Old school pharmacist Ian McMichael had plenty of advice for the Waikato University pharmacy class of 2025 as they began their journey towards joining a profession on the move. Senior writer Mary Anne Gill discovered what those tips were.
Switch off your social media and learn to listen, like and love people, solve problems and become empathetic.
Then when you talk to someone dying of cancer, or someone who has been sexually abused, a change gender person or a mental health patient, you will understand because you have become a good listener rather than an observer.
That was the message from veteran Hamilton pharmacist Ian McMichael to the 22 students, soon to be 25, of Waikato University’s new graduate-entry pharmacy
programme. The advice clearly had an impact.
Within minutes, as they introduced themselves on day one of a programme expected to help solve the “dire pharmacy workload problem”, Tauranga’s Jamie Mitchinson had taken his advice on board. “I’m excited to get stuck in and learn…and delete Facebook,” she said.
Mitchinson and the others excitedly spoke to a range of industry and university guests about what led them to the university’s two-year Master of
Pharmacy Practice programme and the lecture room in Te Huataki Waiora Division of Health in the TT Block late last month.
Their experiences, ages, backgrounds and journeys were varied; some had science degrees, another had a master’s degree in biology, a couple had come via nursing and other healthcare professions, been researchers, qualified as pharmacists overseas or been pharmacy technicians in New Zealand.
All needed a major in one of the molecular sciences - biochemistry,
biomedical science, chemistry, molecular and cellular biology, pharmacology – and achieved a B grade average in their final year.
They hailed from Auckland, Palmerston North, Coromandel, Gisborne, India, London and Brisbane and will undertake 375 hours of primary practice in community, primary care and hospitals as well as time in the lecture rooms.
Students will learn pharmacology, pharmaceutics, the law, ethics and pharmacy practice.
“I’m really excited about
deepening my pharmaceutical understanding and applying it the real world,” said one.
A mother of two had been at home raising two daughters for the last six years.
“I’m so excited about this. Hopefully I can come out of my comfort zone,” she said.
“My whole point is to learn more about medicines and put it into a research background or somewhere clinically so I can do better for patients and the community,” said another.
CONTINUED ON PAGE 2
Waikato University Pharmacy School’s first intake including Jamie Mitchinson, fourth left front row, and Chaney Solomon-Wilkinson, back row extreme right, join Te Huataki Waiora Division of Health staffers, pharmacy and Chemist Warehouse representatives and pharmacist Ian McMichael, centre rear, in TT Block’s top floor.
Photo: Mary Anne Gill.
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Solving ‘dire’ problem
Chaney Solomon-Wilkinson is from the tiny settlement of Manaia on the western side of the Coromandel Peninsula where the nearest hospital is 40 minutes away and there is only one little pharmacy in town.
“And that’s pretty well our healthcare system,” she told The News.
The 25-year-old was nearing the end of her undergraduate degree at Otago University where she studied science, pharmacology and microbiology.
“I was looking for the sort of jobs that I could do with that and a lot of it was lab-based work and a lot of agriculture work in the Waikato.
“I knew I wanted to work with people, and I have experience in retail and stuff and I know I like working one on one with people, so I was like ‘how do I combine being face to face with people and my pharmacology background?’ Pharmacy. It was a natural progression.”
She knew Auckland and Otago universities did it but not that there was now a third pharmacy school in Waikato.
“I’d been in Otago too long; I was ready to be back here so by chance I just looked at Waikato and saw they had this new programme happening and so I applied.”
Solomon-Wilkinson is excited at the options she will have in two years and the impact she could make in Manaia or other smaller communities like it.
The studies mean she will add
more to her student loan.
“Here’s the thing, pharmacy should hopefully have a better pay. I’m excited to try different things because obviously if you don’t know anyone doing pharmacy and you’ve never looked into it. It’s just about getting the feelers and stuff,” she said.
Head of the School of Pharmacy and Biomedical Sciences Prof Rhiannon Braund said the programme was developed to produce a new pipeline of pharmacists.
Because the students already had a background in fundamental science, they could hit the ground running, she said.
McMichael, who graduated with a Diploma in Pharmacy in 1979 from the Central Institute of Technology, went on to own and operate Pharmacy 547 in Hamilton and serve as the Pharmaceutical Society’s president, told the students pharmacy had been a “fantastic career for me.”
“You have chosen an ancient and fantastic profession, a profession on the move.
“Stop Facebook and social media for the next two years. That’s one piece of advice I will give you and I hope it sticks.”
The university last month also welcomed its first cohort of students to a graduateentry midwifery programme developed in partnership with midwives and maternity service providers in response to workforce shortages.
It joined the nursing programme, which started in 2021 and delivers two programmes that lead to becoming a registered nurse.
The university is now the largest provider of graduate-entry nursing in the country.
Division of Health pro vicechancellor Jo Lane said the university was committed to meeting the region’s health workforce needs and worked in collaboration with stakeholders.
Next cab off the block is expected to be a new graduateentry medical school which will
focus on selecting students who are committed to careers in primary care and who come from underrepresented, underserved Māori, Pacific, remote and rural communities.
No date has been set for the first intake of 120 students while the university works with the government on a business case, but Otago University recently told new Health minister Simeon Brown it had capacity to increase enrolments with some of the $380 million funding tagged to build a medical school in Waikato.
Whakatāne flights
Air travellers are now being offered direct return flights from Hamilton Airport to Whakatāne, five days a week.
The new service, on a Piper Aztec 6-seater, was launched by Sunair last month, becoming the
fourth Sunair destination out of Hamilton.
In April 2023, Sunair successful began daily week day flights connecting Hamilton to Gisborne, Whangarei and Napier.
Free dental care
A major funding grant from the Clare Foundation will allow Braemar Charitable Trust to deliver free dental procedures and dental surgeries to six Waikato women’s refuges. Clare funds groups who can
make positive change happen for women, oral health, youth well-being and the environment. It will fund Braemar Charitable Trust $180,000 across the next three years to deliver dental help to women’s refuges.
Chemist Warehouse managing partner and regional manager Saif AlSheibani, who provided four scholarships of $10,000 each and a model pharmacy which he and Prof Rhiannon Braund officially opened by cutting a ribbon.
Photo: Mary Anne Gill
Kellann Kemp of Gisborne watched during her introduction by Chaney Solomon-Wilkinson from the Coromandel in the centre, both want to return as pharmacists to their communities.
Photo: Mary Anne Gill
Briefs…
Colour run
The annual Hato Hone St John Lake Ngā Roto colour run will be held later this month and aims to raise $15,000 to buy five lifesaving automated external defibrillators. The ‘paints’ will be cornflour, safe, enviro-friendly and even gluten-free. Colour powder is thrown at passing runners from colour stations that are dotted along a course.
Waipā awards
Entries for the Waipā Networks Business Awards were tracking ahead of the same time two years ago with only days to go until nominations close. The 1920s theme for the awards are in honour of the sponsor which is celebrating 100 years this year. The awards include categories that recognise excellence in community contribution, digital strategy, sustainability, innovation, E-commerce, tourism and hospitality, people and culture, and customer service.
It’s a symphony
The New Zealand Symphony Orchestra has included Hamilton in its eightdate tour and will play Baroque masterpieces in the John Gallagher Concert Chamber at Waikato University on March 14. The NZSO ensemble, featuring 26 of the finest musicians in Aotearoa New Zealand, will be led by the orchestra’s concertmaster and passionate Baroque music violinist Vesa-Matti Leppänen.
Report launched
YWCA Hamilton launched its Young Women’s Wellbeing in Waikato report last month. The study highlighted the wellbeing of young women and sex/ gender diverse individuals.
The report, developed in partnership with Huber Social, recommends enhancing access to mental and women’s health, financial services and establishing partnerships with organisations to promote gender allyship.
Your turn now…
Every three years, we worry about how to get people interested in local body elections, but disturbingly, voter turnout continues to fall. Since 1989, when councils throughout New Zealand were massively restructured, the percentage has dropped from 57 to 41 per cent. Additionally, we struggle to achieve the diversity of candidates desperately needed. Mary Anne Gill talks to one elected member who is stepping down after two terms to find out what needs to change.
When Elise Badger returned home after living in Australia for a decade, she wanted to make a positive impact on the community.
She ran for the Cambridge Community Board under the banner ‘Committed to Cambridge’ and was duly elected.
