Canterbury Today Issue 102

Issue 102 | June/July 2010

Rubbish to riches The rise and rise of Sebastian Stapleton, creator of Mastagard and arguably the nation’s hottest young entrepreneur Smart Selling

Agribusiness

Tools and tactics to get cash registers ringing

Irrigation is still the number#1 regional growth issue

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State of default The rising rate of loan payment failure

News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 0113-8340

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Canterbury Today | June/July 2010 | 3

Issue 102 | June/July 2010

Rubbish to riches

WIN AN HP NOTEBOOK WITH WAREHOUSE STATIONERY WORTH $1499

WIN ONE OF TWO 12 MONTH FULL MEMBERSHIPS AT CONTOURS FERRYMEAD.

The rise and rise of Sebastian Stapleton, creator of Mastagard and arguably the nation’s hottest young entrepreneur

Win a $1,000 Flight Centre Travel Voucher.

Smart Selling

Agribusiness

State of default

Tools and tactics to get cash registers ringing

Irrigation is still the number#1 regional growth issue

The rising rate of loan payment failure

News | Initiatives | Interviews | Personalities | Information | Success | Profiles | Finance | Property | Sustainability | Export | Transport | Retail | Solutions | ISSN 0113-8340

Canterbury Today

Issue 102

16,980 ABC circulation as at 31/12/09

Head office Academy House 818 Colombo Street PO Box 1879 Christchurch managing director Gary Collins

admin manager

18

26

Are you ready for the rebound?

State of default

Cover story

Smart selling

The rising rate of loan payment failure

The Sebastian Stapleton story — how a 16-year-old with a truck created one of New Zealand’s largest privately owned waste companies in a decade

If people aren’t buying, you’re not earning! We look at advertising’s role, the danger of discounting, performance pay and more

32

newsroom Jonathon Taylor Sandy Galland Marie Sherry Melinda Collins Kate Pierson Bridget Gourlay

editor

Phone: 03 961 5050 Fax: 0800 555 054 Email: editor@academy.net.nz

Irrigation is the No.1 regional growth issue, hand-in-hand with the dairy industry

Smart selling

Business Features

6 Talent wars what a rising economy means for the job market

26 Making effective messages don’t confuse advertising for marketing

7 Selling to Uncle Sam clean and green might sell holiday spots, but it is a less compelling currency for US consumers

26 Marketing’s future where is the sales pitch heading?

35 Agribusiness in action Dairy Holdings, Fonterra, Environmental & Civil Solutions, Barrhill Chertsey Irrigation Joint Venture, Tyco Flow, Irrigation NZ, WaterForce, Norwood Christchurch, Airborne Honey, Arbor-tek, Wide Span Sheds, Hurunui Water Project and Rooney Earthmoving

11 ’Fess up to your mess-ups mistakes are often a prerequisite for success

20 Products 4U iPhone applications with attitude

assistants

designers

Phone: 03 961 5050 Fax: 0800 555 054 Email: production@academy.net.nz Knowledge for growing business since 1985

Disclaimer: This publication is provided on the basis that A-Mark Publishing is not responsible for the results of any actions taken on the basis of information in these articles, nor for any error or omission from these articles and that the firm is not hereby engaged in rendering advice or services.

A-Mark Publishing expressly disclaim all and any liability and responsibility to any person in respect of anything and of the consequences of anything done, or omitted to be done, by any such a person in reliance, whether wholly or partially upon the whole or any part of the contents of this publication.

Advertising feature articles are classified as advertising content and as such, information contained in them is subject to the Advertising Standards Authority Codes of Practice.

Contents Copyright 2010 by A-Mark Publishing (NZ) Ltd. All rights reserved. No article or advertisement may be reproduced without written permission.

www.academy.net.nz 4 | Canterbury Today | June/July 2010

The global car industry may be returning to profit, but it’s hardly back to business as usual

News

15 Taking green business seriously making sustainable business practices profitable

manager

79

Motoring’s new world order

Agribusiness

sales & advertising Robert Cochrane sales executives Steve Dando Jane Watson Jared Cox Janet Campbell Grant Williams Paul James Graeme Tall Russell Donald

production Fleur Hall Carolynne Brown Hannah Walters Samara Thomson Camilla Josephs Melanie Stanbury CJ McKay Hayley Brocket Ryan Carter Ian Knott Kirsty Opie

12

How to ensure you capitalise on a recovering economy

General manager Rebecca Harris administration Tracy Yellowlees Kylie Moore Shontelle Alexander Kelly Clarke Rebecca McQueen Angela Barltrop Kimberley Wells

9

27 Paying for performance performance pay can be a double-edged sword 27 Show and tell trade shows are easy to attend, but how do you avoid getting lost in the crowd?

