, 

the time to maturity, and the 

prevailing interest rates. 

A balanced portfolio 

A balanced portfolio, which is a 

mix of cash and bonds (income 

assets) and equities (growth 

assets) is another option to consider. 

Some investors may be 

uncomfortable with the risk 

associated with equities. However, 

by incorporating a mix of 

income and growth assets, a balanced 

portfolio offers investors 

the opportunity to access greater 

returns through equity exposure, 

whilst mitigating some of the 

risk associated with those assets 

through diversification. 

A balanced portfolio is suitable 

for an investor who has an 

investment timeframe of more 

than five years. 

INVESTING 

> BY DEV ACHARYA 

Dev Acharya is Vice President, Research Analyst of Jarden Securities. 

He is part of the research team supporting Jarden’s Tauranga-based wealth 

management advisers. 

Annual calendar year returns (best-to-worst: green-yellow-red) 

Term Deposit Portfolio 

Fixed Interest Portfolio 

Balanced Portfolio* 

Term Deposit Portfolio 

Fixed Interest Portfolio 

Balanced Portfolio* 

2005 

5.2% 

6.3% 

12.0% 

2015 

5.6% 

5.9% 

9.2% 

Source: Bloomberg, interest.co.nz, Jarden 

*A balanced portfolio is made up of 40% income assets and 60% growth assets 

In the event of an unforeseen 

change to an investor’s financial 

situation, the assets can be sold at 

market prices. 

So, what’s the best strategy? 

The table above provides a yearby-year 

performance comparison 

of a term deposit portfolio, a fixed 

interest security portfolio, and a 

representative balanced portfolio 

(40% income/ 60% growth), from 

2005 to 2023. Over this time, the 

balanced portfolio outperformed 

the other options 12 out of 18 

times. The term deposit portfolio 

and the fixed interest security 

portfolio were the top performer 

three times each. 

These figures illustrate the 

steady, yet more modest returns 

generated by the term deposit 

portfolio and the stronger but 

more volatile returns of the balanced 

portfolio. This comparison 

underscores the risk-return tradeoff 

– while increased potential 

returns can be accompanied by 

increased volatility, a balanced 

approach can help manage this 

dynamic. 

Every investor will be seeking 

a different outcome from their 

investments, it all comes down 

to your personal investment goals 

and tolerance to risk. Whilst rising 

interest rates typically make 

term deposits a safe investment 

choice, investors looking for 

greater returns over the longer 

term shouldn’t overlook the 

potential benefits of a balanced 

investment portfolio. 

Please contact your local Jarden 

Adviser if you would like 

advice on what strategy would be 

the best to help you achieve your 

goals. You can reach our Tauranga 

team on +64 7 834 2727. 

Disclaimer: The information and commentary in this article are provided for general information purposes only. It reflects views and research available at the time of publication, using external sources, systems 

and other data and information we believe to be accurate, complete and reliable at the time of preparation. We make no representation or warranty as to the accuracy, correctness and completeness of that information, 

and will not be liable or responsible for any error or omission. It is not to be relied upon as a basis for making any investment decision. Please seek specific investment advice before making any investment 

decision or taking any action. Jarden Securities Limited is an NZX Firm. A financial advice provider disclosure statement is available free of charge at https://www.jarden.co.nz/our-services/wealth-management/ 

financial-advice-provider-disclosure-statement 

2006 

5.6% 

6.0% 

14.3% 

2016 

5.2% 

3.7% 

5.8% 

2007 

6.1% 

2.9% 

3.5% 

2017 

4.9% 

6.3% 

13.3% 

2008 

6.7% 

14.4% 

-11.4% 

2018 

4.7% 

4.5% 

1.4% 

2009 

6.9% 

5.4% 

11.1% 

2019 

4.3% 

5.3% 

17.3% 

2010 

6.9% 

8.9% 

5.7% 

2020 

3.7% 

5.4% 

7.8% 

2011 

6.9% 

9.4% 

0.6% 

2021 

3.2% 

-4.2% 

6.7% 

2012 

6.6% 

6.4% 

10.9% 

2022 

3.0% 

-5.1% 

-7.7% 

2013 

6.0% 

1.2% 

10.2% 

2023 

1.5% 

2.9% 

7.5% 

KPMG Tauranga’s Workplace Giving 

Programme has donated just under 

$5,000 to two Bay of Plenty charities, 

through the Acorn Foundation. 

KPMG staff members involved in the 

giving programme chose to split their donation 

between local charities working in the 

fields of youth and education. The chosen 

charities are Te Aranui Youth Trust, which 

supports vulnerable children in the Western 

Bay of Plenty, and NumberWorks’n’Words 

Tauranga, which provides maths and 

English tuition after school to students. 

Tanya Grimstone, funding manager at Te 

Aranui Youth Trust, says the donation has 

already allowed the charity to provide vital 

support to vulnerable children. 

“This funding has already enabled us to 

assist two rangatahi [youth] who have been 

victims of family harm, with one school 

uniform so a child can return to school and 

also helping to replace a broken window to 

keep a home warm. Without these funds we 

would not have been in a position to help,” 

said Tanya. 

Leanne Rhodes-Robinson, owner of 

NumberWorks’n’Words Tauranga, says 

the donation will provide four free tuition 

places to children who would otherwise not 

be able to afford a place. 

“This funding will make a big difference 

to four students from lower socio-economic 

backgrounds, and we are so happy we can 

offer these places for free next term. 

“We are very grateful, as I know the children 

and their parents will be,” says Leanne. 

This is the third consecutive year that 

KPMG Tauranga’s Workplace Giving Programme 

has donated to local charities. 

Employees at the firm can choose to join 

the programme by donating a percentage of 

their payroll each month, which gets pooled, 

and the participating employees collectively 

decide where to donate their pooled money. 

Lori Luke, Acorn Foundation CEO, says 

Workplace Giving is a popular model in the 

US, and gaining popularity in NZ. 

“It’s a great way to bring employees 

together, as it’s inclusive – everyone can 

participate. The focus is more on participation 

than the dollar amount of individual 

contributions. And then you get 

this wonderful sense of collective 

achievement, where 

employees can really get a 

sense of the impact of their 

giving.” 

KPMG is one of several 

corporate donors in the 

region who regularly 

give to the community 

in different 

ways through 

the Acorn 

Foundation. 

Tanya Grimstone 

Strong investment 

decisions built on trust 

Our local wealth management experts Sarah and Simon, will work 

with you to guide you toward your long term financial goals. 

Contact us 

Sarah Ashby: +64 27 211 0760 

Simon Bradley: +64 27 427 3899 

www.jarden.co.nz/wealth-management 

Jarden Securities Limited is an NZX Firm. Jarden Financial Advice Provider Disclosure statement is publicly available at www.Jarden.co.nz. Jarden is not a registered bank in New Zealand.


I HATE SAYING, “I TOLD YOU SO” 

When people learn of 

my various work 

activities such as 

high-risk repossessions, fraud 

investigation, legal document 

service and business credit 

consulting, they often ask me 

what the hardest part of my 

work is. 