Six years on, she is stepping down to concentrate on her business and family. The logical progression for someone as talented and skilled as her would be to stand for Waipā District Council.
To lose Badger from local government is disappointing. It is unlikely anything – more money for example - or anyone could have changed her mind.
Badger, 39, and partner Richie, a civil engineer, have three children aged 10, 6 and 10 months. Community board members get about $10,000 a year to attend monthly meetings, which start at 6pm and can last from one to four hours.
Born in Cambridge at the now closed maternity home – her parents were dairy farmers in Scotsmen’s Valley – she considers herself Cambridge to the core.
She went on to train as a physiotherapist in Auckland and practised in Melbourne where most of her time was spent in musculoskeletal health and rehabilitation. While in Australia she founded Mamas Milkbar, a social enterprise, and created the Breastfeeding Box, a support kit for new mothers.
She describes herself on her LinkedIn profile as an entrepreneur and it was this experience she wanted to bring back.
“I’ve always loved the small town feel of Cambridge. It has everything you could ever need or want and is
some place to live and raise your children.”
Badger’s skillset was exactly what the board needed when, at her suggestion, it established the Pop Up Edible Garden initiative.
The project delivered edible vegetables, fruits and herbs, composting, improved access to food and fostered neighbourly interaction.
In her second term, Badger was elected deputy chair and fought a rearguard action when it became clear that some in the council wanted to eliminate community boards.
The Cambridge board had to justify its existence and prove its value to the community which it did regularly.
“I think the key to that was having a strong strategic focus. At the beginning of the term we worked out our priorities and we basically just aligned all our decision making to those priorities and that allowed us to stay focussed.”
The board is a link between residents in Cambridge and Maungatautari and the council sees itself as a partner in council’s vision
of building connected communities.
Badger’s passion is health and wellbeing where she wants to make the most positive impact on the most people with her actions, decisions and words.
She recently opened Āhua, a boutique fitness studio where she uses her experience as a physiotherapist and pilates instructor to preach injury prevention with the right kind of exercise. It is “not another pilates studio,” she says.
It has gone so well that six months ago, while juggling life with a new baby and growing business, she had to decide where to put her energy. Family and her clients won out.
Badger says it is tricky to work out how to attract more diverse candidates and how to increase voter turnout.
“It comes massively down to a lack of awareness. When I talk to people there is very little understanding on how council affects their lives –from young people upwards – what council does and why they are so crucial in society.
“It’s just that challenge of getting in front of people.
When you have a small voting population, your vote counts so much.”
But another thing Badger
has realised is you do not have to be an elected member to have an influence.
“Your voice becomes incredibly influential.”
Making a submission on council suggestions is one way, she says.
“You can be a private citizen with something you want to see happen. Wave that flag and have an impact.”
So, what does she want her legacy on the community board to be?
“One day Cambridge will have a beautiful new library and community hub. That is the reality of a leadership role. You are investing in the future, and it might be some time before you see the fruits of your labour.”
• More wbn.co.nz
The race is on
This month Good Local Media launches its Local Choice campaign for the local body elections in Waikato Business News and our community newspapers in Cambridge, Te Awamutu and King Country. We’ve got six months to get the right candidates and then encourage people to get out and vote.
1 July - Candidate nominations open and roll opens for public inspection
1 August 12 noon - Candidate nominations close and roll closes
6 August - Public notice of candidates’ names 9-22 September - Voting documents delivered
7 October - Last day for posting vote by mail. After this date votes must be returned to council’s secure ballot boxes.
11 October at 12 noon - Election day: voting closes midday, preliminary results after that.
HBHS WHARE AKO
Elise Badger wants to concentrate on her burgeoning boutique fitness business and her young family.
Photo: Mary Anne Gill.
Couple ooze creative expression
Rukuhia’s Graeme Burton and Valerie ‘Val’ Glenn have turned their respective talents into separate businesses that successfully standalone but often intersect. Viv Posselt spoke to them.
Graeme Burton is a skilled landscaper and topiarist. He trims foliage into geometric shapes that seem visually at odds with the natural contours of the rural property he shares with wife Val.
The living sculptures he provides through Rukuhia Homestead Landscaping have added definition and character to many Waikato homes and businesses. His own roots are deeply embedded in the horticultural history of this region. His father John Burton was a leading plant retailer from the 1970s onwards (Burton Garden Centres), and Graeme has been actively involved in the industry for 50 years.
Val, on the other hand, casts her creative spell in another direction. The business she runs from their home, Cleverdesign Ltd, is centred on designing and theming a host of events, from elaborate balls, parties and weddings to classy business functions and award nights.
She was responsible last November for turning the Ōhaupō School Hall into an
environment that replicated the gritty setting of the Denniston coal-mining settlement for the launch of Val Millington’s book, Ellen of Denniston.
Years earlier, while studying home sciences at Otago, she realised she preferred design, so changed direction and returned to the Waikato to pursue her creative side. It was in 1990 while she was studying at Wintec that she met Val Millington, who was then CEO at National Fieldays.
As they collaborated on Fieldays expo sites, the two Vals unwittingly launched a working relationship that has lasted for years.
A shared interest in creative expression also brought Graeme Burton and Val Glenn together.
Graeme, who had followed the family line into horticulture and landscaping, invited Val to work with him on creating a display for the Ellerslie International Flower Show, an otherworldly promotion for InPlants, highlighting 13 new plants in a ‘War of the Worlds’ setting complete with silver bug-eyed aliens,
fog, mystical music and a 3m high spaceship now standing proud outside the Space Centre in Kihikihi.
Val won the Judge’s Supreme Award for the Best Landscaping site at that 2006 Ellerslie International Flower Show, and a new working partnership was forged.
The couple married in 2006, by which stage Graeme was doing topiary in earnest. He already understood the craft through his own father having had a topiary nursery in Tauranga in the 1980s, but eager to seek inspiration further afield they headed for Europe. They visited the once-every-decade Floriade Horticultural World Expo in Holland, the Chelsea Flower Show in England, Claude Monet’s famous garden in Giverney in France, the world-famous Garden of Versailles outside Paris, and a host of other grand gardens.
Re-energised, they returned to the Waikato where a growing market was ready for their ideas. Both work from the stately old property that has been in Val’s family for
many decades, and both have taken their skills to other parts of the country whenever required.
Graeme has thousands of topiaries in various stages of development –globes, clouds, standards, columns – some wired, all fastidiously clipped.
“Not any old plant will do for topiary,” Graeme said. “You have to use a plant
that doesn’t mind being controlled. Some of them take up to 10 years to get right.”
Val helps out, either with the topiary or in the relaxing picking garden they have developed on a disused tennis court. Otherwise, she is deep in her treasurechest of an old shed, which is filled with the props and paraphernalia she uses to
theme events.
“I have a team of parttime ladies who help when we have something on,” she said. “It would be impossible for me to do it on my own.”
The pair often work together, using their multiple talents to make whatever they’re doing as punchy and transformative as possible.
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Val Glenn and Graeme Burton enjoying their homestead garden, with some of Graeme’s topiaries in the background.
Photo: Viv Posselt
Justine Harris & Jenny Barkle
Investor immigration policy changes will boost NZ’s economic growth.
The Active Investor Plus (AIP) policy is to be significantly revised, and enhanced, with the recent changes announced by the Prime Minister.
In the 12 years to mid-2022 New Zealand’s investor immigration programme proved very successful in attracting over 3,000 families, and some NZ$14 billion of investment. This all changed when the previous Government introduced the current policy in October 2022 and, since this time, only 43 applications, and some NZ$70 million of investment, have been completed. The current policy has proved unduly complex and cumbersome, and imparts far too much investment risk on applicants. The present Government has recognised that New Zealand is missing out on its share of the 120,000 high-net-worth individuals who are looking for a safe and stable country to invest, and potentially live, in. These individuals have the ability to make a very significant contribution to New Zealand’s economic growth, not only from their investments but also from their business acumen and international connections.
Effective from 1 April 2025 the following changes to the investor policy settings are being made:
• Replacing the existing investment weighting system with two simplified Growth and Balanced investment categories.
The Growth Category will require $5m investment for 3 years, with applicants to spend a total of 3 weeks in New Zealand. Acceptable Growth Category investments will comprise investments made into New Zealand businesses either directly, or through targeted managed funds. NZ Trade & Enterprise (NZTE) will have a key role in ensuring investments align with the Government’s economic growth objectives.