28 Discount dangers price slashing isn’t always the answer

Viewpoints

32 Behave or Beehive is it time for the government to regulate the dairy industry?

22 Sales why sales staff can break a business

33 Central plains water irrigating the Canterbury Plains from the Waimakariri and Rakaia rivers gets the go for flow

23 Management creating a positive work environment and fast-tracking growth

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66 Property and construction Stufkens + Chambers Architecture, Fix-it Building Services, Arnold Jenson and HRS Construction 76 Transport and Motoring Holland’s Suzuki

Agribusiness

Winning ways…

56 Focus Bealey’s Speights Ale House, Mineral West Coast Trust, Klondyke Fresh, Spy Valley Wines, General Vending and Pulzar FM

80 Solutions Hurrell Holdings 82 Business development Twinneedle and CCC Target Sustainability Services 84 Goods and Services Canterbury Christian Funeral Services

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Canterbury Today congratulates Scott Willman, winner of a set of golf clubs, Nic Eason, winner of a mountain bike and Marcel Verweij, winner of a round of golf at Terrace Downs.

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Canterbury Today | June/July 2010 | 5

News

Talent

wars

By Melinda Collins

The war for talent refers to an increasingly competitive landscape for recruiting and retaining talented employees — a job seeker’s market.

But with an economy slowly but surely improving, is this game, set and match for the war for talent?

Logically, it makes sense; part and parcel of a recession are cutbacks, redundancies and a glut of people on the job market — an employer’s market, right? Unfortunately not, recruitment specialist Hays managing director Jason Walker says. In today’s competitive, knowledgebased world, the calibre of a company’s talent increasingly determines success in the marketplace. At the same time, attracting quality talent is becoming more difficult as demand for skilled people outstrips supply.

So, the war for talent isn’t over, it is merely the nature of the battle that has changed.

But how can New Zealand businesses expect to battle for talent, and win? “A company needs a coherent, consistent and sustained programme to make sure they enjoy successful attraction and retention, particularly for key individuals who add the greatest amount of value to your organisation,” Walker says.

And retention starts with great recruitment, he says. “Clearly identify, by benchmarking great

Mind games

By Sandy Galland

Take a moment; picture a bright yellow, firm-skinned lemon sitting in front of you.

The green leaf fresh from the tree is still attached. Imagine holding that lemon, feeling its weight. Now you are cutting it in half; juice is squirting from it. The smell is pungent, fresh, invigorating. Now imagine placing your tongue on the cut half, feeling the acidity of the juice bringing your taste buds alive. Even if you’re not salivating yet, it’s only a matter of time if you continue to think about the lemon!

While your conscious self is very aware the lemon is fictitious, by focusing on it — thinking about it — to your unconscious mind the lemon is as good as real.

Take this same simple process and apply it to the goals in your life, be they professional or personal and they can become a reality.

This is the message from internationally acclaimed trainer and coach Mike Catton.

“When the channels between the conscious and unconscious mind are opened, the journey from thought to action becomes short and precise. How we think immediately changes the way in which we perform,” Catton says.

He is one of the directors of the newly formed Christchurch based Valde Training Group, which is delivering a series of award winning tools in its professional and personal development training courses. “When you begin to see your goal as if it has already happened, you will achieve success.”

performers, what makes someone successful in your organisation. Make sure the individual fits this criteria and in the recruitment process include an assessment of the individual’s values and motivators to ensure they align with the company or team’s goals.”

Then train them well. “Do you ensure that the people in your business have everything they need to do their jobs well?”

Part of this is clearly communicating your expectations. “Ensure employees know what your company stands for — in other words, its culture and values — as well as what is expected of them in terms of technical output and behaviour.”

Walker says employers of choice have solid performance management methodology, such as a regular appraisal system that is user friendly and which managers are committed to. “Formal performance feedback is critical and an excellent opportunity to ensure talent is engaged.”

Also ensure the availability of career development. “Not everyone is interested in career development, but top talent always is. It can be difficult for small organisations to offer opportunities, but career development is not restricted to promotion. Can you offer additional responsibility? Supervising other employees?

Coaching and training others? Managing projects? Chairing meetings?”