The answer may surprise 

you, as it often does them; It 

is not being threatened with 

weapons, having dogs set on 

me, dealing with violent and 

erratic meth goblins or being 

constantly insulted by angry 

debtors; the hardest part of 

my work comes from the business 

credit consulting where 

I have never been threatened, 

assaulted, insulted or bitten, at 

least not yet. 

The reason is that for nearly 

two decades I have watched 

business owners repeat the 

same actions, leading to the 

same pain over and over again. 

This despite their having 

access to the information, tools 

and proven solutions that can 

remedy it and often prevent it 

from ever happening again. 

CREDIT CONTROL 

> BY NICK KERR 

Nick Kerr is regional manager for Debt Free and director of 

International Private Investigations Ltd. He can be reached on 

021 876 527 and nick.kerr@debtfree.net.nz 

As a father I liken this to 

watching a child run on to the 

road, being narrowly missed 

by a speeding car, being rescued, 

having the dangers 

explained to them and being 

sternly warned, then watching 

them run back on to the road to 

dance with the traffic. 

I find this so hard because 

I have seen hundreds of business 

owners suffer through 

liquidations, company collapses, 

voidable transactions, 

soul destroying litigation and 

the decimation that this causes 

them, both professionally, and 

more importantly, personally. 

I have personally seen this 

result in suicides, family unit 

implosion, imprisonment and 

destruction of mental health. 

In many of these cases I 

have met with the business 

owners (I have met with over 

13,000 in my career) a year 

or two before the catastrophe 

occurred and spelled out to 

them in relevant and specific 

detail what can happen and 

exactly how to avoid it , shown 

them how to use the tools in a 

business-friendly and cost-effective 

manner, only to have 

them say, “well it hasn’t happened 

to me yet – I will let you 

know when it does and then 

we can look at what you are 

saying”. 

This is akin to saying, “yes, 

I know that I have no fire 

insurance on my house, once 

I smell the smoke and see the 

flames I will put some cover in 

place.” 

By this time you will have 

nothing left to insure and the 

call will just be a waste of 

everybody’s time. 

My desire for businesses 

to be protected from a credit 

management perspective does 

not come from some desire to 

make money at others expense, 

or to be right, or to be seen as 

some kind of business guru 

– it comes from literally hundreds 

of gut-wrenching phone 

calls from people I have met 

with asking me to assist them 

in remedying something that 

I could have helped prevent 

from ever happening. 

Now maybe it is me. Maybe 

For nearly two decades 

I have watched business 

owners repeat the same 

actions, leading to 

the same pain 

over and 

over again.” 

I am not always effective in 

conveying the risks, despite 

having empirical data and relevant, 

real-life experience to 

prove my point. Maybe this is 

a failure that I must own. 

I have spent my professional 

life upskilling, studying, 

gaining access to top experts 

and the most effective credit 

management tools available, 

doing everything I can to be 

the most effective advisor I can 

and serve those that allow me 

to do so. 

I’m not asking business 

owners to trust in me alone, 

trust the facts. The risk is not 

subjective when it is proven. 

Read the paper. Watch the 

news. Google “liquidation” 

in the town that you live in. 

These are not fairytales; they 

are records of recent history 

and each one is a document of 

real pain and loss. 

Do your research, find 

someone you can trust who 

knows their rear from their 

elbow in this regard, and for 

goodness’ sake, listen to them! 

Rant over. 

Just a thought. 

You are being betrayed at work 

Business owners and employees are being betrayed. Unless rapid 

action is taken, they face the risk of massive losses. This betrayal is 

sabotaging their careers, businesses, health and relationships. Could 

you be the next victim? The unfortunate truth is … you already are. 

Everyone believes it will 

never happen to them. 

But those are usually the 

people who will be hurt the 

most. You are being betrayed 

at your workplace, and in your 

home. 

This ongoing erosion of 

trust is costing you time and 

money every single day. 

Unless something changes, 

this betrayal will also cost you 

your relationships, health and 

reputation. 

You won’t spot the warning 

signs until it’s too late. And a 

sad truth is that a large number 

of professionals go to their 

graves without ever realising 

just how deep the betrayal ran. 

But who would do such a 

shallow and damaging thing 

to you? 

You probably have someone 

in mind right now. No, 

it’s not them. At least, not 

this time. The person who is 

betraying you … is you. 

The confession 

How are you betraying 

yourself? 

The answer is simple: 

You’re pretending to be someone 

you’re not. Before you 

start getting too triggered and 

run to BOP Business News 

towers to burn effigies of me, 

please allow me to make a 

confession: 

I was the ultimate artist of 

self-betrayal. I created a highly 

successful career advising the 

leaders of the biggest brands 

on the planet … but that success 

was built on the back of 

a lie. 

No laws were broken, obviously. 

Unless you count the 

universal laws of authenticity. 

However, I was betraying 

myself, and those around me, 

because I was trying to be 

someone I wasn’t. 

Like an actor in a corporate 

pantomime, I dressed, spoke, 

behaved and even thought the 

way my ‘character’ was supposed 

to be. 

Did it work? Sure. Did 

it make me successful? Too 

right. Did it make me money? 

Absolutely. 

It would be so perfect, had 

it not been for the fact I was 

betraying myself. I was being 

the exact opposite of the person 

– and the leader – I wanted 

to be. 

Holding up the mirror 

No matter how professional or 

‘together’ we try to appear, our 

thoughts and actions betray us. 

As the sayings go… 

Never trust a skinny chef. 

Never trust a broke 

accountant. 

Never trust an obese personal 

trainer. 

Never trust a lawyer 

released from prison. 

Your actions and behaviours 

are like a walking billboard, 

showing the world what you 

think about yourself. 

More often than not, these 

behaviours are sabotaging 

your goals and your talent. 

You tell the world: “I pride 

myself on being a good communicator” 

… but you won’t 

say, “No”. 

“It’s important to take decisive 

action” … but you won’t 

back yourself to make a big 

decision. 

“Family comes first” … but 

you spend the evening with 

your phone, not your children. 

“I really want to love 

myself” … but you never 

invest in yourself. 

“I’m an inspirational 

leader” ... but you let the 

people distract you from the 

problem. 

“It’s not about the money” 

MINING BUSINESS WEALTH 

> BY FREDDIE BENNETT 

Guinness World Record Holder, podcast host and bestselling author, 

Freddie is known as ‘The Profit Hunter’. He helps business owners 

enjoy more time, money and freedom by discovering and extracting 

hidden profits in their companies. Freddie@conqueryourmedia.com 

… but it’s the money that gets 

you out of bed. 

When your behaviours are 

not in alignment with your 

vision and values, you make 

less money, have less fun and 

enjoy less connection and 

fulfilment. 

So why do you do it? 

Love the way you lie 

We choose to let our actions 

betray our values because we 

fear the risk of shame that 

comes with being our authentic 

selves. Plus, we prefer to 

live in comfort and take the 

‘easy’ option, even if it isn’t 

aligned to our personal values 

and philosophies. 

Why stay true and stand out 

when it’s easier to follow a lie 

and blend in? 

There’s no point in torturing 

yourself with a goal 

you’re not achieving if your 

behaviours are not congruent 

with your desires. 

It’s like when I used to tell 

the world I’d be an athlete with 

a Guinness World Record to 

his name… but I was living on 

a Marlboro and vodka-based 

diet. 