The Balanced Category will require $10m investment for 5 years, with applicants to spend a total of 7 weeks in New Zealand. Acceptable Balanced Category investments can comprise a range of bonds, listed equities, certain new property and existing commercial/ industrial developments, philanthropy, as well as any Growth Investments.
• The total investment must be made within 6 months of the initial application approval (with one 6-month extension allowed).
• There will be no English language requirement.
• All applicants must continue to meet good health and character requirements, and evidence their investment funds were originally lawfully earned, and that these funds have been transferred through the banking system to New Zealand.
The final policy details are to be published in early March and will take effect from 1 April.
Given there is a relatively short period (6m) for applicants to invest, and that growth investments will take time to come to the market, we envisage the main initial interest will be for the Balanced Category. In due course, however, we would expect to see a high number of attractive Growth Investment opportunities, particularly with managed fund investments targeting a wide range of business opportunities that align with the Government’s economic growth plans. This immediate access to significant capital will kick-start a number of projects which have been “waiting in the wings”.
The role of NZTE in how, and how quickly, they assess and approve acceptable Growth Investments, and the ability of Immigration New Zealand to efficiently process AIP applications will be the two main challenges for the new AIP. The next challenge will be accessing the skills and labour required to undertake the projects being invested in.
At least we now have a visa product which is “marketable”, and we are already seeing significant (& understandable) interest from the USA, but also good interest from Asia and Europe. With Australia, and several other countries, not having a current migrant investor programme New Zealand is very well-placed to take full advantage of the opportunity the new AIP affords.
Disclosure: Pathways’ Managing Director, Richard Howard, is a member of the Minister of Immigration’s Adviser Reference Group which has advised on the AIP policy changes.
Collaborative leadership action
By PAMELA STOREY
Last month, I wrote about the power of collaborative leadership in driving the Waikato region’s growth and prosperity. A month on, we have a concrete example of how this approach is yielding tangible results for our region.
The Waikato Mayoral Forum last month agreed on a ‘light touch’ regional deal proposal, which has now been submitted to the government.
The proposal is testament to the strength of our collaborative efforts and showcases how regional leaders can come together to create a unified vision for growth.
The proposal, developed by Waikato Regional Council with guidance from a Chief Executive Working Group, represents a cohesive and aligned package aimed at driving economic growth, ensuring quality and affordable housing, and fostering resilient and connected rural communities. It is this collaborative approach that leads to comprehensive solutions that benefit our entire region.
Our proposal recognises the symbiotic relationship between Hamilton’s growth and the broader region’s development. It positions the Waikato as a strategic investment opportunity for New Zealand, leveraging our central location within the golden triangle.
So just what is in the proposal? It includes a range of projects that will bring significant benefits to the region: Infrastructure improvements supporting Roads of National Significance; investment in the golden triangle road and rail programme; development of priority areas through the Future Proof
package; support for growing rural centres; construction of resilient transport corridors; infrastructure to boost tourism; investment in renewable energy, and water security initiatives.
We haven’t come up with brand new projects. We’ve deliberately looked at areas that need investment now, and into the future. It’s a practical approach. And one that the Mayoral Forum agreed we didn’t want to put a dollar figure on. Rather, we want to work with central government to create an enduring partnership to fund and deliver the projects over time.
Waikato has consistently outperformed national growth rates. As the fourth-largest regional economy in New Zealand, with a significant $1.4 billion contribution from the Māori economy, we are well-positioned to drive national economic growth.
As we await the government’s response to our proposal, I’m more convinced than ever that our collaborative approach is the key to unlocking Waikato’s full potential. We’re working together. Not just to shape our region’s future. We’re contributing to the growth and prosperity of New Zealand as a whole.
This regional deal proposal is just the beginning. It sets the stage for continued collaboration and innovation, ensuring that Waikato remains a driving force in New Zealand’s economy while providing a quality of life for those us who live here, do business here, and visit here, that is second to none. • Pamela Storey is Waikato Regional Council chair and these are her personal views
TOURISM Waikato’s role in tourism growth
By NICOLA GREENWELL
The tourism industry was abuzz with the appointment of Louise Upston as minister of Tourism and Hospitality especially as she hails from the mighty Waikato.
Her leadership presents an exciting opportunity for our region to play a central role in shaping the future of New Zealand’s visitor economy.
At the same time, prime minister Christopher Luxon and finance and economic growth minister Nicola Willis confirmed the government’s commitment to driving economic growth, identifying tourism as a key enabler.
better?
We need to shift the conversation beyond volume.
Growth must be regionally driven, seasonally balanced, and strategically sustainable.
If we do not have a clear plan for regional dispersal, we risk repeating the same patterns - congested hotspots while other areas struggle for visibility.
This will be top of mind as we submit our collaborative proposal for the fund.
With Hamilton Airport welcoming Jetstar flights from Sydney and Coolangatta from June, we are well set to be the gateway for international visitors directly to Hamilton, the mighty Waikato, central North Island and beyond.
As Willis stated: “When we’ve got more tourists coming, more tourists spending, that’s good for jobs, it’s good for growth, and it’s good for the wealth of individual New Zealand families.”
Luxon added: “The government could do more to support tourism growth.”
We couldn’t agree more but HOW we grow matters just as much as how MUCH we grow.
The Tourism Growth Roadmap, initiated under former Tourism minister Matt Doocey, is continuing with Upston working with key industry bodies. The recent announcement allowing “digital nomads” to work remotely from New Zealand is an interesting step – will it drive real change?
The Going for Growth plan, unveiled at the NZ Economics Forum at Waikato University, hints at a broader vision. Tourism is woven into its five priority areas: developing talent, fostering competitive business settings, promoting global trade and investment, advancing innovation and technology, and strengthening infrastructure for growth.
A new international marketing campaign has been announced, aiming to attract more Australian visitors; along with newly announced Regional Tourism Boost fund.
But here’s the question: is more always
As regional tourism organisations, we are ready to work alongside Upston to ensure smart, sustainable growth. International manuhiri must be encouraged to explore more destinations.
Our communities must be prepared — not just with great visitor experiences, but with the infrastructure and workforce to match. If we’re not careful, growth without balance could erode our social licence and strain resources.
Tourism brings undeniable economic benefits; are we being bold enough in how we shape its future? Will a marketing campaigns alone be enough? We need real investment in regional infrastructure, product development, and workforce readiness. Let’s challenge ourselves to think beyond numbers and create a strategy to benefit all of Aotearoa - not just a select few destinations.
We look forward to more from the government. Let’s be ambitious. Let’s be bold. Let’s demand tourism growth that works for everyone.
• Nicola Greenwell is general manager of Hamilton and Waikato Tourism
From fencing to forging
James Grafton moved north to become an apprentice in one of the most ancient trades. Senior writer Chris Gardner went to Kowhai Forge in Wharepapa South to find out his story.
As soon as Rob Pinkney finished tutoring a blacksmithing class with James Grafton four years ago, he knew he had an enthusiastic student and a blacksmith in the making.
So, he offered him an apprenticeship at his Kowhai Forge, 12kms southwest from Arapuni over the Waikato River.
Grafton, now 23, had finished a job in Canterbury and came north to the Waikato to a bit of fencing for a mate.
He had planned to head overseas to learn about blacksmithing but heard about Pinkney and his forge in the heart of the Waikato at Wharepapa South.
At Kowhai Forge, Pinkney uses traditional methods to shape horseshoes out of steel and runs a school of blacksmithing, passing on the old ways that have kept the
agricultural and industrial worlds turning for centuries.
Grafton took a class and was immediately hooked.
“I was looking for a job and really interested in blacksmithing. I wanted to try and develop it further into a career. It was something interesting, something different.”
Recognising Grafton’s passion, Pinkney offered him a job.
Four years later, the pair have run countless blacksmithing classes, teaching knife and axe making to newcomers while building a father-son-like relationship in the process.
“I’m not in a rush to go anywhere,” Grafton says.
“Most apprentices end up as part of the family,” Pinkney added.
Pinkney’s own apprenticeship began 30 years ago in Matamata where he started as a farrier and
blacksmith.
“The horseshoe making process set me up to be a good blacksmith, but I would never be able to pay the bills just blacksmithing.”
On the day The News visits, blacksmithing pupils include Cambridge contractor Hugh Allison, Hamilton roofer Vaughan Martin and his children Thomas Martin-Jury, 18, and Isabella Martin-Jury, 16.