Front line managers are the key to retention, he says; they are at the coalface. “How good are your managers at motivating and inspiring their

team members? At managing performance, good and bad? At setting useful goals? Providing useful performance feedback? What does your organisation do to develop its managers?”

Ensure employees have a feeling of inclusion and are empowered to make decisions.

“Allowing people to be part of the decision making process, particularly in relation to decisions that affect their jobs and the overall direction of the company when possible, engages them with your business.”

Well developed reward and recognition programs can be used as part of a successful retention program, as long as there is a fair and equal system of processes for rewards.

“In a recent survey we found that employees prefer financial or a combination of financial and non-financial rewards over straight non-cash benefits. The way in which staff are rewarded for hard work or successful results, or even as part of a salary package, is at the heart of the employment relationship.”

There are other ways to offer an attractive package than salary. “Not all organisations can offer a competitive salary. If you can’t, you should try to offer an attractive benefits package, which could include flexible hours, weekly or monthly office lunches, life or health insurance, sports events and a work/life balance.”

And lastly, recognise and praise individuality.

“Everyone is unique. Recognise and utilise the unique talents of each staff member.”

‘The unconscious mind cannot separate reality from that which is not real.’

While the group is new, Catton and Amanda Mortimer, the chief trainers, are both worldclass professionals who have spent many years studying, researching, developing and delivering the material the group delivers.

The signature course, Seize The Day, is packed with tools and information to empower you to take control of your day so you feel motivated and can see results. “The course is about seizing the copious resources you already possess and channeling them effectively to deliver amazing results.”

Simplicity is the key, says the Valde Training Group’s promoter, Karen Hamilton of 360 Degree Events. “While the content is unique and award wining, it is delivered in a real way and in a simple format people can take and use in their lives. There is integrity in everything the group does,” she adds.

As a taster for this course, Catton and the team offer a free 45-minute goal setting workshop. While short and sharp, it provides

a space where participants can begin to clarify goals which are important to them.

material delivered during courses, it offers a 200 percent money back guarantee.

During this short session, Catton takes participants on a step-by-step journey, allowing them the space and means to focus on what is important in their own life.

Introducing you to the six languages of the brain, he shows you how to begin the simple process of re-programming your mind to achieve the results you want in life.

“What really sets us apart, is that once you have done the signature course, we offer free follow up focus groups and on-going support. This is part of our commitment to everyone who joins us on the courses. It’s about results and success,” Hamilton adds.

While free and only 45 minutes long, the passion of the Valde Training Group’s trainers is obvious and the content simple, real and relevant. The group is so confident with the

Courses are run in Auckland, Wellington, Christchurch and Queenstown, as well as being hosted internationally in London and Portugal in 2011. www.ValdeTrainingGroup.co.nz

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90 days…

and counting

By Bridget Gourlay

Barely a year has passed since the controversial 90 day employee trial period was enacted — and government is already floating extension suggestions.

National campaigned on changing the Employment Act so that businesses with fewer than 19 staff could fire someone after three months. The legislation came into effect in March 2009 with protections remaining for sexual and racial discrimination.

The move was fought by unions and the opposition who claimed employees could be fired without warning and reason — and that the system was open for abuse. Now the suggestion is being floated in a grievance procedure discussion document that the trial period could be extended.

So why extend it?

Because hiring the wrong person can be seriously expensive. If a small business hires an unsuitable staff member it can be potentially disastrous.

Research conducted by the Department of Labour in 2007 found the median direct cost to SME employers involved in employment relationship problems was between $3000 and $4000. This includes payouts to employees, legal representation and advice, investigation costs and replacement staff, but not lost wages.

Employers with fewer than 20 staff make up 97 percent of New Zealand businesses, accounting for three in 10 workers. Research in 2007 found the incidence of cases per 100 workers was higher in these companies than larger ones.

Selling to Uncle Sam

By Melinda Collins

For the past 10 years, Tourism New Zealand has marketed New Zealand under the ‘100% Pure New Zealand’ banner. Everything the organisation does internationally — advertising, PR, online communication, travel trade and events — carries the 100% Pure message.

The essence of our predominant tourism campaign is a clean and green country and we pump millions of dollars into this every single year. It’s what we’re known for — at least on the bank statements of Tourism New Zealand. If the Government and its agencies purport this image to be our selling point, who are we to argue?

So, when businesses get on the exporting bandwagon, assuming this eco-image is the way to go, it can be a fatal mistake — especially if you’re looking stateside.

Kiwi companies looking to sell their wares in the US are being advised to tone down the clean green headlines in favour of quality and local craftmanship. ‘Clean and green’ might work wonders when it comes to selling holdiay spots, but is a less compelling currency when it comes to business.