I told my clients to trust me, 

but I couldn’t even trust myself 

around an unattended birthday 

cake in the office kitchen. 

My goals didn’t happen 

until I changed my behaviours. 

Staying true to yourself 

Self-betrayal happens when 

you do things the wrong way 

round. You tell yourself you’ll 

start to be that bold, confident, 

outgoing, trustworthy, disciplined 

version of yourself once 

you achieve that next level of 

professional success. 

But the opposite is true. 

You only achieve the professional 

success (and the personal 

success, for that matter), 

after you become that version 

of yourself. 

To stop betraying yourself 

and start living in line 

with your personal values 

and philosophies, understand 

that success is the outcome of 

change, not the catalyst. 

So change trajectory: 

start acting in alignment with 

who you want to be. Look at 

your career, business, family, 

finances, health and fitness. 

Ask yourself: “Are 

my thoughts, actions and 

behaviours aligned with the 

outcome I want?” 

Stop living in delusion. 

Start making a difference. 

It’s time to be who you 

always said you were going to 

be.


Trust issues: implications of a 39% 

trustee tax rate 

If you have a family trust in New Zealand, recent news might have 

caught your attention. The trustee tax rate is set to increase from 

33% to 39% starting from the 2024/25 tax year, which generally 

begins on April 1, 2024. This may come as a surprise to the 400,000 

registered trusts in the country, especially since it comes under a 

budget that was supposed to have ‘no major tax changes’. 

TAXATION 

> BY ANDREA SCATCHARD 

Andrea Scatchard is a Tax Partner at Deloitte, based in the Bay of 

Plenty. She can be contacted on ascatchard@deloitte.co.nz 

For those who utilise trusts 

for asset protection, 

which is common among 

small business owners in New 

Zealand, this change could 

have substantial implications. 

The proposed changes 

The trustee tax rate increase is 

a part of the Taxation (Annual 

Rates for 2023-24, Multinational 

Tax, and Remedial 

Matters) Bill. Along with this 

rate increase, the Bill introduces 

three additional changes 

related to trusts: 

1. A 12-month exemption 

from the 39% rate for 

deceased estates. During 

this period, the estate will 

be taxed at the personal tax 

rate of the deceased person. 

2. Trusts settled for the care 

of a disabled person will be 

taxed at the disabled beneficiary’s 

personal tax rate. 

3. Income received by certain 

close company beneficiaries 

of trusts will not be 

taxed as beneficiary income 

in the company but will be 

treated as trustee income 

with tax paid at the higher 

trustee rate. This aims to 

prevent trusts from distributing 

income to closely 

connected companies to 

take advantage of the lower 

28% tax rate instead of the 

39% trustee rate. 

The trustee tax rate increase 

follows the prior increase of 

the top personal tax rate to 

39% from April 1, 2021. At 

the same time, significant trust 

disclosure requirements were 

introduced, adding more complexity 

to the tax landscape. 

Following the gathering of 

information and reviewing the 

behaviour of taxpayers over 

the intervening time, the Government 

justifies this trust rate 

increase with the argument that 

high-income earners might be 

utilising trusts to circumvent 

taxation at higher rates. 

The Government maintains 

that only a small percentage 

of trusts will shoulder 

the bulk of this tax increase. 

According to the Budget Press 

Release, the top five percent of 

trusts accounted for 78% of all 

trustee income in the 2021 tax 

year, estimated at $13.3 billion 

out of $17.1 billion, and the 

increase is projected to generate 

approximately $350 million 

in tax revenue annually. 

However, this explanation 

might offer little comfort to 

the numerous trusts held by 

regular New Zealanders who 

personally pay tax at 33% or a 

lower marginal tax rate. 

Data from Inland Revenue 

indicates that there are around 

120,000 trusts with trustee 

income ranging from $1 to 

$180,000. The average trustee 

income for these trusts in 2021 

was $21,000. 

For these trusts, the tax 

increase to 39% could translate 

to an average increase in 

tax payable per trust of $1,260, 

which collectively could 

amount to a significant $151.2 

million extra tax burden, all 

things being equal. This has 

led to calls for a two-tier tax 

rate for trusts, where those 

with income under a certain 

level (such as $180,000) would 

only pay tax at the current 33% 

rate. 

A word of caution 

Trustees that are considering 

what impact this proposed 

change will have on them and 

their beneficiaries would be 

wise not to make any immediate 

decisions regarding 

changes in the distribution 

of income or reorganisation 

of investment structures. Not 

only do we not know the final 

version of any changes, as 

the consultation process may 

impact this, but it is possible 

that the changes might not 

proceed at all as any new Government 

will need to reinstate 

the draft legislation (or not) 

following the election. 

Aside from the impact of 

any tax rate change, before 

making any changes trustees 

should consider their responsibilities 

to the beneficiaries 

of the trust under trust law as 

well as whether any restructuring 

or changes in distribution 

policy could be considered tax 

avoidance. As we saw following 

the increase in the personal 

tax rate in 2021, any change 

in taxpayer behaviour in light 

of tax rate changes is likely to 

attract Inland Revenue attention 

so trustees are advised to 

seek both professional legal 

and tax advice before proceeding 

with material changes. 

ADVERTORIAL 

Business and 

law firm support help 

build legacy through 

the Acorn Foundation 

This year’s distribution from the Acorn 

Foundation sees $3.3M given to the 

Western Bay of Plenty community. 

It is Acorn’s 20th year of supporting local 

charities on behalf of generous donors. If 

you haven’t yet considered the legacy you 

would like to leave locally, Wills Month in 

September is the ideal time to organise your 

wishes. 

Gifts given through the Acorn Foundation 

are invested in perpetuity, generating 

investment returns that are distributed 

annually to community organisations 

working in areas that are closest to donors’ 

hearts. If you choose to set up a legacy 

fund, your donation can be invested 

and grown into a long-term 

source of funding for your local 

community. 

The invaluable support 

from local businesses plays a 

huge role in Acorn’s ability 

to continue its vital role in 

our community. Acorn 

Foundation CEO Lori 

Luke says, “Our 

thanks go out to all of 

the local businesses 

who support us – 

and our community 

– via workplace and 

corporate giving, as 

well as the law firms 

who partner with us for 

Wills Month.” 

During Wills Month 

2023, 16 local law 

offices across the region 

have offered to add a gift to the community 

through Acorn to their clients’ wills for free. 

Participating law firms include 

Abernethy Broatch Law, Anderson Law 

Office, Beach Law Papamoa, Burley Castle 

Hawkins Lawy, Cooney Lees Morgan, 

Fenton McFadden, Harris Tate Lawyers, 

Holland Beckett Law, Kaimai Law – 

Bethlehem, Kaimai Law – Katikati, Keam 

Standen Lawyers, Rejthar Stuart Law, Sharp 

Tudhope Lawyers, The Mount Lawyers, 

Tompkins Wake and Toner Law. 

For more information go to 

www.acornfoundation.org.nz 

Acorn Chair Lesley Jensen and CEO Lori Luke


Up-and-away industrial rents 

Around the world, rising interest 

rates, high inflation and geopolitical 

risks are backdropping 

a more challenging and volatile business 

environment. 