Allison was gifted a day in The Forge by his wife Kirsten for Christmas.
“It was something different,” he says.
He spent the day choosing a filleting knife design, marking it out on steel with chalk, heating in it in the forge, and crafting it into shape under Pinkney and Grafton’s tutelage.
“I never really found a hunting knife that was exactly what I
wanted,” he says.
Now he owns his perfect tool.
Martin visited the forge on a Christmas work do and thoroughly enjoyed his day. He returned to make a folded axe, an almost lost skill which Pinkney is adept at teaching.
“I have got trees at home, and I will find a way to use it,” says Martin, who also wanted to share the knife-making experience with his children.
“I am always looking for new experiences for the kids.”
Isabella says she did not know what to expect but found it was great.
“I will be using my knife as a tool.”
Thomas had no concept of what the process might be.
He went home knife in hand, with a new appreciation of the steel crafting process.
It takes a community to make a knife.
The Forge’s School of Blacksmithing staff and students
are supported by Pinkney’s wife Arja, who he describes as the driving force behind the enterprise.
Pinkney sources coking coal from Stockton open cast mine in the Buller coalfield on the West Coast.
“It’s really high-grade coking coal, we use three or four shovels per day, a couple of tonnes per month, and we are really fortunate to get it,” Pinkney says.
Timber, for axe, hammer and knife handles, is sourced from the King Country, wooden handles are conditioned with bees’ wax and kawakawa oil made from Kihikihi and custom leather sheaths from Hamilton.
The journey from fencing to forging has been transformative for James Grafton.
Under Pinkney’s mentorship, he has not only honed his skills as a blacksmith but also become part of a community dedicated to preserving the ancient craft of blacksmithing.
Vaughan Martin, left, shapes red-hot steel into an axe with James Grafton at Kowhai Forge. Photo: Chris Gardner
Kowhai Forge blacksmith Rob Pinkney, centre, with siblings Thomas and Isabella Martin-Jury after a day knife making at Kowhai Forge.
Photo: Chris Gardner.
Latest CBD Retail Market Overview: Adjustments and Hopeful Outlook
The Hamilton Central Business District (CBD) has experienced noticeable shifts in its retail sector throughout the second half of 2024. The most recent figures reveal a slight uptick in the retail vacancy rate, climbing from 9.3% in June to 9.7% by December. This increase translates to a rise in vacant retail space, from 7,407sqm to 7,804sqm. Both prime and secondary grade spaces have contributed to this increase, while more cost effective tertiary grade vacant stock showed a notable decline.
Over the 6 month period to December 2024, within the surveyed stock, there were 12 new vacancies, balanced by 11 new leases and 10 churns.
Despite the rise in vacancies, retail churn activity, representing the turnover from one retail business to another, slightly eased during this period compared to the first half of the year.
Among the sectors, Health & Beauty emerged as the most active, demonstrating significant vibrancy with notable turnover. Food retailing and services sectors also underwent changes, though to a lesser extent. This included Thai Grandma House at 313 Barton Street, previously The Shake Shack and Halwai Sweets & Restaurant at 829 Victoria Street, previously Al Baik Restaurant
However, the larger picture of occupancy reflects a mix of contractions and expansions. The first half of 2024 saw the food retailing, services, and fashion & soft goods sectors contract. Meanwhile, the Health & Beauty sector expanded its presence considerably by adding 662sqm, bringing its share to 6% of Hamilton’s total retail stock.
A challenging trading environment endured through 2024, despite some recovery signs from the adverse impact of rising interest rates throughout 2023. In the latter half of 2024, notable trends included reduced large occupier departures and stable levels of moves and vacancy take-ups. This trend underscores a strategic focus by operators to remain proactive and optimize physical locations. One NZ (previously Vodafone) relocated from Centre Place to 25 Ward Street, while Lawrenson Group completed its fit-out at 185 Victoria Street
to open Tipsy Putt for the Christmas trading period, some 700sqm in total.
Hamilton’s CBD retail market’s recent survey might appear unremarkable, yet it shows a city poised for future growth. Although there has been a slight drift toward higher vacancy rates, this trend isn’t viewed as a permanent shift. Instead, it reflects an economy currently in a trough, expected to rebound as national economic conditions strengthen through the second half of 2025. It appears likely that lower grade premises may struggle to remain viable, as was the the case with Town & Country Food vacating 325sqm at 454 Victoria Street. Conversely, cost effective premises are providing an opportunity for growth, as Little Split P relocating from 11 Liverpool Street, to take up in excess of 400sqm at 540 Victoria Street.
CBD Vacancy By Grade – December 2024 vs June 2024
The city’s longer-term growth prospects remain robust, buoyed by continuous development activities. Ongoing projects in hotel, cultural, office, and residential developments within the CBD are poised to drive new demands and invigorate the central area over time. These dynamics suggest a strong underlying foundation for Hamilton to solidify its position as a niche retail destination.
In conclusion, while 2024 posed certain challenges, the Hamilton CBD retail market demonstrates resilience. The minor fluctuations in vacancy rates and churn suggest adaptability among retailers, and a readiness to capture future opportunities presented by economic recovery. With continued development and strategic planning, Hamilton’s retail sector is wellpositioned to embrace positive trends and evolve as a dynamic urban centre. As the broader economy edges toward recovery, Hamilton’s potential for growth and transformation remains undeniable, promising a vibrant future for its retail landscape.
For a full copy of the latest CBD Retail Occupancy Survey, emailhamilton@naiharcourts.co.nz
Mike Neale, Managing Director, NAI Harcourts Hamilton
Are you part of the problem?
By SENGA ALLEN
There are oodles of forms of bias in the workplace, but at a high level, the most known are conscious and unconscious bias. What do we mean by that?
Unconscious bias is a tendency to form opinions about people or things based on preconceived notions or stereotypes without realising it, often stemming from several factors such as race, gender, age, and socioeconomic status.
It can also be based on personal or professional beliefs and values. Conscious bias however is a situation where an individual is aware of their prejudice or perceived notions and deliberately acts upon them.
Bias in the workplace often leads to detrimental effects. People who are discriminated against feel isolated and overlooked, stressed, repress their ideas and contributions which leads to a loss of productivity, higher turnover, original thought and reduces your potential customer base.
How can we manage bias? Firstly, it is important to recognise what type of bias is occurring.
Conscious bias
Am I consciously making decisions or opinions about someone because of my own beliefs? It’s hard to address this as I’m sure no one wants to admit that they could be discriminating for one reason or another that you feel you can justify. Conscious bias is a deliberate and known decision as you can recognise the outcomes of your actions. Understanding what motivates your choices is a powerful way to dial it down – selfawareness will help you manage your bias for maximum benefit.
Unconscious bias
Since it’s often unrecognisable to the person demonstrating it, unconscious bias can be
MORTGAGE ADVICE
challenging to combat or change without effective training or coaching. Training provides people with the knowledge, skills, and tools they need to recognise and mitigate their biases and those of the people who they work with. Here’s some top tips that you might like to consider in your workplace
Research implicit bias training which helps people understand how biases develop, how they impact decision-making and to how to recognise and address them.
Consider diversity and inclusion training in your workplace which emphasises the value of diversity and fosters a culture of inclusivity. Start at the top – teach your leaders and managers that their behaviour is noticed every single day, and they must lead by example and understand the flow on impact of their conscious and unconscious biases. Hold leaders accountable.
Assess your current culture in the workplace to identify areas where bias is prevalent. This might include surveys or focus groups to gather employee feedback.
Based on the assessment, consider developing a diversity and inclusion strategy which includes actionable steps to address bias and creates a more inclusive workplace.
Consider what policies you might need to create or review in the workplace that support your strategy and challenges bias in the workplace.
The problem of bias in the workplace is a complex one to solve but if we proactively unpack our own biases and those present in our workplace it can be a powerful first steps towards creating a more inclusive workplace where everyone feels comfortable and respected.
• Senga Allen is managing director of Everest People
Strategy is key as rates fall
By CLAIRE WILLIAMSON
Interest rates are now well and truly falling, and with yet another drop announced by the Reserve Bank this week, we’re getting more and more questions about how to make the most of this and what the best strategies heading forward really are.
At the moment borrowers are in an unprecedented position. In the next 12 months, more than 80 per cent of all loans will be re-fixed onto cheaper rates. That means that as rates continue to drop in 2025, borrowers will quickly be able to take advantage of the savings and start to make some longer-term decisions.