Research conducted by the Seattle-based Hartman Group for New Zealand Trade and

News

Enterprise (NZTE), shows Americans only possess an entry level understanding of sustainability and are not familiar with terms such as ‘food miles’ or ‘traceability’.

Other than a small, but growing, core of eco-aware consumers, most US consumers do not equate sustainability to concern for the planet, NZTE international market manager, Americas, Alison Foreshaw says.

“NZ businesses can use this information to inform strategies for effectively targeting key US market segments,” she says. “It will help companies to leverage existing product and company attributes, many which relate to sustainability, to meet American consumer priorities within specific product categories, optimising communications, branding, and business development activities, etcetera.”

The research, which focused on consumer products, especially food and beverage, interiors and apparel, has identified quality as an overriding purchase factor for most US consumers. “It is about helping NZ businesses understand the importance of quality and the factors regarded as ‘quality indicators’ to the US market and how important it is for those selling quality products to communicate values like purity, freshness and safety.”

While urging us to flag clean and green, the good news for New Zealand is the characteristics of quality are startingly similar as the mentioned values. “Fresh is an uber-

symbol of quality and sustainability,” the report says.

While Americans do not spend time thinking about where their products come from, the research says they do notice if they’re made in mass-producing markets. “Frequently, products perceived as high quality in the US are the opposite to stereotypes of typical ‘factory’ production. The research has shown that NZ is perceived to be clean and pure, with very strict environmental regulations and no over-exploitation of resources, not a mass-producing, over-industrialised country,” Foreshaw says.

“This is an important link for producers of quality New Zealand product to be aware of.

The research supports NZTE’s work to help companies understand US market drivers around sustainability, quality and priorities for consumer product purchases.”

Current perceptions are in NZ’s favour, Foreshaw says. “Current US consumer knowledge of NZ is limited, but perception is overwhelmingly positive. It’s perceived as a progressive country and producer of pure, safe, fresh products.

“Many positive perceptions of New Zealand relate to sustainability, for example respect for the natural environment, kind treatment of animals and people, and pastoral farming practices. Such perceptions contribute to positive views on NZ consumer products.”

The discussion document says these employers often lack the resources to deal with employment procedures and suggests extending the 90 day trial to deal with the issue.

Labour Minister Kate Wilkinson says the Government is simply seeking feedback. At the time of the law change, she said the law would actually benefit employees.

“The new legislation will be a real boost for people on the margins of the workforce who simply need an employer to give them a chance in a new job,” Wilkinson says.

So why not extend this trial period?

Because being on trial for an extended period of time is tough on employees, financially and emotionally.

Employees on trial cannot afford to make major financial decisions until they have job security.

This means they certainly cannot buy a house, or may even worry about planning a holiday, putting down the bond on a flat or deciding whether or not to contribute two or four percent into KiwiSaver.

The pressure and stress of possibly losing their new job might cause on-trial employees to feel uncomfortable in the workplace. Making friends, attending staff social functions and staying focused on the job is tough on employees who have to bear in mind that they could be fired without reason and need to keep an eye on the job market.

The Engineering, Printing and Manufacturing Union (EPMU) says it will co-operate with the review, but will fight any attempts to lengthen the trial process. “The ability to take away someone’s economic livelihood is a huge amount of power,” EPMU national secretary Andrew Little says.

“It’s a basic democratic right that employees have access to natural justice.”

The discussion document is closed for consultation and will be released later this year.

Small Trolley $ 150 Large Trolley $195 Large trolley 87 x 100 x 50cm Small trolley 80 x 75 x 44 cm Extras: Side bucket small $15, Large $25 (when ordered with trolley) Prices include GST and freight

Order Hotline 0800 477 624 www.specialistcleaningsupplies.co.nz Canterbury Today | June/July 2010 | 7

Getting the groundwork right 1

Groundwork 2003 Limited is a specialist concrete placement company offering a huge range of skills and expertise to its commercial and domestic customers throughout Canterbury.

Groundwork was formed by director Rick Bolton in 2003 and today employs 10 staff from its Shands Road, Christchurch, premises. It offers a comprehensive range of concrete, exposed aggregate and asphalt work, including house floors, driveways, outdoor service areas, kerbing and channel work.

“We do all hard surfaces and we travel from Akaroa to the West Coast,” Bolton says.

“Most of our work is domestic although we do a small amount of commercial work. We try to work around the clients and fit in with large contractors when necessary, so it’s more personal for the customer.”

