Horse racing in the Waikato is a $505 million industry employing more than 6200 people and it is about to undergo radical change, reports senior writer Mary Anne Gill.
When Andrew ‘Butch’ Castles says Waikato Thoroughbred Racing’s property hunt is the biggest search for racecourse land in more than a century, he’s not exaggerating.
Within eight to 12 years – all going to plan – 145ha of prime Waikato land in Hamilton, Cambridge and Te Awamutu will be sold for residential and commercial development.
In their place, the super club - born out of a merger between Te Rapa, Cambridge and Waipā racing clubs two years ago - will have a new greenfields’ site somewhere in the Waikato.
“It will certainly be industry shaping and defining for generations to come.
“Whatever decision we make will have a massive impact on future generations that look to pursue a recreational interest or a professional interest in racing in the area,” says Castles.
Waikato Thoroughbred Racing’s chief executive knows he has a big job ahead of him but having passed the first hurdle – a vote by members last year to investigate a single fit-forpurpose site for racing and training in the Waikato – he has the bit between his teeth.
“We want to flush out some property that hasn’t been
considered (for racing),” he says.
Hamilton rural specialist
Peter Kelly has the task of finding between 125-200ha in a triangle starting north of Hamilton, down to Te Awamutu and across to Cambridge.
“There are some pieces of land that tick a number of boxes that are not quite in that area, but close to it,” says Castles.
“It’s really a matter of making sure that horses, people, race day guests and everyone have the best way possible of getting there.
“You wouldn’t want to be down a long narrow road, but it doesn’t necessarily have to be off the Waikato Expressway. Transport links are important but there are a number of other criteria.
“I’m not sure we will find everything that ticks every box, but it will be weighted, we’ll look for the best one that ticks the most boxes and fits the most criteria.”
Tenders will be considered next month and the final proposal back to members for a special meeting in September.
If approved, then the clock starts ticking.
On the market will go 34ha in Te Awamutu where Waipā Racing Club used to race but is now a training facility used by 120 horses on
a regular basis. Its underlying residential zone makes it prime for housing.
It would be the first to go given courses at Cambridge and Te Rapa would still be needed for racing.
The 61ha in Cambridge is already subject to what Castles calls “urban creep” – housing developments are eating into land and roads where once horses were king, but which now compete with speeding cars down Racecourse Road.
Cambridge is the Southern Hemisphere’s largest thoroughbred training centre with 1200 horses regularly at work on the synthetic track –opened in 2021 – and 60-70 licence holders.
Any new facility would have to cater for them. Castles says 150-200ha would have trainer allotments as part of the development.
Very few horses train at Te Rapa and its 50ha – down from the original 160ha purchased in the 1920scomprises 6.5ha of mixed use residential and the rest major facilities.
The venue holds 20 race days a year, its track is one of the best in the country and the international grandstand has hosted patrons who watch the country’s best thoroughbreds.
Waikato Thoroughbred Racing chief executive Andrew Castles at Te Rapa Raceway in Hamilton.
Racing is all year long at Cambridge’s synthetic track.
Photos: Mary Anne Gill
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How to become a better person
Te Wānanga o Aotearoa chief executive Evie O’Brien tells senior writer Chris Gardner why learning Māori makes non-Māori better people.
Evie O’Brien has spent the last six years, among other things, focussed on addressing systematic causes of inequity and hosted former US president Bill Clinton.
He was an “extraordinary speaker” she says on the eve of a pōwhiri held in Te Awamutu last month to welcome her back to Te Wānanga o Aotearoa - New Zealand’s largest provider of Māori language and cultural programmes.
O’Brien was acting kaihautū (leader) for National Delivery when she left the wānanga and spent six years at the Atlantic Institute: Rhodes Trust at Oxford University in England as executive director.
Clinton won a Rhodes scholarship in the late 1960s and attended Oxford for two years, hence the opportunity for the two to catch up.
“As New Zealand’s largest provider of Māori language and culture programmes to all New Zealanders, Te Wānanga is playing a pivotal role in the reclamation of the language and the necessary skill and character development that all people need,” O’Brien told The News.
“When you can speak your own language and have a deep understanding of tikanga, it provides the basis for whānau transformation that has significant impacts beyond the individual.
“For non-Māori, the ability to speak Māori and understand the culture is not only about knowledge and skill development but something happens to the heart. To put it bluntly, you just become a better person, a better parent, a better leader, a better New Zealander.”
It is no surprise, then, that O’Brien’s role is as much about the community Te Wānanga serves as it is about the organisation she heads.
“It is a complex eco-system rather than an ego-system,” she says.
As one of New Zealand’s largest tertiary education providers with 23,000 students across approximately 60 campuses through a distributed model, Te Wānanga makes a significant contribution to the Māori and wider New Zealand economies.
“Te Wānanga contributes to the economy by lifting the qualification and skill levels of students, many of whom have been failed by New Zealand’s compulsory mainstream schooling system,” O’Brien says.
“This is one of the most important levers in New Zealand’s economic success and future. The median age of Māori is 27.2 compared
to 43.2 for Pākehā New Zealanders. This is overlaid by the Māori population growing. Continuing to lift qualification levels anchored in mātauranga Māori is an exciting opportunity.”
O’Brien’s whakapapa is Ngāti Awa, Ngāti Pikiao, Ngāti Ranginui and Ngāti Maniapoto. Her time in Oxford, one of the world’s greatest centres of learning, has helped her appreciate New Zealand’s place in the world,
“Internationally Māori culture and language without doubt, is our magic point of difference; whether it is the way that whānaungatanga works in business relationships or kaitiakitanga and our ability to trace the provenance of our wine that is produced.”
Te Wānanga o Aotearoa’s strengths are it superb staff, outstanding programmes and a unique pedagogical approach.
“It is an organisation that centres tauira (students) and ensures that quality assurance processes are embedded across all that it does.”
Te Wānanga might, for example, take a lead on extended reality technologies such as augmented or virtual reality while safeguarding the importance of physical proximity in teaching and learning, she says.
“This way we go on the front foot - as we have successfully done before - rather than
being passive recipients of new and emerging technologies.”