Bayleys’ global real estate partner 

Knight Frank says in its latest The 

State of Logistics: Asia-Pacific Focus 

Report 2023, the logistics sector’s 

strong fundamentals will ensure its 

resilience in the face of these challenges 

despite an easing of “just-incase” 

inventory management strategies 

that emerged during the pandemic, and 

lower online transaction volumes. 

When supply-chains were fractured, 

there was frenetic competition 

for institutional-grade logistics assets 

as larger occupiers acquired more 

space than normal in anticipation of 

more consumer demand for products 

which in turn, drove rental growth to 

record levels. 

Vacancy remains tight and rents 

keep rising 

In the New Zealand context, Bayleys’ 

head of insights, data and consulting, 

Chris Farhi says coming into 2023, 

there was a prevailing sense that the 

pressure might be coming off industrial 

rents and that demand for warehousing 

space could be pegged back, 

but this is yet to transpire. 

“Because of the general slowdown 

in the economy and the fact that by the 

end of last year, commentators were 

widely tipping that New Zealand was 

heading into a technical recession 

given GDP indicators, those at the 

coal-face of the industrial market were 

anticipating rental rates to stabilise,” 

says Farhi. 

“Additionally, we thought that with 

supply chain dynamics settling down, 

and the ‘just-in-case’ inventory stockpiling 

that we’d seen in the market for 

a couple of years likely to tap off, some 

of the pressures on warehousing could 

start to resolve. 

“However, vacancy levels are still 

exceedingly tight with pent-up demand 

for space and this has driven industrial 

rents to unprecedented levels”. 

Farhi says any new supply to the 

market has pushed average rental rates 

up as landlords look to offset escalating 

construction, and financing costs 

and with higher yields putting downwards 

pressure on valuations. 

“The development feasibility 

matrix has been crushed from all 

angles and industrial occupiers looking 

to rent brand new stock could be 

taken aback at the going rate – particularly 

if their existing lease had not 

been reset to the market for some time 

or they were looking to upgrade to 

state-of-the-art premises with optimal 

sustainability and amenity credentials. 

“Developers are more cautious 

in the current environment and are 

carefully weighing potential returns 

against heightened risks.” 

Waitlists for space 

Bayleys’ national director industrial, 

Scott Campbell says benchmark rents 

have been persistently growing for 

industrial stock across most of the 

major centres. 

He says landlords have the advantage 

in the current market and this is 

not likely to change given the unrelenting 

squeeze on space and exacerbated 

by a decrease in the number of industrial 

building consents issued for new 

stock. 

“As long as high inflation exists 

and interest rates keep rising, rents 

will rise, so tenants have to accept 

rental escalation because there’s actually 

very little they can do to stem the 

tide given the main common ground 

between property owners and occupiers 

is one party owns the space, and the 

other party needs space. 

“Bayleys’ tangible point of difference 

in the market is the amount of 

deal flow through our leasing network 

and the fingers we have on the market 

pulse which shows not just how 

The industrial rental ball is 

firmly in the landlords’ court 

as occupiers strategise space 

requirements. 

quickly stock is being absorbed, but 

reveals a line of tenants waiting in the 

wings. 

“We’re looking at how rental rates 

are tracking and monitoring transaction 

times, and frankly the speed 

at which properties are leasing is 

astounding – particularly when compared 

to other sectors like office, for 

example, where despite reasonable 

demand, the timeframes for leasing 

tend to be more drawn-out. 

“We’re talking weeks not months 

for industrial space, with multiple 

viewings, and many agents reporting 

that they are effectively running waitlists 

for space.” 

Campbell says while construction 

costs may have stopped rising at the 

levels seen in the last couple of years, 

they’re still elevated. 

Wage costs are still increasing 

and the cost of debt remains high so 

developers are understandably hesitant 

to progress new projects, despite low 

nationwide vacancy levels. 

“Realistically, land costs would 

have to drop to make the development 

equation stack up for a developer in 

the current climate. 

“Recently completed new-builds 

in the major centres are commanding 

premium rents that are significantly 

higher than existing rents, and occupiers 

may have to start looking for 

space outside of their core area to get 

cost efficiencies from more affordable 

space. 

“We also note a differential in 

rental rates between prime and secondary 

stock of around 10-15 percent, 

and with occupier sentiment placing 

increased emphasis on sustainability 

credentials for operational efficiencies 

and other ESG-driven initiatives like 

staff well-being, landlords are accepting 

that they will have to refurbish secondary-grade 

facilities to mesh with 

occupier strategies.” 

Savvy budgeting required 

Campbell says occupiers that are 

renewing leases are all facing rent 

hikes and must do diligent forward 

budgeting to reflect these escalations 

and establish where the likely new 

lease term range may be as inevitably, 

it will surpass the levels that might be 

forecast through generic budgeting 

analysis. 

“All leases today are being structured 

to factor in rental increases 

whether via annual fixed increases, 

benchmarked to CPI or market or a 

combinations of these rental growth 

mechanisms, with landlords being far 

more astute about market rent reviews 

and with no need for tenant incentives 

given the demand-supply dynamics. 

“For new leases, occupiers should 

expect 3-4 percent annual growth over 

the term of the lease and those seeking 

new premises should have a clear exit 

strategy, brace themselves for competition 

and be prepared to commit 

quickly. 

“While we haven’t seen evidence 

of rental auctions, this has merit for 

landlords as naturally they are looking 

to extract as much rental as they can 

for a property while effectively balancing 

risk through longer lease terms. 

“We did see a ‘best-foot-forward’ 

deadline leasing campaign for a property 

last year and it remains to be seen 

whether supply stresses will see this 

emerge as a market trend.” 

Capacity for rental growth 

remains 

“In some instances, occupiers are 

prepared to lock in a lease for a site 

with scale, then sublease components 

until they grow into the space if their 

lease agreement allows this,” says 

Campbell. 

“Businesses that are anticipating 

growth are proactively building future 

capacity into their hunt for space and 

in that regard, there’s a distinct advantage 

in leasing space from a landlord 

with a broad portfolio given they have 

ability to move occupiers around to 

right-size space.” 

Campbell says while it’s not what 

occupiers want to hear, rents are 

unlikely to drop. “They may plateau 

but we can’t find a good supporting 

reason for rents to go down. 

“However, as the world resets and 

supply chain logistics have more certainty 

around them, some normalcy 

should return to inventory held by 

some businesses so those occupiers 

that no longer need to hold high levels 

of stock may start shedding some 

space which could take some pressure 

off available supply.” 

At Bayleys, we believe relationships are what businesses are built on and how they 

succeed. We understand that to maximise the return on your property you need: 

Professional property management 

A business partner that understands your views and goals 

Contact the Bayleys Tauranga Commercial Property Management team today. 

Bayleys Tauranga 

Commercial Property Management 

07 579 0609 

jan.cooney@bayleystauranga.co.nz 

SUCCESS REALTY LTD, BAYLEYS, LICENSED UNDER THE REA ACT 2008 

ALTOGETHER BETTER 

Residential / Commercial / Rural / Property Services


REVIEW 

GoTo Car Share: 

Go to it! 