Specialty driveway construction Building concrete driveways is the main part of Groundwork 2003’s work and is an area where the company’s expertise shines. “We provide a comprehensive service to meet all your driveway and outdoor service needs,” Bolton says.

“We’re top in our field in all aspects of concrete, exposed aggregate, asphalt, kerb and channel work and driveways.”

2

Groundwork 2003 lays all types of driveways, from basic concrete models through to elaborate designer driveways that have featured in prominent home design magazines.

Several houses the company has done the driveways for have won awards, including a Metzger Builders house that won an award in the New Zealand House of the Year awards - two years running.

3

Groundwork 2003 has poured a lot of driveways in Christchurch’s many subdivisions. It has recently completed the entrance and pathways for the Dudley Pool in Rangiora and is currently working on a large retirement village at Russley.

Concrete is one of the oldest and most widely used construction materials, and has many inherent qualities which can benefit designers, architects, engineers, and most importantly, the end user.

Building in concrete provides an extraordinary range of applications and surface finishes, providing the opportunity for architectural expression to go hand in hand with structural integrity. This single medium can be used inside and out, for residential and commercial buildings, and in modern and contemporary designs.

4

Focus on service Groundwork 2003 can work in conjunction with the client’s architect and landscaper or can work directly off plans. Staff also provide clients with free design advice.

The company focuses on giving clients real value; quality products, high standards of service and workmanship, and an aesthetic and durable end result.

Groundwork makes a point of having strong working relationships with customers and subcontractors, who appreciate the company’s high standards and innovative ideas. Groundwork has worked on a number of quality showhomes around Christchurch, including Orange Show Homes in Linden Grove and Rolleston, the GJ Gardner South showhome in Rolleston, and GJ Gardner North’s showhome in Belfast.

Rick Bolton says his business is doing great, despite the economic recession.

“We’re absolutely flat out – the recession didn’t seem to affect us too much. I don’t want to get any bigger though because you can lose control of what you do and lose quality of work as well,” he says.

“I like to give customers advice and be honest about the job. We can give them full design advice right through to landscaping if they want, as well as advise them on practicality and looks.

“We get a lot of our work because we’re straight up. We tell them what can be done and what should be done – we don’t beat around the bush.”

High-quality machinery and staff Groundwork 2003 operates a range of quality machinery, including two diggers, two trucks, five vans and several utes. All staff are fully trained in health and safety, traffic management, first aid and site safety.

Rick Bolton has more than 20 years’ building and construction experience, including all aspects of road construction, heavy roading and drain laying.

He says Groundwork staff are chosen because they’re the best in their field and are skilled, experienced and able to work to the company’s high standards.

Bolton oversees 10 staff divided into Groundwork’s specialist crews, which involve an excavation crew, placing crew, cutting crew and sealing crew.

“I’ve been doing this type of work for 20 years,” he says.

“I did a carpenter’s apprenticeship and then worked in roadway construction before getting into concrete placing.”

Groundwork 2003 Limited PO Box 70, Lincoln, Christchurch 7640 T (0800) URDRIVE M (027) 278 4039 E groundwork@orcon.net.nz www.groundwork.net.nz

Pic1 – We provide a comprehensive concrete placement service • Pic2 – Groundwork 2003 specialises in concrete placement.

Pic3 – Groundwork 2003 can transform your outdoor living space • Pic4 – The company can lay any type of concrete service.

8 | Canterbury Today | June/July 2010

News

Are you ready for the

rebound?

By Melinda Collins

Before the economic crisis, strained cashflow, poor customer service and a lack of essential business skills were shrouded by the blanket of consumerism.

Business was booming, so we assumed all was well.

How very wrong we were.

When the credit crunch hit, even flourishing companies got a rude awakening. Consumer belts tightened and flaws in business operating models were more than just exposed; they’d become liabilities. Now the economy is warming, it’s time to implement lessons learned during the past 18 months to not only make the most of a recovering economy, but be better prepared to navigate future economic fluctuations. New Zealand Institute of Chartered Accountants Auckland branch chair Michael Prasad gives us his top 10 tips.

1

Have economic crisis overheads

Structure your overheads as though you are always in a crisis. When business becomes easier, there is a natural complacency for overheads to pick up.

Trimmer, fitter athletes win consistently. Make sure you run a healthy, lean machine.

2

Review your processes

Pre-economic crisis business was so good, it did not matter if customers got upset or had issues, there was always a queue behind them. But when the river runs dry, every drop becomes precious.