Focus on compliance can sometimes slow down organisational innovation and agility as well as the capacity and capability to respond to emerging needs and changing national and international context, she says.
“I am curious about how we can innovate with speed, quality to meet these needs while always keeping a line of sight on core business quality and success.”
The opportunities for all three New Zealand wānanga – Aotearoa, Raukawa and Awanuiārangi - were endless.
“But there are threats including funding and resource constraints. The political environment is also a threat. This is always the case regardless of who is in power.”
The National-led Government’s announcement of the disillusionment of Te Pūkenga – New Zealand Institute of Skills and Technology less than three years after it was established by the previous government is a case in point.
O’Brien says there is a commitment to work with all stakeholders.
The challenge was having the foresight and long-term approach to delivering on the vision to ensure whānau transformation through education.
“Nothing is lost and everything is gained.”
Te Wananga o Aotearoa kaiwhakatere chief executive Evie O’Brien hosted US President Bill Clinton while she was executive director of the University of Oxford based Atlantic Institute: Rhodes Trust.
Cancer donation
Waikato/Bay of Plenty Cancer Society took possession of the country’s first electric people mover last month which Fairview Motors dealer principal Andrew Collett presented to chief executive Helen Carter at the Cancer Lodge in Hamilton. The shuttle, used between the lodge and Waikato Hospital’s Oncology entrance several times a day, is named Carol after a former Cancer Lodge guest and is made possible thanks to an anonymous donation and support from Fairview Motors.
Project launched
Auahatanga ki te Kāinga, a Wel Energy Trust project led by Creative Waikato in partnership with Community Waikato, will provide whānau and communities in Kāinga Ora social housing areas in Hamilton’s Glenview, Melville, Fairfield and Enderley with inspiring and impactful creative experiences. The project, launched last month, will include two public exhibitions, one for International Art Day in April and Matariki Weekend in June.
High rating
Pinnacle Midlands Health Network has been acknowledged with the highest rating in a Te Whatu Ora Health New Zealand cultural audit for its “alignment with Te Tiriti o Waitangi principles and commitment to improving Māori health outcomes”. The five-week audit, conducted before Christmas, looked at Pinnacle’s service delivery and how well it meets its obligations to provide culturally safe and equitable care for Māori.
Website content
Waikato Business News, which publishes monthly at the beginning of the month, has a website which is regularly updated throughout the month with agri, regional and business news, media releases and our popular Out and About photo feature. Check out wbn.co.nz
Members get the credit
New Zealand’s first credit union founded out of a parish in Hamilton for Catholic families, is holding its own 70 years later, reports senior writer Mary Anne Gill.
When Simon Scott joined the board at First Credit Union in Hamilton 19 years ago, there were 45 credit unions in New Zealand.
Now there are three.
Yet there are still people who wander into the Collingwood Street head office and call it the St Mary’s Credit Union 32 years after it changed its name to Credit Union Hamilton and then in 2007 to First Credit Union.
A lot has changed since it was founded in 1955 but the credit union’s reason for being has not – it is still owned by its members, offers low cost loans and top rates on savings.
And that’s something Scott – now the credit union’s chief executive and director – says is its significant difference to the trading banks.
“We are the original peer-to-peer lender. We’ve never lost sight of the fact that what we’re here for is good deposit and good lending rates, especially personal loans and we don’t charge loan fees.”
Its name aptly describes what it is – New Zealand’s first credit union.
It was St Mary’s parishioner Tom Mitchell who, according to Gordon McLaughlan’s history of credit unions in New Zealand, was responsible for its creation.
“Catholic with a developed sense of community and like many of his generation, suspicious and resentful of what he regarded as a concentration of financial power in the hands of too few people,” is how McLaughlan described him.
Mitchell was inspired by American Jesuit priest Marion Ganey who founded credit unions in the US, Central America, Fiji, Tonga and Samoa and the credit union, set up for St Mary’s parishioners, was born.
The difference between banks and credit unions is how they operate. Banks are for-profit, aiming to maximise profits for its shareholders.
Credit unions are not-for-profit,
distributing all profit back to its members through better rates and low fees.
Each member, regardless of how much money they have in the credit union, is entitled to a vote on how the credit union is run. At banks, it is the shareholders who do that.
Scott, 56, became CEO in 2017 after a lengthy career in employment law and 11 years on the board, all bar three as chair.
He is the youngest of eight children born to Cyril and Faye Scott who had a pharmacy in Dinsdale and went to school at St Columba’s in Frankton, Marist Brothers Intermediate in Hamilton East and St John’s College.
After qualifying with a law degree from Waikato University, Scott in 1999 started his own firm – now Bogers Scott Shortland – and stayed there until the credit union board asked him if he would consider becoming chief executive.
His wife Leanna wondered how he would cope.
“Oh my God, you’ll never survive being told what to do by a board,” she said, but he has and thrives on it.
“We’ve got a really good board and I’m loving it.”
The father of three has been busy in that time. First Credit Union has - according to its June 2024 annual return - 60,788 members, 5300 brought in from others it merged with, $412 million worth of members’ shares and assets of about $500 million.
“We’re big for a credit union and tiny for a trading bank,” he says.
Always traditionally strong in the Waikato and Bay of Plenty, in recent times they have picked up other credit unions in Auckland and now have a strong footprint in Penrose where it took over the Fisher and Paykel Credit Union and at the Glenbrook Steel Mill after acquiring Steelsands Credit Union.
First Credit Union recently opened a branch in Pukekohe and in the last two years has diversified
into social housing, funding 63 developments mostly in Hamilton, worth nearly $30 million.
One of the cornerstones to the credit union’s success has been its involvement firstly in St Mary’s Parish and then throughout Hamilton and primary schools.
But school banking ended last year, a victim of the times.
“Banking cash and all that sort of stuff just wasn’t working anymore because parents don’t have cash to give children,” says Scott.
They are working on a technological equivalent and looking to expand.
“New Zealand is a bit of an outlier to the rest of the world in that we never had really, really strong industrial credit unions like firefighters credit unions which are really strong.”