By ALAN NEBEN 

There’s more to car sharing 

than you probably 

realise. There is certainly 

a lot more to it than I realised: 

what an eye-opener the 

experience was for me when I 

decided to take up the offer of 

using the GoTo Car Share service 

for the day recently. 

I’m used to landing at an 

airport, showing my license, 

filling in forms, handing over 

my credit card and being told 

to check carefully for damage 

and then wait when hiring a car 

– the GoTo experience had an 

entirely different feel. 

For one thing, the hard 

[easy] work was all done 

on-line the night before and 

although I was dubious about 

the need to download the user 

app, I did so that night. 

Thank goodness I did 

because there were no keys to 

pick up, no forms to sign, no 

fuel tank to check … no stress. 

Just a booking and a start button 

on the app. 

I booked a Tesla online for 

six hours, confident I would 

have all my errands done, 

the vehicle dropped back and 

plugged in on-time by 3pm. 

Although I made a point 

on the day of catching up with 

the company’s founder Steven 

Vincent for a run-over their car 

share offering and operation, 

my next booking simply won’t 

require any human contact 

at all – I’ll book on the app, 

turn-up, unlock via the app and 

drive away. Yup, that easy. 

I’m certainly not anti-social 

(I don’t think), but there’s 

something quite empowering 

about not needing to queue, 

wait for a human, form-fill and 

go through the niceties of a 

chat about the weather and the 

traffic congestion when you’re 

in a hurry. 

GoTo Car Share offers a 

range of electric vehicles to 

choose from – all from the 

app; for those needing a car for 

deliveries around town for the 

day, the Nissan Leaf’s small 

form and low tariff may be just 

the right fit. 

On the other hand, the manager 

visiting from out of town, 

or the consultant you agreed 

to provide with an executive 

vehicle for a couple of days 

may be better suited to the MG 

ZS or the Hyundai IONIQ. 

However, I was going to 

travel a few kilometres and I 

wanted a bit of ‘wow’ factor 

for the day, so I booked a Tesla 

GoTo Car Share offers a range of electric 

vehicles to choose from – all from the app; 

for those needing a car for deliveries around 

town for the day, the Nissan Leaf’s small 

form and low tariff may be just the right fit. 

Model 3 (I have a confession 

to make: this was my first full 

day in a Tesla and deep down I 

found it all quite exciting). 

I jumped in and was pleased 

to immediately see a ‘full 

charge’ on board – just short of 

400km available to me – that 

eliminated any range anxiety, 

though I double-checked and 

there was a fob for rapid charge 

on the run from the public network 

if needed during the day 

– all provided without any fuss 

and bother. 

Like many of you, although 

I have had some good car hire 

experiences over the years, I 

have unfortunately also had 

my share of bad ones: vehicles 

unavailable, an expired-driver’s-license-surprise 

in a foreign 

city, ghost credit card 

charges appearing a month 

after hire, poor customer service, 

long queues, waits for 

car servicing, over-the-top car 

refill and mileage instructions 

and general treatment akin to 

that of a shoplifter in a charity 

store. 

The GoTo Car 

Share model has 

eliminated all 

that negative 

baggage – the 

GoTo experience 

for me 

on 22 August 

was simple 

and enjoyable 

– the pick-up 

base in central 

Tauranga was a perfect 

location for me on 

the day, and the quick orientation 

and car once-over was 

easy. 

I knew from my app what 

the charge for the day was 

going to be – the easy to calculate 

base hourly rate is capped 

for certain time periods, meaning 

no nasty surprises if you 

need to change plans or be 

fluid during the day. 

You also have the flexibility 

of hiring from 30 mins to 

all day, weekends or longer. 

In my case, come 1pm, I 

knew it was going to suit me 

better to keep the car for an 

extra hour 

until 4pm – 

how wonderful 

to be able to 

extend the booking 

from the app there and then 

at a minimal charge with no 

penalties (to be honest I didn’t 

‘need’ the car for an extra 

hour, I simply ‘wanted’ to keep 

driving it). 

I asked Steven Vincent 

about the trend to EVs in the 

car share space: “GoTo Car 

Share is simply following a 

trend overseas for practical, 

convenient, affordable EV car 

sharing right here in the BOP.” 

“We make a point of ensuring 

we have good accessible 

parking and quality charge 

facilities in Tauranga city. 

You’ll never pick up a car here 

that’s not fully charged and 

ready to go.” 

“I think that’s why we’re 

getting such a good uptake 

and regular repeat business, 

whether that’s executives 

looking for a Tesla to take to 

Auckland for an overnight 

trip, or small business using a 

Leaf for a half day to catch-up 

on a deliveries backlog – it’s 

cheaper than buying and maintaining 

a new pool car, it’s 

good for the environment and 

it just makes sense.” 

I have to add one more 

advantage to his list: “ … and 

it’s fun.” 

For more information on 

GoTo Car Share go to 

www.goto.nz 

WAITING FOR GODOT 

– THE NEW ZEALAND EDITION 

FRANCHISING 

> BY NATHAN BONNEY 

Nathan Bonney is a director of Iridium Partners. He can be 

reached at nathan@iridium.net.nz or 0275-393-022 

Opportunities 

in a thriving 

business market 

BUSINESS SALES 

I 

have finally placed my 

finger on the analogy for a 

background-setting or stage 

on which New Zealand’s 

SME owners (including 

franchisees and franchisors) 

have had to act on over the 

past 2-3 years. 

It is Samuel Beckett’s play 

Waiting for Godot. 

If you are not familiar 

with the work, two weary 

characters, Vladimir and 

Estragon find themselves 

aimlessly awaiting the arrival 

of Godot. 

As they await a neverending 

variety of misfortunes 

and misadventures become 

characters, unbelievable 

characters pop up and absurd 

time wasting and pointless 

conversations, exchanges and 

exercises take place. 

If we expand the analogy, 

the part of Godot has been 

played by the Labour 

Government. 

We’ve been told and 

promised that things will 

get better, that Godot is on 

the way. In the meantime, 

nothing sensible happens. 

In the play, in spite of 

continual hoping that he shall 

arrive, and their situation will 

improve, Godot never arrives. 

The central theme is promised 

salvation, to be delivered by 

Godot. 

For business in New Zealand 

the waiting has meant 

enduring misfortunes including 

Covid-19, interest rate 

hikes, recession, labour and 

supply challenges, climatic 

disasters and of course the 

central and continuing theme: 

a government and political 

setting unsympathetic to 

business. 

In one particularly 

pointless scene of Waiting 

for Godot, the two main 

characters play a version of 

the shell game with three 

identical hats, each asking 

the others each time they are 

passed, “which one looks 

better on me?” 

I couldn’t help but think 

watching this recently that 

it looked very much like 

a Hipkin’s government 

ministerial appointment 

process. 

Waiting for Godot is 

often described as a play in 

two parts, in which nothing 

happens, twice. 

It’s uncanny that we’re 

witnessing the second act, in 

a further twist of similarities: 

we have had a new Prime 

Minister and government 

claiming to be different to the 

former, when of course they 

are one and the same. 

But, they ask us to 

continue to Wait for Godot, 

that after six years, they have 

the policies and ability to 

change; they say, “Mr Godot 

has told me to tell you he 

won’t be coming today, he’ll 

be here tomorrow”, so vote 

for us, again. 