I’m always of the mind that falling rates are also an opportunity to re-assess an overall lending strategy, especially when it comes to paying off a loan faster, planning for future purchases, or setting up a structure that fits a changing family situation.
So, let’s talk about some ways you can move the needle.
Should you look at other banks?
When rates dip, many borrowers consider refinancing to secure a better deal with a new lender, alongside what is usually a cash incentive payment and in some cases, a more effective loan product. But, you need to look at the whole picture here - break fees, legal costs, and in some cases, valuation fees can all add up. Refinancing is a great option for many people, but you need to get good advice, first.
Use your savings wisely
While many of us have tightened our belts
over the last few years, we’re starting to come out the other side. But let’s not waste our hard work. Instead of simply absorbing these savings into your day-to-day expenses, think about putting it toward your financial goals. Could you increase your repayments to pay down your mortgage faster? Build a buffer for unexpected expenses? Or channel it into other investments to diversify your portfolio? Being really intentional with these savings will set you up for future wins. Be smart with additional borrowing With cheaper borrowing costs, it’s tempting to take on additional debt—perhaps for renovations, a new car, or consolidating existing debt. Think carefully about how these decisions will impact your long term plans. For instance, debt consolidation that mirrors an existing loan term whilst dropping an interest rate can save you money, but over-capitalising on a renovation may not.
In short, falling interest rates are an opportunity—not just to save money, but to strengthen your overall financial strategy. You might feel a sense of urgency, and with some of the fluctuations in rate terms in the past few weeks alone, people have made some snap decisions that may not serve their long term plan. Make sure any choices you make align with where you see yourself in five, 10, or 20 years.
And above all, stay calm and seek advice.
• Claire Williamson is a mortgage advisor for My Mortgage
A shared vision for dancing
The story of Dance Effects in Hamilton is not only a testament to the business acumen of three young women, writes Caroline Gill but also their ability to inspire generations of dancers.
Leona Lenore Robinson was only 16 in the mid-1990s when an injury prevented her from pursuing her competitive dance career.
However, her passion for dancing and passing that on, remained strong.
At the community’s request, she started a dance studio in her hometown of Rotorua.
Despite having no mentor, Leona put approximately 30 students through jazz exams “I was determined to do
a great job for the (dance) students,” she recalls. Leona moved to Hamilton to study primary teaching, entrusting her Rotorua students to a senior pupil. After graduating, she set up the Leona Lenore School of Dance.
This marked the beginning of what is now Dance Effects (DFX) and the journeys its three teenage entrepreneurial owners undertook to make DFX into Waikato’s largest dance school.
Leona, Louise ten Hove, and Emily Marama Te Ahuru have each combined their love for dance and added their own special touches to the business.
Under Leona the dance school grew steadily at night with classes in Ōhaupō, Glenview, Te Rapa and Beerescourt.
Initially focused on jazz, it expanded to include classical ballet, tap, and competition training.
“I was never just teaching dance; I was teaching
individuals. I wanted each of them to succeed and love what they do.”
In 2000 Leona sold DFX to Louise ten Hove, one of her students.
Louise had started dancing at seven years old when DFX was run in the Maeroa Hall and became a teacher at the school with her own classes by the time she was 16.
She vividly remembers getting the phone call from Leona asking her if she wanted to buy the business and lying in bed thinking: “Mum and Dad will never say yes.”
She convinced them she could with her passion for dance backed by her business acumen to succeed.
The school had 180 students, and through hard work and dedication, she grew DFX, moving from Beerescourt Hall to a new venue after nine years in Te Rapa - above Spotlight - where it expanded to 580 students.
Her commitment to nurturing young dancers and creating a community was clear as she put thousands of dancers through various exams.
By 2023, the torch was ready to be passed on again,
this time to Emily Marama Te Ahuru, 19, who had recently left high school and grew up in the dancing school.
As a competition dancer, Emily excelled and quickly transitioned into teaching, gaining a deep understanding of the business side of the school.
Ownership was a dream come true for Emily, though it came with its challenges.
“It was quite overwhelming, but I grabbed that opportunity with both hands and haven’t looked back.”
Emily is not only managing a large dance school - with three studios running at full capacity and more than 460 dancers – but is committed
to nurturing individual dancers and fostering a supportive environment.
Louise now teaches ballet at DFX.
As Emily completes her first year as owner, she reflects on the impact of Louise’s mentorship and the responsibility of continuing her legacy and Leona’s before that.
“We want our students to remember the friendships, the good vibes, and those moments when they mastered something they thought they couldn’t. That’s what makes this so rewarding.”
The story of Dance Effects is one of legacy, resilience, and a shared vision.
Louise ten Hove with a group of budding ballet dancers at the Dance Effects studio.
Emily Marama Te Ahuru
Leona Lenore Robinson
Give your ad unforgettable reach.
The beautiful ‘retail’ game
When Hamilton brothers Brooke and Darby Macdonald opened Soccer United Football Supplies in a diminutive Alexandra St store in November 2021, it was a relatively small punt, initially just to test the Christmas market, and barely registered on the wider retail scene. Hamilton blogger Grigor Griffin caught up with them three years on.
At the rate with which Soccer United lures in football-mad customers from all over the golden triangle like moths to a naked flame, it might soon rate alongside Hamilton Gardens as one of the province’s big tourist attractions.
Soccer United - now domiciled in the old Bridgestone Tyres building at 443 Anglesea St after starting out in 2021 in Alexandra St - is the largest specialist retail outlet of its type in the country.
set about building a business where their point of difference was having staff who are footballers, dripping with football knowledge.
“We wanted a store that was welcoming to football players,” Macdonald explained.
“While the big-box retailers have exploded over the last couple of decades, the customer service and level of expertise - or even just level of interest in the products they are sellinghas, in our opinion, been greatly reduced.
Watford beanies.
Of course it’s not perfect. They are a bit light on the Southampton souvenirs. The Saints won’t always be bottom of the table. And there might be a touch too much Liverpool stock for some of us.
But these are minor quibbles. The range is impressive. Down one row of hangers there even reside Zambia national team shirts. In kids’ sizes, with names on the back.
Its freshly renovated 400sqm premises including a spongy-turfed practice pitch for boot and equipment testing, a deeply specialist boot room, and shelves boasting New Zealand’s biggest range of football souvenirs.
“Basically, they buy in, sell and then it’s: ‘Next’. They don’t have a particular interest in the sport.
“We wanted to be a bit more receptive of customers’ needs when it comes to football because we have a
“Some stock will sit around for 8-9 months,” Macdonald reflected.
When the Macdonalds started their retailing journey they worked on the premise they knew what they knew - but also knew what they didn’t know, and were happy to take advice from those
It is an investment of hundreds of thousands of dollars.
Brothers Brooke and Darby Macdonald had no retail background when they took their leap of faith with Soccer United.
But they have previously built successful enterprises such as Research Motors and RFM Rentals, at the old Ruakura Research Centre, so were always well placed to make some astute signings, settle on an attacking formation and take their new outfit to the top of the table.
As a former player, football dad and a Liverpool fantragic, Brooke had found it difficult to find the right gear for his youngest daughter after the demise of Kahikatea Drive’s The Soccer Shop in 2020.
From that initial motivation, the Macdonalds
lot of people who are just new to the game.
“If you ask a question about a product, a team, or even techniques when we’re striking balls in the practice area, all our staff have a genuine interest in helping a customer out.
“And honestly, every third or fourth customer that comes in goes, ‘look, my son and my daughter have just started. What do I need? What do I have to do?’
“And we love that because then we can say, ‘this is what you start with, this is what ball you need.”
On the memorabilia side the store goes heavy on the likes of Messi and Ronaldo, as you would expect.
But for anyone looking for more deeply symbolic club souvenirs, on their shelves you can also find Tottenham Hotspur fluffy dice, an Arsenal wallet (empty) and
who did have expertise.
But today they have a much more precise idea of the market and the requirements for clubs, schools and individuals.
“More importantly, we’ve got an idea of brands of quality and what we can genuinely recommend to people based on our experience.
“So, it’s given us a belief that what we’re offering is actually not just selling something because it’s for sale. We’re selling it because we believe in it. That’s especially true with our training equipment and obviously certain boots as well.”
Meanwhile Soccer United also has a huge on-line presence.
“We need to be nationwide. You can’t have this investment and just be local. We do despatch quite
a bit of stuff to the South Island, which is pretty good, but we are trying to reach out to all the clubs because even though we’ve been blitzing social media for a couple of years, there are still people who have never heard of us.