Also notably missing are teachers’ credit unions – again strong globally and one of the biggest in Australia – but never took off here primarily because of the Public Service Investment Society (PSIS).
It was set up in 1928 and is now the Co-operative Bank.
First Credit Union is not immune to banking scams but is next cab off the rank with the new confirmation of payee technology which will protect customers from payment mistakes and scams.
Growth is on the agenda although unlike banks it can only get its capital from retained earnings,
which means more members.
So how with that scenario does the credit union manage to outdo the trading banks with low personal lending and high deposit rates? It does not do business banking.
“It’s all going back to that member benefit. What’s the point in being a member of the golf club if you turn up at the bar and you get charged twice as much for a drink than down the road at a pub. There’s got to be benefits of belonging.
“We are able to take more of a chance on some borrowers and we’ve helped people into first homes that have been turned down by the banks and I can’t remember the last time, on that basis, we were let down.”
Scott says it is because of the relationship between the credit union and members who are borrowing to buy cars, for holidays, pay for funerals or on tertiary fees.
There were “green shoots” at the end of last year which suggests a lift in confidence and he’s expecting mortgage rates will continue to drop.
With that sort of confidence, the economy will bounce back, he says, but with a rider.
“The government’s got to get a handle on costs. Try and get the spending down. Get inflation, right, right, right down. Get the interest rates down so businesses say ‘we will borrow some money and try and do something’.”
First Credit Union chief executive Simon Scott.
There’s more cars in our Awa than on our bridges —
There shouldn’t be any.
That’s why we’re proud to support Deep Dive Division as they go Beyond the Surface to remove the hundreds of cars, motorcycles, scooters and shopping trolleys that are clogging up our precious Awa.
Bit between his teeth
There are detractors to the greenfields’ plan who have yet to show their hands.
“This is bigger than just Waikato thoroughbred racing, this is an industry decision,” says Castles.
“Financially it will be too big for us to deal with on our own so we will need support from all sorts of industry bodies. The ideal would be that we go ahead with the support of the whole industry.”
But first …… find the right piece of land.
“That’s why we’re doing it in this fashion. It’s all very well to have flash drawings, vision and ideas but there’s no point in finding the right piece of land and finding out it can’t be consented to race on.”
• What do you think? Email editor@goodlocal.nz
Before…and after
By Viv Posselt
A newly-completed installation in the Sculpture Park at Waitakaruru Arboretum in Tauwhare has quite literally turned chaos into art.
The Portal Project was masterminded and built by award-winning Kiwi artist Marcus Tatton, with the help of his partner Sharlene Broughton.
Already familiar with the Sculpture Park, it was after Tatton heard that around 100 trees were blown down or snapped in the park’s Conifer Canyon during the February 2023 Cyclone Gabrielle event that he came up with a solution – one borrowed from similar installations he has done in parts of Europe and Australia.
He suggested to Sculpture Park founders and owners John and Dorothy Wakeling that he turn the remnants of the felled trees into a stacked-firewood Portal Project that would serve as an environmentally-friendly interface between the before and after of the cyclone.
“A portal is to do with the transition from one state to another … I am often motivated by that theme. After all,” said Tatton, “sculpture is really about transition.”
The Wakefields were delighted. The Art-in-Nature
Arboretum Trust that runs the park does so with a keen eye on protecting the environment, and they saw Tatton’s proposal as being a good fit.
Taumarunui-born Tatton has been living in Tasmania for the past 38 years. He and Broughton came home to New Zealand just before starting on the installation. They had already dealt with regulatory requirements around the
planning applications and engineering processes that would secure the installation in the landscape, and soon set to work.
Once the steel frame was in place, with a swing gate to ensure park staff had road access when needed, the arduous task of splitting the timber – a first cousin to macrocarpa (Cupressus lusitanica) – was started. Tatton reckoned on using
about 28 cubic metres to complete the job, and in laying it carefully in place, the pair made sure the frame would be hidden and the portal would appear to hold itself aloft between the cliff face and the bank of trees.
Lauded as a public space sculptor, Tatton has won numerous awards and has pieces around the world. In 2011, he installed a firewood sculpture on Waiheke Island, calling it Sculpture on the Gulf and winning a Westpac Merit award. His works in Australia include those crafted from natural and industrial waste material, to cast concrete and fabricated steel projects.
Almost as soon as the cyclone did the damage, John Wakefield started replanting the trees – he’s done around 50 so far. Even as the work continues, the 17.5ha park the Wakefields carved out of a derelict quarry and turned into a botanical haven holding more than 20,000 trees and over 100 New Zealand sculptures and artworks, continues to host groups for both education and pleasure.
The completion of Tatton’s installation is a timely addition to the Treasures in the Landscape exhibition (sculptures from The Arts House Trust collection), running at the park until May 4.
Future-Focused, Energy Efficient
Lifestyle Perks
Community
Waipā Racing Club track in Te Awamutu.
Te Rapa racecourse, Hamilton.
The finished project at Waitakaruru. Photo: Supplied.
WFH – Benefits & Downsides for Businesses and Office Workers
Working from home (WFH) has become part of the job for many New Zealand office workers, but how is this affecting businesses ?
Last week you would have seen “Project Momentum” with Beca moving 1,400 staff to Wynyard Quayside, flexible desk model. Only 900 desks are provided for 1,400 staff, as they believe only about 800 to 900 people would be in the office on a particularly busy day.
Statistics from 2019 estimated that less than three percent worked from home.
What have we learned and what can we actually take from Work From Home?
• Working from home allows organisations to hire from a wider pool of talent, although challenges remain around checking in on people regularly, making sure people feel connected and maintaining a strong social connection.
• It’s very much a trust model, where staff have control over their schedules and when they do their work, but often with limited oversight from managers.
• In terms of productivity, its hard to be certain, as New Zealand tends to self-report they are more productive, but that’s a little bit questionable when you’re using self-reported measures.
• Learning, particularly for younger and newer staff members can be more challenging. Considerable learning happens almost by osmosis in informal ways, around the water cooler, over lunch or morning tea, overhearing conversations or by grabbing someone’s attention at a moment’s notice.