Review your processes. Are your customers experiencing exceptional service from you? Are your company processes or policies getting in the way of great customer service?

3

Be accessible

What defines excellent customer service?

Accessibility to someone who can provide a solution, not someone who can just listen.

There is nothing more infuriating than when you vent your frustrations to someone who then has to refer it on for resolution. Provide an instant solution.

If you want to separate yourself from your competition, structure a customer care conduit that allows instant access and ability to provide solutions to your customer problems.

4

Invest in development

What happens to old buildings that are not constantly renovated? They become worthless, they get knocked down and replaced by modern up to date, more valuable structures. Experts are the world’s best learners. They never stop learning and developing themselves. As soon as they stop acquiring knowledge, they lose their edge and someone overtakes them. If you don’t want to be knocked down and replaced, keep developing and continuously upgrade your knowledge to remain at the edge of your game.

Michael Prasad is chair of the Auckland Branch of the New Zealand Institute of Chartered Accountants and can be contacted at michael@mpg.co.nz or visit www.mpg.co.nz

5

Spend your time on growth

As a business owner you should be spending 85 percent of your time and energy on growing your business. Sales, marketing, growth strategies, joint ventures, exploring opportunities. These are the things that should take up 85 percent of your day. If you have cashflow issues, low sales or slow growth, I can almost guarantee you are spending most of your time on non-revenue generating tasks.

6

Understand the value of your clients

Do you understand the difference between the value of a transaction occurring at the moment versus the life value of that customer? If you own the company and you don’t know, how will your staff know? They won’t, and this can be costly.

So many businesses get this wrong. They will fight with their customers to preserve the profit of the transaction and in doing so, lose the life value of that customer.

7

Build a relationship with your database

Is your database a list of names with zero value or is it a healthy, living entity that you consistently communicate with and market to? Your database has zero value unless you have an effective communication strategy that is designed to strengthen relationships with every name on the list. No relationship = no value!

9

Spend with cash, not hope

One of the greatest reasons for businesses failing is spending before the cash is in the bank. The big deal is done, all the ducks seem lined up, we have shook on the deal....let’s buy that machinery we need, let’s invest in the resource to cater for the expansion....and then the wheels fall off and the deal never happens. Sound familiar? Don’t spend your cash on hope, spend it once you have the cash in hand.

10

Use a sounding board

Why do safe motorists have wide angle side mirrors? To help highlight blind spots. One of the biggest expenses and causes of business failure is making bad decisions. Bad decisions are made because blind spots hide the real danger.

How do you prevent this? Get another perceptive — a wide angle mirror for your business. A sounding board made up of other experienced business owners can shed light and opinions on your decisions and prevent you a lot of expense and pain.

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8

Strive for consistency

If your customers enjoy an experience with you, they will come back to relive the experience.

How often do you go to a restaurant or get your car fixed and you have an amazing experience however, the experience that motivated you to return is not relived the next time around? So many businesses have no systems in place to provide a consistent customer experience. If you want to keep customers coming back, structure your business to be consistently good.

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News

Arguing

By Bridget Gourlay

Global warming is a scientific theory that has only become widely accepted in the last decade.

Whether or not it’s man-made is still being debated by some, but the United Nations, the heads of state of most countries and all major New Zealand political parties other than ACT, believe it is and want to stop its potentially detrimental effects.

The thorny issue of how to tackle it is what’s coming under fire at the moment.

Emissions trading is a financial, market-based approach to global warming that introduces a price on greenhouse gas emissions to provide an incentive for people to reduce them.

The former Labour Government originally designed an Emissions Trading Scheme (ETS) for New Zealand in 2008, but the current National Government amended and watered it down. It will come into place on July 1.

So if climate change is real, why shouldn’t we have an ETS? Firstly, and most importantly, say ETS opponents, is because Australia and the United States are

ETS not coming to the party. Despite Kevin Rudd and Barack Obama previously campaigning for and having good track records on environmental issues and carbon trading, neither leader has been able to get the support to turn ETS legislation into law.

So without Australia and the USA backing an ETS, there are fears New Zealand’s efforts, (as a small country, we are not a major polluter) will just be a drop in the bucket.

So why should the government push this through then?

seen to tackle climate change could put a dent in our 100% Pure brand.

Problems never get solved if everybody waits for others to act. Proponents say New Zealand needs to play its part in tackling a crucial issue that might affect us in a myriad of ways.