But unlike the play and it’s 

characters, whom don’t know 

if they are happy or not, New 

Zealand now understands the 

play and situation in which 

they have been thrust and are 

looking to write the next act 

differently. 

No more Waiting 

for Godot. That we can 

(impatiently) wait and look 

forward to. 

Business owners and 

aspiring entrepreneurs 

will be glad to know 

that New Zealand’s current 

market offers a wealth of 

intriguing opportunities for 

buyers and sellers alike. Here 

are some strong trends and 

valuable insights to enrich 

our collective understanding 

of the prevailing business 

environment. 

One of the most significant 

and relevant trends is the 

recent rise in buyer activity. 

We’re witnessing a steady 

increase in buyer enquiry levels 

month on month, which 

indicates an active and thriving 

business climate. 

As a result, serious buyers 

are becoming more confident 

in their pursuit of entrepreneurial 

goals and are shifting 

their focus from traditional 

real estate investments 

to the acquisition of strong 

businesses. 

> BY STEVE CATLEY 

Steve Catley is a Business Broker at LINK Business Brokers. He can 

be contacted at 021 341 117 and steve.catley@linkbusiness.co.nz 

The present market 

conditions offer a 

prime opportunity 

for sellers to achieve 

better results.” 

Banks are playing a pivotal 

role in supporting these 

aspirations, with favorable 

lending conditions that facilitate 

acquisition, growth and 

expansion. 

Timing is important when 

deciding to sell a business. 

A big mistake that sellers 

could make today is missing 

the window of opportunity 

they’re currently sitting in. 

Too often, sellers unfortunately 

focus solely on the dollar 

and misjudge the timing. 

The present market conditions 

offer a prime opportunity 

for sellers to achieve better 

results due to the heightened 

competition among buyers. 

The time to act is now! 

For buyers, currently on a 

quest for the “perfect” business, 

the reality is it is likely 

to be a fruitless search. 

The perfect business 

doesn’t exist. If you find a 

business that ticks most of 

your boxes, back yourself and 

proceed. 

Successful entrepreneurs 

rarely look back and regret 

the price they paid for a good 

business. 

With escalating levels of 

buyer enquiry, ready availability 

of bank funding, 

increased buyer competition, 

and rising business confidence 

levels, the stage is set 

for both buyers and sellers of 

businesses to achieve excellent 

outcomes in the pursuit 

of their business aspirations.


First goods trains welcomed 

Ruakura Inland Port set to transform freight moves across Upper North Island 

Ruakura Inland Port – a newly 

minted, 9ha customs-controlled 

cargo facility on Hamilton’s 

eastern boundary – welcomed its first 

two goods trains, one each from Tauranga 

and Auckland in August. The 

new $60m facility has been more than 

15 years in development by Tainui 

Group Holdings, the commercial 

entity of Waikato-Tainui, and will be 

operated in a joint-venture with Port 

of Tauranga – for an initial period of 

50 years. 

Senior management representing 

the JV were on hand to mark the first 

train from Tauranga rolling into the 

twin 800m rail sidings just after 7am 

on 3 August. 

Tainui Group Holdings Chief 

Executive Chris Joblin said the milestone 

marked an exciting new opportunity 

for importers and exporters, 

especially in the Waikato and Bay of 

Plenty regions. 

“This is a big step towards reducing 

carbon emissions from the Upper 

North Island supply chain. It gives 

importers and exporters the option 

to move away from the previously 

ubiquitous round-trip, road-based 

journeys, towards more rail-based 

one-way movements for cargoes,” Mr 

Joblin said. 

Recent modelling commissioned 

by the JV from independent supply 

chain experts has confirmed potential 

cost savings of up to 30% for 

cargo owners using rail from Ruakura 

Inland Port – compared to the roundtrip, 

road-served transport model from 

Hamilton to Tauranga and Auckland. 

Initially, two trains a week, each 

capable of carrying around 90 containers 

called at Ruakura Inland Port 

as the inland port underwent final 

commissioning during August. Train 

calls will now be increased to match 

demand. KiwiRail operates more than 

85 train services per week between 

MetroPort Auckland and Tauranga 

which pass through Ruakura. 

This year will also see the opening 

of other large-scale businesses at the 

adjacent Ruakura Superhub. These 

include the 40,000m2 Kmart Distribution 

Centre, and new cold storage 

facilities operated by global player 

Maersk (16,000m2) and Big Chill 

(13,000m2), which will generate 

freight through the inland port. 

Leonard Sampson, Chief Executive 

of Port of Tauranga says partnering 

with TGH to operate the inland 

port has delivered strategic infrastructure 

which will amplify the connectivity 

of the Port’s existing facilities. 

“By combining Port of Tauranga’s 

expertise in developing and operating 

ports, with the deep regional connections 

of TGH, and the scale and 

efficiency of the Ruakura location we 

can deliver more value for our regions 

and customers,” he says. 

Quality Marshalling Ltd (a 100% 

owned subsidiary of Port of Tauranga) 

will manage physical operations 

at the inland port. 

The JV is forecasting to handle 

around 40,000 TEU 1 transferred 

through the Inland Port in the first 

year of operations. 

Peter Reidy, CEO of Kiwi Rail, 

also welcomes the opening of this 

strategic node on the national rail 

network. 

“It is not only an expansion, but a 

better utilisation of our national rail 

network. We believe that rail offers 

resilience against supply chain disruptions, 

and it is good to see increasing 

interest and use. 

Importantly, this project shows an 

increased connectivity of our infrastructure 

to benefit cargo owners and 

consumers across the country to help 

decarbonise land transport in New 

Zealand.” 

Chris Joblin of TGH sees the 

opening as a point of pride for the 

region’s economic infrastructure. “It 

is exciting to see another dot on the 

map for Hamilton. 

This is the type of infrastructure 

to really cement the city’s importance 

in the New Zealand’s economic 

landscape. With Ruakura Inland Port 

operating and the adjacent Waikato 

Expressway, it’s an alignment of 

infrastructure that will deliver great 

value for our country, region and 

Waikato-Tainui,” says Chris Joblin. 

1 TEUs = twenty foot equivalent units, a standard measure 

of shipping containers 

Beware, beware how you compare... 

Capturing the consumer 

dollar can be a challenge 

at the best of 

times. 

At the worst of times, such 

as arguably those New Zealand 

is experiencing at the moment, 

it can be even harder. 

It is not surprising then 

that to maximise their chances 

of capturing the dollar, businesses 

might undertake what 

in legal speak is called comparative 

advertising. 

That is, advertising in which 

either a business states that its 

products (usually) are compatible 

with another brand’s products, 

or a business compares 

its goods (or services) to the 

goods (or services) of one or 

more competitors, highlighting 

the benefits of that business’s 

goods over the competitors’. 

INTELLECTUAL PROPERTY ISSUES 

> BY BEN CAIN 

Ben Cain is a Senior Associate at James & Wells. He can be 

contacted at 07 928 4470 (Tauranga), 07 957 5660 (Hamilton), 

and ben.cain@jamesandwells.com 

The benefits might be 

lower price, greater value, better 

performance or durability, 

for example. 