• If a workplace has a lot of people who are remote, it can be harder for young people or those starting out, to build connections and learn from the senior staff. NZIER said younger workers expressed concern that they might miss out on networking or professional connections, which could have a longer-term impact on their careers.
• Workplace flexibility is a “doubleedged sword’, blurring the boundaries between work and home life. Maintaining work-life separation can be critical for our wellbeing.
Updated guidance for the public service will make it clear that working from home is not an entitlement and must be agreed and monitored, setting an important precedent for the corporate sector. Wellington, home to many government departments, has been notably
impacted by the shift to work from home, as fewer workers in the office equates to reduced demand for cafes, restaurants, and other services that thrive on the bustle of urban life. While the new government has been very clear on its expectations, I am not sure Local Government has been as clear, with some seemingly only requiring staff to be in 2-3 days a week.
Bad for Central Business Districts
It has been reported that some CBD’s are suffering because fewer people are travelling into the office. This appears particularly so where long commutes are involved, predominantly in the likes of Auckland and Wellington.
Marisa Bidois, chief executive at the Restaurant Association, said there had been a dramatic reduction in foot traffic and revenue since the introduction of flexible working arrangements.
“If we want to see vibrant and thriving city centres, we need to see a balance of more workers back into CBDs, where their presence supports the recovery and growth of local businesses that have been hard-hit by decreased office occupancy.”
Working from home will likely be part of life into the future. Businesses need to educate and create an environment and culture where workers want to be in the office, as an individual’s participation benefits many aspects of a workplace and wider CBD. Flexibility will remain, but there appears to be direction from the majority of SME’s I have talked to, and also increasingly within corporate organisations, that their recruitment focus is on having people in the office. The benefits to the workplace and individual they say, are very clear.
Working from home and hybrid working will be a better fit for some organisations and industries, and some people, than others. Recently I was talking to a large professional services organisation who had been recruiting for a new receptionist - one candidate asked whether it could be a work from home role……
Mike Neale, Managing Director, NAI Harcourts Hamilton
Events provide benefits
By NICOLA GREENWELL
Over the years, Waikato has firmly established itself as a premier destination for events, from major sporting contests and captivating festivals to notable business conferences.
These gatherings bring vibrancy, enhance regional pride, and enrich our community; they also provide significant economic benefits for local businesses.
2025 is shaping up to be an exceptional year for events in Kirikiriroa and wider Waikato.
The roar of the crowd at cricket tests and one-day-international games, the electrifying atmosphere of a Warriors game, and the anticipation surrounding an All Blacks test match will undoubtedly draw visitors to our region.
The opening of the Waikato Regional Theatre, in collaboration with Live Nation, promises to elevate our cultural offerings, attracting both local audiences and international performers.
Exciting additions like Freestyle Kings and the Boat, Fishing & Dive Expo will further enhance our diverse offerings.
These events, along with annual favourites such as Balloons Over Waikato, Waka Ama, Hamilton Arts Festival, Meatstock, Sika Show and Fieldays, not only bring our communities together but also significantly boost our local economy.
The excitement of these events is undeniable, their impact extends far beyond the immediate experience.
Conference delegates, who often travel from further afield, are high-value visitors who spend more than leisure travellers.
Delegates enrich our local economy by frequenting local restaurants, exploring our attractions, and supporting our retail sector. This increased spending is crucial for the continued success of our hospitality industry,
PHILANTHROPY
which has faced recent challenges. Quite often, if delegates receive a positive experience, they return with their family or friends for leisure or consider relocating to our vibrant community. Beyond the economic benefits, events leave lasting impressions on communities. They provide platforms for participation, skills development, and volunteering while fostering cultural and environmental awareness. From grassroots initiatives to large-scale international events, these gatherings unite people and create lasting memories.
With award-winning venues like Claudelands, Mystery Creek, Don Rowlands Centre and Hampton Downs, along with the world-leading University of Waikato, we are well-equipped to attract international conventions and prestigious events.
Of course, great events don’t rely on luck; they are carefully researched, curated and planned.
For events to be successful, fully benefit our community and provide economic growth, we need to ensure timing of each event is well considered.
Does this event work in this timeframe or will there be conflicting infrastructure needs? If this event is held the same time as another, is there potential to sabotage each other’s audience?
A strong competitive analysis is critical.
Getting this wrong has the potential damage not only the reputation of the event, but also the host town/region. The good news is, we are here to assist.
Let’s continue to celebrate and support the events that make our region so unique. Together, we can ensure the Mighty Waikato remains a vibrant hub for culture, business, and community connections.
• Nicola Greenwell is general manager of Hamilton and Waikato Tourism.
Ambassador comes on board
B y DAVID CHRISTIANSEN
Happy New Year everyone, I hope you had a relaxing Christmas break and are looking forward to a great 2025. We certainly are here at Momentum Waikato, with a new face having joined us last month.
Debbie Stevens is now our relationship manager, a new position that is our ‘ambassador’ to professional networks and the wider community.
Many of you will know Debbie as a real stalwart of the local education and media scenes, not least from her previous communications and marketing roles at The University of Waikato and Waikato Diocesan School for Girls.
Debbie’s mahi here is primarily about liaising and working with local professional advisors – Waikato’s lawyers, accountants and investment consultants. Pointing them to the importance of effective charitable giving, she introduces the opportunities Momentum offers for ensuring generosity delivers a positive ongoing impact and then facilitates any resulting discussions with referred clients.
What she tells advisors is that when they are talking to their clients about writing or updating their will, they can suggest adding a charitable bequest to it, and that the community foundation model of ‘smart giving’, via a philanthropic investment fund that grants out its income, can turn such a ‘gift in will’ into a perpetual and meaningful legacy.
It is often presumed that such a discussion about what happens to your money after you die will be a bit dark and uncomfortable, like one of those cliched old cowboy movies where eerie music plays while buzzards circle the lost and injured stranded in the desert!
In fact, a conversation with a knowledgeable advisor about what you really care about, and what legacy you might want to leave behind, can be an affirming and uplifting experience.