Minister of Environment Dr Nick Smith also says backing out would be too late. “There would be real instability and uncertainty in deferring the emission trading scheme’s introduction at this late stage. I have been contacted by businesses who are making substantial investments or have entered into significant contracts that would be severely disadvantaged by change.”

Then there is the financial equation. ACT spokesperson John Boscawen says the economy will suffer and it’s Kiwi families who will be hit in the wallet.

If global warming continues, our native ecosystems could be invaded by exotic species and there is the risk of drought and the spreading of pests and diseases in agriculture.

Rising sea levels will increase the risk of erosion and saltwater intrusion. Snowlines and glaciers are expected to retreat and change water flows in major South Island rivers.

He calculates the cost of electricity will increase five percent from July 1, 2010 and extra four cents of tax per litre will be added to petrol, which will go up to eight cents in 2013.

New Zealand has a clean and green image, which is traded on commercially to attract tourists, to sell our agricultural products and politically in international diplomacy. Not being

And even if Australia and the USA are stalling now, other countries are still behind climate change solutions. “Claims that New Zealand is the first in the world to have an ETS is incorrect.

Three-quarters of countries facing Kyoto commitments, 29 out of 38, already have an ETS,” Dr Smith adds.

The National Government has scheduled a review of the ETS for 2011.

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News

p u s s s e m

By Kate Pierson

While the expression ‘everybody makes mistakes’ was born from a universal truth and is offered as a condolence to appease guilt attached to fleeting failures or minor mishaps, the word ‘mistake’ still has many of us walking on eggshells and over-analysing actions to avoid any association with the term.

It’s true though, everyone makes mistakes and socio-economic, professional or personal status will not spare you from the mistake making inevitabilities of human existence.

There is no methodology, no shield, no definitive pathway we can pursue to avoid tripping over our own feet at times.

Truth is, it doesn’t matter how many times a particular mistake is made, it will still be made time and time again, for we each need to learn on our own. And the reality of life is, that without mistakes, we wouldn’t learn or progress.

So, call it what you will — a faux pas, error of judgement, or, as franchised business network Bizzone says, a ‘stuff up’ — making a mistake is all about experience and in the professional world, it is often a prerequisite for success.

Get real What do Prime Minister John Key, a wine founder and the owner of a carbon neutral courier company have in common? They’ve all “stuffed up” in business and they’re all featured in Bizzone’s highly anticipated Stuff Up documentary.

As the organiser of a network of national business expos, the Bizzone operation, which is currently being franchised into Australia, is working to promote the importance and normalcy of making mistakes in business with its tell-all documentary.

Bizzone founder Sarah Trotman defines a stuff up as anything that sets you back; whether it is related to the dissolution of a professional partnership or failing in a new market. Never giving up is the key to surviving a stuff up and acknowledging when a mistake is made is all about being real.

“There are two key things to remember in life; firstly, everybody does make mistakes and secondly, it is essential to toughen up, be real about mistakes and move forward from them, because there is no perfect road for executing a successful business.”

Featuring eight business leaders talking about their greatest stuff ups in business, the

The WHK presented Stuff Up Room will be at the Bizzone Business Expos: Auckland June 2-4, ASB Showgrounds

Sharing stuff up stories Erica Crawford

founder of Kim Crawford Wines

“We started in 1996 with $20,000, which we had scraped together — the house, the cars, everything was hedged against the business — it had to work. We produced 4000 cases that were to be exported to the UK and then the distributor got fired so we sat with two containers of wine we had no home for. We went cap in hand to Glengarry’s in Auckland and the rest is history.”

John Barnett

owner of South Pacific Pictures, New Zealand’s largest independent television and film production house

Wellington July 21-23, TSB Bank Arena Christchurch August 11-13, Convention Centre For more information on the Stuff Up Documentary or the 2010 ‘money’ and ‘you are not alone’ themed Bizzone Business Expos visit www.bizzone.com

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“Everything is a stuff-up, it’s just the degree to which it affects you. Very rarely as an entrepreneur do you do things to your satisfaction that your dream is inspired by. In my mind, I can see we can go into China no trouble — but it takes eight years of stuff ups for that to be a successful business.”

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Bizzone Stuff Up documentary will be screened at the Christchurch, Wellington and Auckland 2010 Bizzone expos where it’s anticipated 12,000 business will congregate and visit the Stuff Up Room, presented by accountancy firm WHK. WHK chief executive Gay Rankin himself reiterates the importance of sharing stuff up oriented stories. “Every person and every

business learns their biggest lessons from their biggest stuff ups — it’s human nature. The next big thing is to learn from, and be inspired by, other people and businesses we respect.