“And the hard-case thing is, if you put ‘Soccer United’ into your search engine, they’ll come up with our website - but the very first question that people ask is, ‘Is Soccer United real?’
“Because people have been burnt so much by football stuff from around the world by ordering stuff from a New Zealand website - and it gets sent eight weeks later or doesn’t get sent at all.
“So, for the first couple of years, every second phone call we got was, ‘Are you guys actually in New Zealand?’. I’d answer the phone and they’d hear my accent and they’d go, ‘Oh, you sound like a Kiwi’.
“And when people turn up here - honestly, I get it every day with kids, especiallythey will walk in and go, ‘it’s fantastic’. We’re used to it now, but if I was 10 and I came in here, I wouldn’t want to leave.”
Mind you, as it is Brooke seldom leaves. His days start at 6am, at Research Motors and he commutes to Soccer United after 9am, then at 5pm returns to Ruakura to wrap up the day.
Older brother Darby does his shop hours at the weekends as part of a crew that includes four full-timers and five part-timers.
“Darby knows a lot of people and when they come in, he always has a good chat with the senior footballers. Half the time Darby’s fouled them on the pitch anyway, and they come in still with his stud marks.”
Soccer United’s shift to Anglesea St is their second major expansion, after initially spreading to a larger shop across the road in Alexandra St.
“We’d grown out of that space and the customer experience was quite poor because you had to drive around the block eight times to find a car park. At Anglesea St the car parks (back and front) are gold. It means the customer can park, come in, and take their time.”
There is only one other dedicated football shop
in New Zealand apart from Soccer United, which is Football Central in Wellington, which operates in quite a different market.
“Our market has now spread. We have customers who routinely will drive up from Taupo, across from the Bay, or come down from Auckland, which is great. And we’re trying to make that as accessible as possible.”
Establishing a commercial liaison with new A-league club Auckland FC has helped. A large banner outside the store advises that it is the Waikato headquarters for the Black Knights.
“We’ve been very, very fortunate that Auckland FC has done so well... We’ve had a very close commercial relationship with them and that’s been going from strength to strength as the team evolves.”
In a challenging retail climate, like Auckland FC, Soccer United is continuing to rack up hard-fought wins.
“There are times you have to take a deep breath, but we’re getting there. We are doing constant reviews but are hitting our financial targets.”
Soccer United proprietors and brothers Brooke and Darby Macdonald.
Photo: Mary Anne Gill
Staffer John Oakman with Lionel Messi, a fan favourite.
Is this NZ’s biggest range of football souvenirs?
How about this heat?
By PHIL MACKAY
I’m interrupting my series of columns on housing a successful society, to discuss, well, housing. And the weather.
This column was inspired by an off-hand comment made on a recent visit to our second office – aka Scotts Epicurean – about the hot, humid weather we’ve been having, and the wonderfully cool(er) courtyard space which remains one of Scotts’ best kept secrets.
If the February 2025 weather is a preview of what we can expect over the coming decades, we definitely need to be thinking differently about how we design and build houses.
This is a timely discussion, as the government is currently reviewing the insulation standards in our building code. Without going into detail, the proposed changes are mostly sensible suggestions which should receive broad support from the industry.
One reason for the review though, was the complaint that some new homes are actually overheating. That seems a fairly blinkered view of the problem, insulation itself doesn’t cause overheating. Rather, it’s poor design that allows excessive heat into a building, insulation just helps to keep it there.
In an international context, it is ridiculous to suggest that our insulation requirements in New Zealand are too high. Many other countries have more stringent requirements without any problem. Indeed, we can look overseas for examples of how to live with a warmer climate.
One common theme in many warmer parts of the world is the utilisation of passive
REGIONAL VIEW
ventilation to cool houses.
This is particularly visible in parts of the Middle East and India, where city skylines are dotted with ‘wind catchers’ or ‘wind towers’. These are vents which catch the prevailing wind to bring cooler air down into a building, while allowing warmer air to circulate up and out, typically through the opposite side of the same tower.
A similar approach which is easily implemented is to use opening skylights to create a ‘stack effect’, allowing warmer air to rise up and out of a house while cooler air enters from lower windows or vents.
Circling back to the garden courtyard at Scotts Epicurean, courtyard houses are also common in warm climates. Often a courtyard house will include a pool or fountain, which serve a practical as well as aesthetic purpose, the water helping to cool the air as it circulates through the space.
Rather than an extravagance, courtyards can be relatively small. The tsubo-niwa of Japan are small, quasi-indoor gardens that provide light and ventilation, bring nature into a house, and in some cases collect rainwater.
Courtyard houses also offer an opportunity to improve medium and higher density housing. Townhouses or low-rise apartments can be clustered around a central courtyard or atrium, creating semi-private green space and opportunity for social interaction as well as improving ventilation and moderating summer temperatures.
• Phil Mackay is Business Development Manager at Hamilton-based PAUA, Procuta Associates Urban + Architecture.
A lens on film
By TRACY HAMPTON
Waikato’s screen industry is experiencing a positive period of growth, proving that film is not just about entertainment - it’s an economic driver that fuels business, employment, and tourism.
With major productions choosing our region, a strong network of regional film offices working collaboratively, and increasing global interest in New Zealand as a filming destination, Waikato is solidifying itself as a key player in the screen sector.
Recent productions highlight this momentum. The highly anticipated Minecraft feature film was partially filmed in the Waikato, demonstrating the region’s ability to support large-scale international productions. Netflix’s Beyond Goodbye was filmed in Raglan to replicate Hawaii, reinforcing Waikato’s reputation on the global stage. Other major projects, including The Gone 2 in MatamataPiako, a confidential 20th-century feature film shot in Waitomo, and the Nobel Prize winning John Steinbeck classic ‘East of Eden’ being filmed in Thames, further showcase the versatility of our locations.
These productions don’t just put Waikato on the map; they create real economic impact.
Every production that comes to the region requires an ecosystem of businesses—from accommodation providers and caterers to transport operators and equipment hire companies.
Hamilton alone is home to 40% of the region’s screen workforce, with a growing demand for skilled crew and production services. Productions like Chief of War & Celebrity Treasure Island, filmed in ThamesCoromandel, are a prime example of how screen projects generate local spending, filling hotels and restaurants while promoting regional tourism.
At the forefront of this industry growth is Waikato Screen, the regional film office
HEALTH IN BUSINESS
dedicated to facilitating and attracting productions to our region. The role goes beyond securing locations—they actively connect international productions with local crew, service providers, and councils, ensuring a film-friendly experience.
Recent investment in our Crew Industry Directory has strengthened these connections, making it easier than ever for productions to source local expertise, reducing costs and keeping economic benefits within the region.
While the New Zealand Film Commission attracts major productions at a national level, regional film offices like Waikato Screen provide the local expertise, crew, and support that ensure these projects succeed on the ground.
Erin Griffiths, Waikato Screen’s Attraction and Facilitation Lead, was invited by the commission to Los Angeles last year to meet with leading producers and studios. The connections established from this visit will continue to strengthen Waikato’s presence in the international screen industry, opening doors for future collaborations and production opportunities in our region.
Beyond direct economic benefits, screen tourism is an increasingly important sector. Waikato Screen continues to strengthen connections with tourism agencies to maximise the economic potential of screen tourism, ensuring that productions filmed here translate into future regional growth.
As demand for content continues to rise, so does the opportunity for Waikato’s screen industry. With a dedicated film office, a thriving local workforce, and increasing global visibility, Waikato is poised to play an even greater role in New Zealand’s screen sector. The momentum is here, and we’re ready for what’s next.
• Tracy Hampton is Waikato Screen NZ Regional Film Office manager.
By LEONARD GARDNER
What do employees think? Changing the game for good
Finally, our city and region are having a serious discussion about water infrastructure, or in some cases, the lack of it.
It’s a discussion Hamilton, Waikato and Waipā councils have tried to have before. In 2016, they put a proposal on the table to form a combined water company, aimed at addressing critical issues of growth.
The proposal failed because of a lack of political will. Nearly a decade on, despite massive waters investment in the city, our three waters challenge has only got harder. Nationally and locally, politicians have finally called time. Successive governments have now accepted New Zealand has a massive water infrastructure problem. They’re forcing councils to come up with new models to provide water services in the future, that ratepayers can actually afford.