It is important to have discussions about your will with your family and your advisors early, so both understand your thoughts and wishes. Wills are something many tend to put off writing or update too infrequently. At either point, once you have provided for your family, you can also consider what you want to bequeath to the causes important to you, or to the community where you’ve made your life and success.
I must say, you don’t have to wait to die to take advantage of our endowment model. ‘Living giving’ now via your own charitablegranting fund has the advantage of you seeing the result of your generosity while you’re still alive!
We’ve enjoyed welcoming Debbie aboard our mission to grow the region’s culture of generosity, and to build ‘A better Waikato for everyone, forever’.
• David Christiansen is Executive Officer at Momentum Waikato.
Dairy industry stalwart dies
Orchestra tour
Rodney Stirling
Taupō-based dairy company Miraka has joined others in the industry mourning the death last month of Colin Jones, one of the country’s most respected dairy industry leaders.
Jones died at his home on January 1, age 75. His funeral service was held in Auckland on January 10. He is credited with building crucial international relationships for the New Zealand dairy industry in the 50 plus years he was involved with it.
His success in shaping the country as a global leader in terms of dairy exports saw him named an Order of the New Zealand Order of Merit (ONZM) in 2023 for services to the dairy industry.
products in new markets.
“Colin made a significant contribution to the development of global diary trade relationships and opportunities for Aotearoa New Zealand,” he said.
“He has been a driving force, laying an enduring foundation for future development and opportunities for our dairy trading nation. Colin’s knowledge of the international dairy marketplace was simply outstanding.”
The New Zealand Symphony Orchestra’s Timeless Beauty: Handel & Telemann production will be held in Hamilton next month at the Gallagher Concert Chamber in Waikato University’s Performing Arts Centre. Timeless Beauty will treat the audience to two works by Handel - Overture and Symphonia from Occasional Oratorio and Alcina Suite from his opera and Telemann’s Concerto for Three Trumpets and Timpani.
Southgate out
In 2007, Jones founded Global Dairy network, an international dairy sales and marketing enterprise aimed at linking dairy product manufacturers with users of processed milk products.
Consistent, Reliable, Professional & Considerate
Miraka chief executive Karl Gradon said Jones was widely acknowledged as one of the first people in New Zealand to explore and promote the sale of NZ dairy
is
Hamilton mayor Paula Southgate will leave politics in October, saying it’s time to make room for younger, emerging leaders. Southgate was elected mayor in 2019 and was the Waikato’s only sitting mayor to be re-elected in 2022. After 24 years in local government, including six as Hamilton mayor and three years leading the Waikato Regional Council, she wants a better work-life balance.
Business awards
Three years later, in 2010, he supported the establishment of Miraka by becoming a founding shareholder and a trading partner.
Waipā’s business awards will have a 1920s theme when the gala dinner is held in May. Waipā Networks is sponsoring the event for the 30th year and Customer and Community general manager Anna Watson says the company is looking forward to celebrating local business achievements with the Cambridge and Te Awamutu chambers of commerce, business community and leaders.
Our team is Consistent, Reliable, Professional & Considerate EXPERT
Rodney
Rodney Stirling EXPERT
Rodney Stirling
Rodney Stirling
Dairy industry leader Colin Jones, ONZM, died last month. Photo: Global Dairy Network
Tackling issues together
By PAMELA STOREY
As a leader in our region, I’ve seen firsthand how collaborative leadership can be a game-changer for the Waikato’s growth and prosperity.
Let me share with you why I’m passionate about this approach and how it’s making a real difference for our region and beyond.
In today’s world, the challenges we face can’t be solved by working in isolation. Solutions have to reach beyond geographic and political boundaries.
Our work through initiatives such as the Mayoral Forum, the Upper North Island Strategic Alliance (UNISA), and the regional sector group, which brings together regional and unitary councils from around the country, highlights the value of working together to achieve shared goals.
Take the Mayoral Forum, which is driving real change. When I sit down with mayors from across our region, I see firsthand how open dialogue and consensus-building can lead to significant progress. We’re tackling issues like housing, transport, and economic development head-on because we’re aligned in our vision for the Waikato.
UNISA illustrates the power of regional cooperation. By partnering with Auckland, Bay of Plenty, and Northland, we’re addressing issues that are larger than any individual council, from freight efficiency to environmental stewardship. And when we speak with one voice in Wellington, people listen. We’re making sure the government understands how crucial the Upper North Island is to New Zealand’s success.
I’m particularly excited about Waikato Waters Done Well. It’s a great example of how collaboration can lead to innovation. By
working together, we’re setting new standards for sustainable water practices that will benefit our region for generations to come.
And let’s not forget about the regional deals on the horizon. These are an opportunity to align our investments with our priorities. But here’s the thing: their success depends on us presenting a unified front and a shared vision. That’s where our collaborative approach really shines.
I was thrilled last year when our Future Proof Implementation Committee met with Bay of Plenty’s SmartGrowth team. These kinds of connections help us manage growth more effectively across our regions.
Collaboration isn’t a nice-to-have. It’s essential. And it helps when we foster an abundance mindset over a scarcity mindset. We have to leave behind the ‘if I win, you lose’ school of thought.
When I see leaders from different sectors and regions coming together, I know we’re on the right track. It creates an environment where businesses can thrive, where we can keep up with infrastructure needs, where housing is affordable, and where we’re taking care of our environment.
Prioritising collaboration means we’re not just shaping the Waikato’s future, we’re setting an example for regional leadership in New Zealand and beyond.
As a region poised for transformative growth, the key to unlocking our potential lies in collaborative leadership. By working together, we will create a brighter, more prosperous future for everyone in our region. Now that’s a goal worth striving for!
• Pamela Storey is Waikato Regional Council chair and these are her personal views.
Selepa is pure gold
By T JAY ASIATA
As Waikato positions itself for a future shaped by innovative and culturally grounded leadership, one individual is paving the way: Selepa Sasalu.