Done right, comparative 

advertising can be very successful, 

achieving brand switch 

and long-term loyalty. Just ask 

Whittaker’s and potentially 

Pak’nSave (Kiwis will know 

what I mean here …). 

Done wrong, and you can 

infringe registered trade mark 

rights (if you use a competitor’s 

trading name or logo in 

your ad) and/or breach New 

Zealand’s Fair Trading Act 

1986 and Advertising Standards 

Code. 

A well-publicised recent 

example of where a business 

‘got it wrong’ in New Zealand 

involves the kiwi toy company, 

Zuru 1 , and the world famous 

brickmaker, Lego 2 . 

Zuru had used the LEGO 

word mark on packaging for 

its own ‘MAX Build More’ toy 

bricks to advertise they were 

compatible with Lego branded 

bricks. Lego had not consented 

to Zuru’s use and, to cut a long 

legal story short, sued Zuru for 

trade mark infringement, passing 

off and breach of the Fair 

Trading Act. 

Although it failed on its 

passing off and Fair Trading 

Act claims, Lego did succeed 

on its trade mark infringement 

claim on the grounds Zuru 

did not use the LEGO trade 

mark in accordance with honest 

practices in commercial 

matters and its use took unfair 

advantage of the LEGO trade 

mark. 

Further, it was not reasonably 

necessary for Zuru to use 

the LEGO trade mark in such 

a prominent way on the front 

panels of its containers and 

packaging to indicate either a 

characteristic of its products 

or the intended purpose of its 

products. 

Outside the world of toy 

bricks, I am aware of two 

other recent examples where 

competitors have undertaken 

questionable comparative 

advertising. 

Due to client confidentiality, 

I am unable to divulge further 

details. 

It suffices to say however 

that when scrutinised, the 

comparisons – which involved 

comparisons of product features 

– did not stack up: quite 

the opposite, the comparisons 

were fundamentally flawed 

and, should they have been 

tested in a court, would, I venture, 

been found so. 

There are, I perceive, four 

key ‘rules’ when it comes to 

comparative advertising: 

1. If making compatibility 

statements, like Zuru, ask 

yourself (and sense check 

with others) whether using 

your competitor’s name or 

logo is really necessary. A 

good rule of thumb might 

be, ‘If in doubt, leave it 

out’; 

2. If comparing goods or 

services, compare apples 

with apples, not apples 

with pears and, worse still, 

lemons; 

3. If you are questioned, make 

sure you can wholly justify 

the claims you make in 

your advertising; and 

4. If you are in any doubt, seek 

appropriate legal advice. 

Forewarned is forearmed. 

1. Zuru New Zealand Limited and Zuru Toys 

New Zealand Limited, to be precise. 

2. Lego Juris A/S and Lego A/S, to be precise.


Confessions of a low emissions convert 

I 

often talk a big game. “Bike 

lanes are brilliant.” “Buses 

are so convenient.” “EVs – 

yeah, they’re our future.” 

Yet I’ll admit it, ‘I’m a 

fraud’. 

I haven’t caught a bus to a 

weekday meeting in years. I’ve 

never driven an EV, let alone 

bought one. 

Although I ride my bike 

regularly over the summer, I’m 

a fair-weather cyclist and over 

winter I get lazy and drive. 

So, when I found myself 

arguing recently with my 

old-school ‘petrolhead’ mate 

Steve that EVs are better, and 

cleaner, and faster, and quieter, 

and cheaper, and cooler … he 

called me out. 

“What are ‘you’ driving 

then,” he asked? “Or did you 

come here on your e-bike, or 

by bus?” 

I’d driven to meet him in 

my Nissan (internal combustion 

engine – ICE). A good car. 

A great car. But a dirty petrol-engine 

job nonetheless. 

Immediately I was fully 

exposed as an out-and-out 

fraud and no excuse seemed 

plausible. 

The excuses I contemplated 

proffering were all, quite honestly, 

pathetic. 

“I’m too busy to bus.” “I’m 

different from other people – 

my schedule changes often 

and I can’t cope with range 

anxiety.” “You can’t trust the 

weather forecast.” 

Instead, I went silent. 

The challenge 

That evening 

I decided to 

get off my 

lazy arse and 

make an effort 

– I pledged to not 

comment again on alternative 

transport modes until 

I’d actually used them. 

I think we are all irritated 

by the opinionated loudmouth 

who always seems to have 

a negative comment about 

things he or she has never 

experienced. 

OMG, I was that guy, 

though in my defence, my comments 

about things I’ve never 

experienced are generally positive 

(rather than negative); 

deep down there’s a Freudian 

HAVE YOU EVER NOTICED? 

> BY ALAN NEBEN 

Alan Neben is a Mount Maunganui local and experienced New 

Zealand publisher. His columns provide a light-hearted perspective 

on social changes effecting New Zealanders. 

desire 

for acceptance on 

my part. Come the following 

Saturday morning, the 

born-again me emerged. 

Diary of low-emission alt 

transport convert 

Saturday – return bike ride 

Mount Maunganui to the 

Lakes, Tauriko – 21kms each 

way; Sunday – this one was 

a biggie for me – apply online 

for a Bee card (for the uniniti- 

ated, that’s a local bus 

card) and download 

the Transit app; Monday 

– Lime scooter 

to two local meetings, 

though cautiously 

terminating 

each trip well 

out of sight of 

colleagues 

at the final 

destinations: 

I’m 

not stupid, my 

dismounts never look ‘cool’; 

Wednesday – Uber to and 

from business seminar and 

cocktails across town; day – Catch bus from Mount 

Fri- 

Maunganui to Tauranga. Meet 

friends. Drink cocktails. Catch 

bus home; Monday – Attend 

client presentation in Hewlett’s 

Road by Lime Scooter. 

Wearing lightweight shirt 

scooter home late and freeze; 

Tuesday – Catch bus to Tauranga 

and pick up GoTo Car 

Share Tesla for road test. 

SOLD; Wednesday – Bus, 

bike and scooter throughout 

the day. Thursday – Walk to 

meeting. Walk home; Friday – 

Celebrate two weeks car-free. 

Highlights 

• Passing queues of stationary 

traffic while riding a Lime 

Scooter one way, and via a 

bus lane on the way back 

– priceless. 

• Checking my Transit app to 

find out there’s a bus due at 

my front door in three minutes 

– yes! 

• Stepping off the bus in Willow 

St and taking eighteen 

steps into one of my favourite 

tap houses – nice. 

• Not needing to find a park 

there – nicer. 

• Taking a three-minute detour 

on my bike ride home from 

a morning meeting to check 

out the surf – paradise. 

• Riding from Mount Maunganui 

to The Lakes, Tauriko 

and only needing to ride 

on the road for two short 

stretches – awesome. 

Lessons learned 

• I live in a beautiful part of 

the world: a bus ride via 

Pilot Bay on a sunny morning 

is a wonderful way to 

start a business trip. 

• I feel more alive when I get 

fresh air and exercise. 

• It feels good to be doing 

your part to save the planet. 

• EV’s really are cool. Really. 

• Riding a Lime Scooter is 

good for the soul. 

• Sunny weather makes biking 

far more enjoyable. 