HCC and Waikato District Council are proposing to form a joint water company – a Council Controlled Operation – to build, maintain and operate three waters infrastructure across council boundaries. The CCO would be governed by independent directors, with the specialist skills needed to govern a company charged with investing multi-million dollars of public money in critical public infrastructure.
As a developer in Hamilton, bring it on. I’ll always be a passionate advocate for the city, but I’m frustrated. We need a step change in the way we manage waters if we are to succeed (not just in Hamilton). The status quo is failing us. More than anything, we need certainty. Developers need to know that, if we invest
here, the waters infrastructure will be in place in time to support that investment. You cannot build residential or commercial development when you cannot plug in water. Currently we must spend thousands of dollars on consultants to check there is enough capacity. We shouldn’t have to.
Developing is already a high-risk game and not having the right infrastructure in place, because the city or district can’t afford to fund it, amplifies those risks even further.
It is appealing to know we could be dealing with a specialist water company that has a clear mandate in place, and the scale it needs, to get on and do what needs to be done, faster.
As long as there is still accountability back to the public, I’d welcome not having to navigate an endless cycle of Annual Plans and Long-Term Plans. I’d also welcome a financial model, available to a CCO, which allows costs to be spread more fairly across generations. Right now, today’s ratepayers and developers are carrying too big a share of the burden.
I work closely with council staff and know many are frustrated and want change. A bigger company, with greater purchasing power and balance sheet capacity could change the game for the city, district and eventually the region.
It’s good to see elected councillors coming out strongly in support of what could be the key to unlocking sustainable, responsible growth. Let’s hope they follow through.
• Leonard Gardner is a major shareholder and director of Fosters
By DAZ BURNS
When your employees are at a BBQ on a Saturday afternoon with their friends and family, how are they talking about your workplace? Are they your biggest advocates?
We all want our people to thrive. A workplace where employees feel valued, engaged, and supported isn’t just good for them, it’s good for business. When wellbeing is embedded into the way we work, teams are more productive, retention improves, and businesses grow stronger.
Yet despite growing awareness and discussion, in general, from stats and conversations I’ve had with people around the motu, sadly, there has not been any significant positive shift in workplace wellbeing for our people in Aotearoa.
There is certainly awareness, but there is also a bit of ‘wellbeing washing’ - superficial initiatives masquerading as meaningful support - with quick fixes, like fruit bowls or monthly food trucks. While they might bring a moment of joy, they don’t address the deeper challenges people face at work every day.
The reality is, people are stressed, anxious, burnt out, and overwhelmed. We can’t afford to leave workplace wellbeing as something we’ll get to “when we have time.” If it matters, we need to make time.
So, if you’ve been waiting for the right time and you are reading this, take it as a sign that it’s time to step up, start critical conversations, and take intentional actions to
genuinely make a difference.
Move beyond surface-level initiatives: Let’s really dig into the root causes of why your team is stressed, anxious, lacking time or not relaxing and able to switch off. What barriers are stopping them from working in a way that feels healthy and sustainable?
Encourage actual work-life balance: Many workplaces say they support balance, but employees still feel pressured to be ‘always on.’ If leaders send emails late at night, book back-to-back meetings, or don’t take breaks throughout the day, then the culture isn’t truly supporting well-being.
Flexibility isn’t just about working from home: It’s about allowing people to work in ways that suit them while still meeting business needs. That might mean adjusting start times, offering results-focused work instead of rigid time-based measures, or simply encouraging people to step away from their desks when they need a breather. The goal is to have a workplace that doesn’t just function, it thrives. Have a look at a day in the life of one of your team members, their environment, workload, pace, expectations, and connections, and you will quickly find a few easy wins and a few major projects to work on with a longer-term view.
• Daz Burns is the Founder of The Good Day Matrix, a Waikato-based organisation focused on long-term wellbeing for every workplace and every business in New Zealand.
Swapping software for trees
Ian Brennan wants to develop a sustainable eco system which can tolerate harvesting, writes Chris Gardner.
Ian Brennan is proud to call himself a “tree pervert”. Brennan has spent 18 years planting continuous cover native forestry on his Te Miro hill country farm after he witnessed the impact of soil erosion first hand.
“A big lump of earth came tumbling down past me,” he told fellow farmers at a field day held earlier on his Maungakawa Road property near Cambridge
“I thought, have we bought a lemon?”
Brennan swapped a 22-year career in software development for farming in December 2005.
“I just wanted my working life to be something I enjoyed,” he says.
Since then, Brennan has planted about 90,000 native trees in about 38 hectares on the 85 hectares farm he owns with his wife Equine Energetics owner Trisha Wren. His first thought, after seeing soil erosion in action, was to begin planting parts of the farm out in natives. He turned to kauri, kahikatea, rimu and totara. But where should he stop?
“I have just said anything that’s too steep to drive on can go back to forestry,” he says. “I will just farm what’s left.”
Farm, as in use what’s left for grazing a couple of hundred cattle.
“I went and bought some budget plants. Half of them died including kauri.”
There’s been plenty of trial and error, with Brennan constantly reviewing what species to plant where.
“I replaced the kauri with totara … if I was to start again I would just plant totara.
“If you just want to plant bush, a nursery crop is a good idea.”
It’s a solitary job. His days consist of
either planting new trees or pruning the forest.
“I listen to podcasts all day, or I get into the groove.”
He enjoys The Great Simplification exploring “the systems science underpinning the human predicament” with Nate Hagens, 1980s music and Taylor Swift.
Of the 38 ha of mostly steep gullies planted on the farm, 33 have been planted since 2016.
“We hit our stride with planting at a time when Waikato Regional Council, Waikato River Authority and Trees That Count all had funding available but there was a dearth of landowners looking to plant permanent forests - especially native forest.
“We are planting entire gullies for catchment protection.”
The farm has six streams flowing into the Waikato catchment and one into Piako.
“Our point of difference is that we are planting all the main native timber species and managing them silvi culturally to create a high-quality timber resource for future generations.”
Totara dominates planting with splashes of rimu, kauri, kahikatea, puriri, tanekaha, matai, rewarewa and taraire. In recent years Brennan has used manuka and kanuka almost exclusively as nurse species to shade and protect the main crop.
“In the early years we used a wide variety of colonisers as nurse crop including tarata, kohuhu, karamu, lacebark, five finger, ribbonwood and wineberry. We found all of these species are too vigorous and quickly overtop the totara, stunting the tree and damaging the growing tips, making them sprout multiple leaders. This requires more
silvicultural intervention, specifically form pruning to remove duplicate leaders in order to produce a single, straight log.”
Totara will be a timber resource for future generations without a nurse crop as he has found they require a lot of maintenance after five or six years.
“I find totara planted on its own, just like any other forestry species, is the best option. This is likely to be the case also with kauri and rewarewa. Puriri and tanekaha definitely benefit from being planted among an established nurse crop. The jury is still out on the other species with regard to using a nurse. If you simply want to plant a block of bush, then nurse crops are a potentially cost-effective way to get early canopy closure and thereby foreshorten the period during which you will need to walk through the planting and spray woody weeds like blackberry and inkweed,” he says.
“New Zealanders have got this idea that every native tree is sacred, but the forest is the eco-system.
“As far as I know, we are the first people in New Zealand that has a covenant that allows harvest of a percentage of the trees.”
But Brennan’s goal is to grow a crop that can be sustainably harvested.
“Nobody has all the answers,” he says. “There are no right answers to any of this. We are still in the experimental stage on a lot of things.”
Brennan relies on the hunter community to keep the fallow deer population down and forest damage to a minimum.
“My wife is a vegetarian, and I am a de facto vegetarian, and I have never been a hunter.”
Brennan is playing the long game.
He realises that he will never benefit from the harvest, neither will whoever he sells his farm to when the times comes.
“I don’t have to do it all,” he says.
“The forest will continue to grow for hundreds of years. “The next person can do some, if they want to be a tree pervert like me.”
WAIKATO AUTOMOTIVE
WAIKATO AUTOMOTIVE DIRECTORY
Te Rapa Tyres – where the rubber meets the road
Whenever we’re inclined to just pop down to the shops or we’re in it for the long haul, the Te Rapa Tyre Centre team can ensure our tyres won’t hold us back or drive us crazy, as owner, Aaron Stevens, reveals. Some of the hardest working parts of any vehicle, tyres can prove costly if they’re not pulling their weight. By using the right tyre for any given vehicle we can help reduce running costs and expensive downtime.