Born and raised in the heart of Waikato, Selepa embodies a unique blend of tradition and forward-thinking, deeply rooted in her Samoan heritage, with ties to Nuusuatia, Faleasiu, and Lufilufi.
Selepa is the founder and director of Esther BMC, a business dedicated to leadership and design thinking.
Through Esther BMC, she is cultivating a new wave of leaders who are not just strategic but also empathetic and culturally attuned.
Her work goes beyond the boardroom, empowering individuals to approach challenges with creativity, resilience, and a mindset that prioritises community impact.
But Selepa’s leadership extends far beyond her role at Esther BMC.
As deputy principal at Ngā Taiātea Wharekura, she is at the forefront of shaping young minds.
Her fluency in Te Reo Māori and her commitment to embedding traditional Māori values into modern education are transforming the way leadership is taught and understood.
She’s not just teaching lessons; she’s creating leaders who are proud of their heritage and prepared to make a difference.
Selepa’s influence reaches even further as a pastor at Reach Church in Te Awamutu. Her faith-driven leadership inspires many, offering hope and guidance to her
congregation. Yet, her ability to connect with people doesn’t stop at the pulpit.
On the odd evening, you’ll find her as a high-energy presence at FMFC CrossFit in Te Rapa, where she combines fitness with fun, occasionally channelling her inner hip-hop artist to keep the workouts lively. Her ability to juggle multiple roles with authenticity and purpose is nothing short of remarkable. Selepa credits much of her energy and determination to her husband, Fetu, and their three children.
They are her grounding force, her daily inspiration, and the “why” behind everything she does.
Together, they are a testament to the strength and unity that drive her success.
Selepa’s journey is a beacon for Māori and Pasifika women, demonstrating that leadership isn’t confined to one arena. She is a trailblazer, redefining what it means to lead by raising the bar for inclusivity, cultural pride, and innovation.
For the Waikato region, Selepa Sasalu is more than a leader; she’s a visionary shaping the future.
Her commitment to serving others and breaking boundaries leaves an indelible mark.
Selepa represents the future of leadership in Waikato: culturally grounded, purposedriven, and fearless in her pursuit of meaningful change.
If you know Selepa, you already know –she’s pure gold.
• Apulu Alo Aliitaeao (Tjay) Asiata is the CEO of LM4 Group.
WAIKATO AUTOMOTIVE DIRECTORY
Regularly checking your vehicle’s fluids is essential for maintaining optimal performance and preventing mechanical problems. Engine oil lubricates the engine and prevents overheating. It should be checked monthly and always before long trips. When the engine is cold, use the dipstick to check oil levels and top up if needed. Typically, oil should be changed every 5,000–10,000 km, depending on the vehicle, whether it’s petrol or diesel, and the oil type.
Coolant, also known as antifreeze, regulates engine temperature, preventing overheating in summer and freezing in winter. Check the coolant level at least once every three months or before any long trips. The system should be flushed and refilled as recommended by your vehicle manufacturer, usually every two to five years – more often if you intend towing a heavy weight.
Transmission fluid keeps your gears shifting smoothly. For automatic transmissions, check the level monthly or as part of routine servicing. Low or dirty transmission fluid can lead to shifting problems. Change it every 50,000–100,000 km, depending on the car model.
Brake fluid is essential for effective braking. Check the fluid level during each oil change or service. Low levels or discoloured fluid can indicate leaks or contamination. Brake fluid should be replaced every two years.
Power steering fluid allows easy steering control. Check it every few months or during routine servicing. If steering becomes difficult or noisy, it may indicate low fluid levels.
By checking these fluids regularly, you ensure smoother operation, prevent costly repairs, and keep your vehicle road-ready.
Why housing is important
By PHIL MACKAY
Part Two: Healthy Homes
Last month I focused on play, but the key premise of this series of columns is that the provision of good housing is the foundation of a successful society.
How, where, and how affordably we build housing influences everything from opportunities for play, to health and education outcomes, to transport choices and the cost of building and maintaining critical infrastructure.
In the same way that Maslow’s Hierarchy of Needs identifies shelter as a basic physiological need, a well-functioning housing system is a fundamental building block to address societal challenges and to create the conditions for our society and country to be successful.
One great example of something New Zealand is currently doing well, which also happens to align with this government’s emphasis on social investment, is the Healthy Homes Initiative.
For clarity, this initiative is distinct and separate to the Healthy Homes Standards for rental housing, although the purposes are aligned.
A recent review, undertaken by the University of Otago, and published November 2024, found that the initiative produces health savings of more than $5 for every $1 spent.
The initiative provides targeted interventions to families living in substandard housing, with the goal of improving health outcomes. It is led by Te Whatu Ora / Health NZ, with funding also from Kāinga Ora and ACC.
By providing things like curtains, insulation, beds, bedding, and education,
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the programme has to date supported over 200,000 people, and has achieved a 18.6% decrease in hospitalisations and a 5% reduction in illness-related school absences for children.
In real terms that meant 10,354 averted hospitalisations per year across 186,016 people, and 5,309 more days in school per year across 57,626 children.
On a different tack, but also linked back to health outcomes, where and how we build houses, and particularly the allowances we make for natural amenity in new developments, impacts people’s access and exposure to nature.
A recent Listener article featured Oxford professor Kathy Willis’ book ‘Good Nature’, which explains the many health benefits of exposure to natural scenery, including reduced stress and improved cognitive function. Additionally, trees have been shown to have a significant cooling effect in cities.
I consider myself incredibly fortunate to live adjacent to the green belt in Cambridge, meaning that there’s always a view over the park, but also that we’re within walking distance of the town centre, and can easily get outside for fresh air and exercise.
I’m afraid this isn’t really leading to a significant conclusion, other than to highlight how impactful housing is, and how crucial it is that we do it well.
To finish positively, it is refreshing to see many developers giving more thought to the natural amenity they provide, and marketing it as a key part of their value proposition.
• Phil Mackay is Business Development Manager at Hamilton-based PAUA, Procuta Associates Urban + Architecture
All talk, no action
By CLAIRE WILLIAMSON
Summer in New Zealand means barbeques, hot weather, and a few beers by the beach. It also means gatherings – of family, friends, even colleagues who want to connect and spend their downtime together. The talk often turns to property, economics, and investing (well, perhaps just in my circles!) and this year it’s got me thinking about how often these conversations really lead to real action.