• Don’t bike 40kms in a day 

unconditioned and expect 

your rear end not to hurt. 

Questions 

• Why are there not more people 

on the bus? 

• Will petrol stations be 

replaced by charging 

stations soon? When? 

• When will Steve admit that 

EVs are better, and cleaner, 

and faster, and quieter, and 

cheaper, and cooler? 

Verdict 

• My next car will be an EV. 

• I’m still not convinced I’ll 

bike in the rain … but watch 

this space. 

• I will keep using the bus – 

it’s not just for school kids 

and retirees. 

I’m no longer a fraud, and 

I feel all the better for it. Let’s 

talk multi-modal – it’s my 

thing now. 

Impact of election on 

employment market 

HUMAN RESOURCES 

> BY KELLIE HAMLETT 

Talent ID are Recruitment Specialists and can support you through 

your recruitment process. Please feel free to talk to us about this by 

calling 07 349 1081 or emailing kellie@talentid.co.nz 

The political landscape of 

New Zealand can have a 

profound impact on various 

aspects of our society, and 

the employment market is no 

exception. 

The winning party(s) hold 

the power to shape policies 

to help achieve their distinct 

vision for the nation’s 

economic and social future. 

Potential changes to government 

spending, tax reforms, 

infrastructure investments, 

RMA reform, to name just 

a few, are all poised to influence 

the job market and the 

country’s economic conditions 

in multifaceted ways. 

These potential local changes 

coupled with continuing geopolitical 

tensions offshore, the 

emerging impacts of climate 

change, the significant slowdown 

in Chinese demand for 

our products and recessionary 

environments across the world 

certainly add an element of 

volatility and uncertainty to 

our NZ job market. 

However despite this, we 

still consider that New Zealand 

has strong economic credentials, 

an independent Reserve 

Bank and, with low government 

debt, is as well placed as 

any country to weather coming 

challenges; the employment 

market, although likely influenced 

in different ways by the 

election as outlined below, will 

remain, on the whole, strong. 

With regards to the upcoming 

election, it looks like it 

will be a tight race. However 

one thing that is apparent is 

the minor parties are much 

more likely to have a stronger 

influence than in the past, 

whether it’s the Greens and Te 

Pati Māori pulling Labour to 

the left or Act pulling National 

to the right. New Zealand is 

potentially going to experience 

a significant shift in its political 

landscape in the upcoming 

election. 

If we look at the last two 

terms of the Labour-led Government, 

we have seen a 

number of policies impact the 

labour market. These include 

the increase in minimum wages 

through to $22.70 per hour, the 

10-day sick leave entitlement, 

a new Public Holiday and support 

of more than 90,000 New 

Zealanders through free trades 

training and apprenticeships 

with the unemployment rate 

reducing from 4.8%-3.3%. 

The Labour Government 

also introduced the accredited 

work force visa, which has had 

implications for employers 

and the candidate pool, which 

is very much short on skills, to 

an already struggling immigration 

department. 

Let’s look at some of the 

political parties’ policies and 

plans moving forward for the 

2023 election and how these 

may affect the employment 

market. 

Labour – Our current Governing 

party has stated its next 

move is to back businesses to 

grow jobs and wages, continuing 

to offer free apprenticeships 

to fill skill gaps and with 

initiatives like the Regional 

Strategic Partnership Fund 

where they support industries 

to reach their full potential. 

They plan to create more jobs, 

including through investment 

in much-needed infrastructure 

projects. 

National – National have 

a raft of policies on offer, one 

of the key ones is tackling 

inflation. With a five-step plan 

including reducing unnecessary 

costs to employers, business 

and the productive economy 

and reducing bottlenecks 

in the economy, specifically 

the immigration policy mess 

causing New Zealand to lose 

skilled workers and making it 

too hard for businesses to welcome 

desperately needed staff. 

National appears currently 

to have a real shot at being able 

to form a coalition government 

with Act after the election and 

if they do, as they say they will, 

this might lead to increased 

economic activity, potentially 

translating to job creation in 

export-oriented sectors. 

Green Party – With their 

polling numbers increasing 

they could have significant 

influence on Labour if Labour 

wins enough seats. Their policies 

revolve around climate 

and a greener more sustainable 

New Zealand. 

The renewable energy sector 

is likely to benefit from a 

focus on sustainability, leading 

to job growth in roles related 

to clean energy production and 

technology. 

The Green’s climate plan 

will create jobs, and they plan 

to provide training opportunities 

and secure work for people 

moving out of carbon-intensive 

industries. Given this is 

a relatively new industry and 

some of the initiatives they are 

talking about are still in their 

infancy, this will take time. 

It is definitely an industry to 

watch and the employment 

market could experience a 

transformation in skill requirements 

in the long-term as is 

happening across many other 

nations. 

ACT Party – With strong 

polling numbers, ACT looks 

likely to have a major influence 

upon a National-led 

government if that comes to 

fruition. They have a plan to 

cut red tape, grow the health 

workforce, support farmers 

and introduce a tougher sentencing 

stance. This will grow 

roles in these industries, but 

again predominantly relates to 

bringing in international talent. 

Cutting the red tape will likely 

reduce some roles in the public 

service and their desire to 

cut government spending will 

potentially come by way of 

cuts to public service wages, 

which have been on a freeze 

until recently. These are due 

to be aligned with the current 

market. Another of ACT’s 

plans is to rollout toll roads 

across the country to help fix 

NZ’s roading situation which, 

looking at the current state of 

our roads, won’t be a small 

project; looking into civil roles 

for long-term employment 

could be a great career choice! 

Te Pāti Māori – Fiercely 

advocating for the interests 

of whānau, Hapū and Iwi in 

Government they may be in 

position to influence the likely 

winning coalition. The big 

push around gaining equality 

and better wellbeing for 

Maori will continue to see 

new opportunities for Maori 

in the employment market 

and upskilling opportunities 

to move generational families 

out of the welfare system, with 

overall improved outcomes for 

Maori Whanau. 

NZ First – as we all know 

you can never count out NZ 

first and its charismatic leader 

Winston Peters who has a 

habit of being the kingmaker. 

As their slogan says they are 

looking to take NZ back so we 

will have to wait and see what 

that would mean if they are in 

a position to influence a future 

government. 

While elections can inject 

uncertainty into the business 

environment, we continue to 

believe New Zealand’s longterm 

economic fundamentals 

are strong. With both National 

and Labour being largely centrist, 

the democratic process 

and MMP means change can 

be slow. While there may be 

some short-term uncertainty 

and cautious hiring practices 

could prevail, it will not be 

long until the business community 

gains confidence in the 

stability of new policies. 

With the election set for 

October, this may well bring a 

period of transition and potential 

growth in the employment 

market. While short-term 

effects may be seen in government-driven 

job creation and 

sector-specific adjustments, 

long-term impacts are likely 

to revolve around skills development, 

wage dynamics, and 

the nation’s global economic 

positioning. 

The coming years will 

determine how successfully 

the policies translate into real 

opportunities for New Zealand’s 

workforce, while navigating 

challenges brought 

about by global economic 

shifts and evolving societal 

expectations.

September 2023 - Bay of Plenty Business News

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