Conveniently located at 718 Te Rapa Road, our team can repair or replace tyres for all sizes (new or used, from some of the best brands available) for
everything from ride-on mowers and cars to trucks, trailers, tractors and more.
Repairs (including vulcanising) and tyre replacements can often be undertaken with a quick pit stop, we also provide wheel alignments and tyre rotation, whatever it takes to get your vehicle back on the road. We’ve become tyre specialists of choice to logistics companies and dealerships as well as many other motorists due to the speed and efficiency of our team and the quality of our work. Call us 07 849 5788 or visit www.terapatyres.co.nz for details.
Left to right – Tony, Damian, Aaron, Lee, Beau.
Ian Brennan at a recent field day on his Te Miro farm.
Talking finance were, from left Subu Subramanian, Yogesh Mathkar, Jimson George Poruthukkaran, Jason Bartle and Graham Bunt.
Schmoosing in the 19th – Tīeke Golf Estate and Kerr and Ladbrook hosted the first Waikato Chamber of Commerce Business After Four (BA4) last month with the chamber having to enforce a waiting list because of its popularity. The course, named after the North Island saddleback, is established on the site of the old Lochiel Golf Club redeveloped after 2018 when Lochiel and Narrows formed Riverside Golf Club. New Zealand Transport Authority needed the Narrows course for Southern Links and the $20 million paid for that was invested into Tīeke.
Photos: Mary Anne Gill
A round of golf at Tīeke Golf Estate often comes with star watching. All Blacks and Chiefs midfielder Anton Lienert-Brown photo bombed this shot of, from left: Sharon Davies, John Sabini, Kim Edwards and Steve Davies relaxing in the outdoor bar after the midweek competition.
Networking, from left: Alanah Eagle Bridgette Ballie-Smith, Silke Deul and Tracey Olivier.
Getting to know you were, from left: Welan Rorimpandey, Heather Connelly, Dellyn Mortleman and Ash Vadam.
Waikato Regional Property Trust chairman Ross Hargood adds his and other names to the 600kg beam during the signing of the steel ceremony at the Waikato Regional Theatre site. The beam was lifted into place with 30 signatures followed by a barbecue for the workers on site.
Photo: Supplied
Tracey Wood has joined Waikato-Bay of Plenty Cancer Society to focus on campaigns and engagement. She was previously at Hamilton City Council.
Brad Olsen, the chief executive and principal economist at Infometrics, spoke about Economy shifting gears in 2025 – the outlook for Waikato and Waipā at a Waikato Chamber of Commerce and Waipā District Council event at Mystery Creek last month. Watching on is chamber chief executive Kelly Bouzaid.
Photo: Mary Anne Gill
Olive Utiera, centre, Beattie Home general manager and project manager for the new $5 million extension in Ōtorohanga, flanked by Beattie Community Trust chairperson Andra Neeley and vicechair Stuart Gower. Land has been secured and the drafting of concept plans started.
Photo: Viv Posselt
Hill Labs managing director Jonno Hill, second left, says the Hamilton company strengthened its food safety and drinking water compliance services by buying Canterbury-based companies Food and Health Standards and Auditing Solutions, founded by Ian and Gail Shaw, right, in partnership with experienced auditor and business leader Sam Brooks, left.
Out and about…
Te Haa o te Whenua o Kirikiriroa, played a key role in the co-design of the new regional renal facility at Waikato Hospital and gifted the name Te Pureoranga. The name reflects the purpose of the renal services: helping patients and their whānau access life-saving care, with the aspiration of achieving purification and restoration of physical and spiritual wellbeing. After the opening, from left: acting director of Cancer and Chronic Conditions Gabby Reynolds, head of Renal Kannaiyan Rabindranath, group director Operations Hospital and Specialist Services Michelle Sutherland, Stephanie Doe Operations group director, executive director Health NZ Reset Programme Chris Lowry, chief of Tikanga, Hauora Māori Services Mahaki Albert, medical director Cancer, Chronic Conditions and Radiology Andrew Henderson and charge nurse manager Renal Nicky Hagan. Photo: Supplied.
The Good Day Matrix, a Waikato-based wellbeing and leadership organisation, hosted the Mahi on the Awa event last month which encouraged everyone to make the most of Hamilton’s outdoor spaces and against the backdrop of the Waikato River, combine work with fresh air and connection. Sponsors were, from left: Oliver Russell and Marcus Daws (Connect Health), Nathan Handcock (Laser Electrical Hamilton West), Vanessa Williams (Love the Centre), Brooke Hayde (O-Studio), Natalie McKeany (Soda Inc), Daz Burns (The Good Day Matrix), Danielle Quigg (Waikato Chamber of Commerce), Cameron Quertier (Elemental Coaching), Rheanna Kingma (Brainchild), Vicky Redwood (Love the Centre), Nate Alley (Sentinel Homes), Tracey Wood (Cancer Society), Prakash Siva (Mexico), Kereama Clarke (Creative Waikato). Photo: Supplied.
Cambridge couple Paul and Jane Menneer with the certificate they received from the International Taste Institute for their Pepler’s Black Raspberry vinaigrette. Pepler’s has been crafting small-batch, flavourpacked condiments for 40 years in Te Kauwhata. The vinaigrette is one of their signature products, transforming everyday salads into extraordinary culinary experiences.
and
Cancer Research Trust Research nurses Hina Pokaia and Jenni Scarlett, received Otto the koala in recognition of enrolling the first New Zealand patient in the international OPTIMA trial (Optimal Personalised Treatment of early-stage breast cancer using Multi-parameter Analysis). This major clinical trial will investigate how a specialised gene test (Prosigna assay) can help oncologists make more precise chemotherapy decisions for those diagnosed with a certain type of breast cancer.
Supplied
Harnessing creative leadership – In the midst of the Hamilton Arts Festival Toi Ora Ki Kirikiriroa, The University of Waikato Alumni and Friends, in collaboration with the Waikato Chamber of Commerce, took to the stage to discover the value of harnessing creative leadership in business and the lessons that can be learned from engaging your left brain
Nancy Caiger and Stuart Anderson.
Leanne Jack (H3), David Hallet (Company X), Melissa Williams (H3)
Panelists, from left: Kelvyn Eglinton (Craigs Investment), Jeremy Mayall (Creative Waikato), Janet Carson (Hamilton City Council), Nick Agar (University of Waikato). Photos: Supplied.
Breast
Photo:
LEFT: Raji Mohammad, 19, moved to Hamilton from Jordan in 2023 and came into contact with the Settlement Centre Waikato. Through the centre, he found a place to live, got budgeting advice, completed a water safety course
enrolled in a barber school. Now he wants to help other newcomers to Hamilton under Immigration New Zealand’s Welcoming Communities Te Waharoa ki ngaa Hapori programme.
Photo: Hamilton City Council.
Fosters quickly grasped what we wanted to achieve and gave excellent advice on how best to work within our budget.
Daryl Joyce, CEO, RML
RML recently moved into new purpose-built premises at Te Rapa Gateway. The two-storey office and warehouse, with specialised spaces for manufacturing, testing and research, was built to accommodate the needs of the growing robotics business for at least the next 15 years.
For RML CEO Daryl Joyce, the decision to partner with Chalmers Properties and Fosters on the design-build and fitout was the right one.
“We’re very thankful we had Chalmers and Fosters alongside us” he said. “Partnering with them wasn’t a decision we made lightly, we started out with three options. It was (Chalmers Properties CEO) David Chafer’s faith in Fosters’ ability to understand and deliver on our requirements that was the deciding factor.”
Whilst the building was architecturally designed, Daryl notes that RML defaulted to Fosters on buildability.
“Fosters quickly grasped what we wanted to achieve and gave excellent
advice on how best to work within our budget,” said Daryl.
“They are a very professional organisation; their systems and processes exceptional; their team accommodating and readily available. And they were always conscious of time, which was important to us.”
The project timeframe was 15 months from concept to completion, including design, consent, construction, and compliance.
Fosters delivered ahead of time, which was impressive” he added.
“We appreciate time can slip away, affecting a team’s ability to deliver on programme. Not this time; being on time for our own delivery was great.
“The value of working with Fosters is they have the best contacts and deliver a great project. We couldn’t fault them.
“Looking to exceed expectations, they never lacked in delivery, which aligned well with our own values. I would certainly work with them again.”