Year after year, I hear people at these gatherings say things like “This is the year we’ll buy a house,” or “I’d like to learn more about property investing.”
These are exciting and potentially life changing goals, and the intent is surely there.
But I notice that by winter, those same people are often no closer to achieving anything.
Why? Because they’ve failed to take the next step. Setting goals is easy. Brainstorm, write on a piece of paper, even put up on the wall. Taking action is where the challenge lies, as is making space in an already busy life for the commitment it takes to move the bigger things forward.
I’m also going to assume that plenty of people don’t know how to take the right kind of action; and in the interests of making this year the year you really do move your goals forward, here are some tips.
Get specific - vague goals like “buy a house” or “start investing in property” don’t provide a clear path forward. Instead, get
What immigration changes can employers expect in 2025?
Over the last few years employers have been at the receiving end of a myriad of immigration policy changes which have significantly impacted on their ability to employ overseas workers. Visa compliance requirements and costs have also been significantly raised during this time, and when many businesses are simply trying to stay afloat.
While employers continue to seek the skills they need from the local market, the reality remains that these skills are not always available and employers have no choice but to look for these from offshore - and around 35,000 Accredited Employer Work Visas were issued in 2024.
It is understandable that employers are becoming “gun shy” of more policy changes but the recently announced below AEWV changes are a step in the right direction, and should lead to less changes being required in the longer term.
• Removing the mandatory requirement for employers and migrant employees to complete the Employment NZ online modules (effective 27 January)
• Reducing the local workforce threshold for employers of certain construction roles from 35% to 15% (also effective 27 January)
actually require 3 years’ experience to perform in the role
• At this same time the duration of work visas for lower-skilled roles will increase from 2 years to 3 years, and INZ will also accept an employer’s declaration that they have engaged in good faith with Work and Income to seek available NZ candidates for these roles
• In April AEWV applicants who are applying from any previous work visa, and from many student visas, can be issued interim visas with work rights to enable them to commence/ continue in their work role while awaiting the outcome of their AEWV application
• Around mid-year a revised Job Check application process will be introduced to enable streamlining for low-risk employers. The Job Check is the process to evidence an employer has made genuine attempts to recruit a NZer for the role.
• Last year changes were also made to allow partners of AEWV holders to have non-restricted work rights and this benefited many NZ employers
specific. What type of property are you looking for? How much do you want to save or invest this year?
Find your experts - whether you’re a first-home buyer or a seasoned investor, talking to a professional can help you refine your goals and create a realistic plan to achieve them. Mortgage advisers, financial planners, and property experts can provide insights you may not have considered.
Take the first step before you can talk yourself out of it - The hardest part is often getting started. Whether it’s setting up a meeting with a mortgage adviser, attending a property investment seminar, or creating a budget, commit to taking one concrete action within the next week and book it in your calendar
Hold Yourself Accountable - share your goals with someone you trust and ask them to check in on your progress. Accountability can be a powerful motivator, and it feels like everyone is on your team.
While pondering what you want your next year to look like, I challenge you to do more than just talk about your goals. The people who succeed aren’t necessarily the ones with the best ideas—they’re the ones who act on them.
So, as you fire up the barbecue and share your aspirations with friends and family, ask yourself: Will this be another year of all talk and no action, or will it be the year you finally move forward? The choice is yours.
• Claire Williamson is a Waikato Mortgage Advisor.
• In March the median wage threshold (currently $29.66ph) will be removed and employers will then need to pay the market rate relevant to the job and location. This change should see payrates better reflect market conditions rather than the arbitrary median pay threshold that has impacted on payrates
• The requirement for relevant work experience of at least 3 years (for all AEWV applicants) will be reduced to 2 years in March. This will benefit a number of lower skilled roles that did not
It is also expected that the Skilled Migrant residence settings will be revised this year to refocus the eligibility criteria on the skillsets NZ wishes/needs to retain (eg; skilled tradespeople) in the long term. This revision is important to avoid these workers having to leave New Zealand when their AEWV expires. Having a pathway to residence for these workers will also help them plan their future in NZ rather than having to look offshore to achieve their residence goal.
So while employers are up for even more changes in 2025 the light is at the end of the tunnel, and, for once, we expect these changes will be welcomed by most employers!
A year for workplace wellbeing
By Kate Monahan
Supporting the mental health and wellbeing of employees should be a top priority for managers and business owners this year, says an industry expert.
Hamilton’s Alf Daniels has dedicated his life to helping people develop, succeed, and thrive. His career spans elite rugby coaching, the NZ Police, tertiary education and the construction industry.
Since joining Mental Health First Aid Aotearoa as project lead in September last year, he has channelled his passion for wellbeing into empowering workplaces across New Zealand.
“Research indicates that one in five people are affected by a mental health challenge or crisis every year,” says Daniels.
“If you look around that could be several people in your team who are experiencing challenges with their mental health and wellbeing right now.
“As leaders, it’s crucial to recognise these signs and symptoms in our people and, importantly, know how to respond effectively.”
The Mental Health Foundation notes that poor mental health reduces productivity and negatively affects team culture, making workplace mental health a critical business issue.
Southern Cross Health Insurance and Business New Zealand data from 2020 found stress-related absences accounted for 7.3 million lost working days and $1.85 million.
“We can foster a culture of care and support in our workplaces,” says Daniels.
“This not only improves productivity and
reduces absenteeism, but enables early intervention when people need it most.”
Mental health first aid equips people with the knowledge, skills and confidence to assist someone facing a challenge or crisis, supporting them until they can get professional or other help.
“A conversation can save a life,” says Daniels.
“It is something anyone can learn, and everyone should know how to do.”
It improves mental health knowledge, reduces stigma, and encourages early helpseeking behaviours.
“Make 2025 the year to invest in mental health,” says Daniels. “The ripple effect will be massive for your workplace and our community.”
• Kate Monahan is senior communications and engagement advisor at Te Pou, part of the Wise Group.
Alf Daniels
Off limits…for now
The importance of upskilling in human resources for small business
Waikato’s new regional theatre in Hamilton is about to be closed in and off limits to visitors until its opening later this year.
In New Zealand, small businesses play a vital role in the economy, contributing significantly to employment and innovation.
The News was among the last of the invitees – a day after National Party MPs in town for their conference – to have a look around.
The Momentum Waikato project will become the region’s premier performing arts centre after the closure of Founders Theatre nearly a decade ago.
However, as the business landscape evolves, so too must the approaches taken by small enterprises, particularly in the realm of human resources (HR).
Site preparation in Victoria Street began when then Prime Minister Jacinda Ardern turned the first sod in November 2021.
The theatre’s seating capacity will be 1300 while other commercial developments will surround it and be behind the old Hamilton Hotel façade.
Given New Zealand’s really regulated environment, particularly in employment relations, upskilling in HR is no longer an optional enhancement; it has become a necessity for small businesses aiming to thrive in a competitive marketplace.
In today’s job market, attracting and retaining talent is a significant challenge for small businesses.
Soon the $3 million Ralph Hotere mural which has been in storage will be installed on the upper level of the foyer while outside the Riff Raff Statue will be returned to where the Embassy Theatre used to be.
Upskilling in HR allows small business owners to develop effective recruitment strategies, understand job market trends, and implement retention practices that build a positive workplace culture. An informed approach to HR can help small businesses create appealing workplaces that foster loyalty, reducing turnover rates and the costs associated with hiring and training new employees.
“Effective performance management leads to higher employee satisfaction and productivity, directly impacting the bottom line.
understand their responsibilities regarding employee rights, workplace safety, and fair treatment practices. This knowledge not only protects the business legally but also fosters a respectful and safe working environment.
Employee engagement is a necessary factor in productivity and overall business success. Engaged employees are more likely to be committed and to contribute positively to the workplace.
New Zealand has a comprehensive framework of employment laws and regulations that small businesses must navigate. Staying compliant with legislation such as the Employment Relations Act 2000, the Health and Safety at Work Act 2015, and other employment standards is crucial to avoid potentially costly legal issues and penalties. Because of this, small business owners need to better
HR upskilling enables small business owners to implement best practices for employee engagement, such as regular feedback mechanisms, recognition programs, and opportunities for professional growth. Understanding the factors that drive engagement can lead to a more invested workforce, resulting in improved morale, productivity, and retention.
Leaders in small businesses often wear many hats, juggling various responsibilities, from sales to operations.
However, leadership skills are often the pivotal factor when it comes
to managing people effectively. Upskilling in HR can help business owners develop essential leadership competencies, such as conflict resolution, effective communication, and team-building strategies.
Strong leadership not only cultivates a positive workplace culture but also drives the success of the business by inspiring and motivating employees to perform at their best.
Diversity and inclusion are increasingly important aspects of modern workplaces. A diverse workforce brings various perspectives and ideas, driving innovation and creativity.
Small businesses that invest in HR upskilling can learn about the benefits of diversity, how to create inclusive hiring practices, and strategies to develop a culture that values all employees.
Upskilling in HR equips small business owners with the knowledge needed for effective workforce planning. This involves analysing current workforce capabilities and forecasting future needs based on business goals.
Understanding how to assess skills gaps and plan for training or recruitment strategically allows small businesses to align their workforce with their operational objectives.
mechanisms.
By enhancing their HR skills, they can create structured performance management systems that set clear expectations, provide regular assessments, and encourage professional development.
Effective performance management leads to higher employee satisfaction and productivity, directly impacting the bottom line.
The HR landscape is rapidly evolving with the implementation of technology and digital tools. From HR management systems to employee onboarding platforms, technology can streamline HR processes, making them more efficient. Small business owners who upskill in HR can learn how to leverage technology to simplify administrative tasks, enhance communication, and improve employee experience. Embracing technology not only saves time but also positions small businesses to compete more effectively in the market.
Performance management is essential for fostering employee development and achieving business goals. Small business owners often struggle with establishing clear performance metrics and feedback
The business environment is continually changing, driven by factors such as economic shifts, technological advancements, and societal expectations. Small businesses equipped with strong HR knowledge are better positioned to navigate these changes. Whether it’s adapting to remote working, handling crises, or managing workforce changes, HR upskilling provides the tools and strategies necessary to respond effectively and maintain business continuity.
Mark Servian, who led the creation of the Riff Raff Statue in Empire Park, is looking forward to its return when the Waikato Regional Theatre opens later this year. Photos: Mary Anne Gill
We experienced a team of good people whose principles were well aligned with our own.
Adrian
Marshall, General Manager, JP Marshall Engineering
JP Marshall Engineering’s new purpose-built double-storey office block was designed and built as a statement of their investment in engineering and innovation.
The finished product ticks off a few important objectives for the business: creating a modern environment to bring teams together, presenting a professional face to clients, and attracting new talent.
Working around daily operations on site, Fosters managed demolition of the existing office block, construction of the new one, and the fitout in six months. Delivery was on time and under budget.
JP Marshall General Manager Adrian Marshall had worked alongside Fosters for several years.
“Knowing how Fosters operate, we’d also heard good things, and are alike in our community involvement. After our first meeting with them about this project, we felt it would be both a good partnership and a straightforward process,” he said.
Fosters worked with the design team early in the process, offering
solutions around buildability. In Adrian’s words: “a more economical and practical build” resulted.
Regarding the process, he said it was easy.
“I enjoyed watching the build take place. Being on site most days, it was interesting to see how it came together.
“A major challenge was the size of the area we could allow for them to work in” continued Adrian. “It was impressive how they worked around us, enabling our teams to continue working - pretty much without interruption.
“One of Fosters’ strengths is the level of resource they bring to a project. We experienced a team of good people whose principles were well aligned with our own.
“Overall, we are very happy with the result. We enjoyed the partnership, feeling like Fosters worked with us rather than for us. And we got what we would expect and demand for the level of our investment.”