“The Stuff Up Room is exactly that; a place for us to be inspired, gain confidence and move ahead by listening to the mistakes and experiences from successful and respected entrepreneurs.”

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News

State of

default

By Sandy Galland

The toughest of times might be over for many, but latest figures on loan defaults show a marked rise in the number of businesses failing to meet financial commitments.

Recent data from leading credit bureau Veda Advantage shows the number of commercial defaults increased by 38.46 percent in 2009, compared to 2008. By comparison, consumer defaults were up by only 8.86 percent.

Reserve Bank Governor Dr Alan Bollard believes these figures are to be expected and are likely to rise in the coming months. “We think that overall these defaults are going to peak around the middle of this year, they are not too far away from doing that now.”

Dr Bollard says some sectors will be hit harder than others as the defaults continue to occur. “Some will be later, some will pick up earlier, so that’s a broad generalisation. We think we can see the worst of it and it’s not going to be too much worse than you are seeing now.”

Any financial downturn places pressures on individuals and institutions’ ability to pay their debts. The business sector defaults occur later than those in the private sector, as the flow on effect of reduced spending begins to catch up with commercial entities.

What can I do to avoid a loan default?

“You do see loan defaults increasing very significantly in a downturn and this has been a very nasty downturn.

So we have been monitoring, not just defaults but past due repayments, impaired assets and the banks various provisioning for their expected future defaults very carefully,” Dr Bollard says.

While the numbers are up and obviously many are feeling the squeeze — the figures are nowhere as high as they were in the 1990-1991 downturn.

The best way to avoid loan or line of credit defaulting is to pinpoint the pitfalls of bad loans and avoid them at all costs. To avoid loan defaults, remember the following best practices:

“In many respects it wasn’t as bad as this one, but actually businesses weren’t prepared for it and they had much weaker balance sheets and much bigger borrowings,” Dr Bollard explains.

 Seek professional advice as soon as you see potential for a possible default

“So this time from the banks point of view, impairment looks to be around two to three percent of their assets.

Back in 1991 it was something as high as six, seven or eight percent of their assets.

 Have a concrete payment plan before you decide to borrow  Do not offer collateral and property in your contract that you cannot afford to lose  Read the fine print and thoroughly understand the terms of the contract.

What does a loan default mean for the future of my business?

Difficulty finding new loans.

“So, actually, we do think that despite the fact there are a number of failures, a number of bad loans and there is some bad news for individuals in that, it’s still a lot healthier situation than we had 15 years ago,” he says.

Meanwhile Veda Advantage managing director John Roberts says the tough economic times are far from over with significant numbers of individuals and businesses still failing to pay their debts.

“Business always lags about 18 months behind consumers when it comes to a downturn in the economy.”

After you default on one loan, it will make it much more difficult to find a new loan. If loans are the chief means of financing your business, then you will be running into some difficult hurdles. You may want to start looking into other methods of funding your business.

Roberts expects commercial defaults to get worse before they get better. “The recession may be technically over, but the bad times will still feed through the economy and businesses will be feeling it well into this year. The tough times aren’t over yet.”

Bankruptcy

These numbers explain, in part, why the government’s tax take is down, he says. “Businesses are experiencing tough trading conditions and now we are seeing the end result — businesses can’t pay their bills. This means they are paying less tax and for some — businesses closing down, shops empty and people losing their jobs.”

If your business cannot repay its loans, you may need to file for bankruptcy.

12 | Canterbury Today | June/July 2010

Another piece of positive news from the latest round of financial reporting is many large banks reporting increased demand on borrowing and a fall in impairment charges; an indicator that confidence is returning.

More positivity from ratings agency Moody’s Investors Service as it predicts New Zealand’s non-performing loans have peaked and has boosted its outlook on the country’s banking sector to stable as the economy dragged itself out of its worst recession in 18 years.

Fraud surges Also on the rise is the alarming figure in defrauding, which rose to more than $100 million last year. The increase of high level managers committing fraud has also risen dramatically. The total amount defrauded was $76 million in the six months to December 2009 according to the KPMG Fraud Barometer report released last month. This compares with $22 million in the first half of 2009, making a total of $100 million being defrauded for the 2009 year.

In 2008 there were approximately $70 million of large frauds in New Zealand.

A PricewaterhouseCoopers Global Economic Crime Survey, released late last year revealed that during 2009 a total of 42 percent of New Zealand organisations were the victims of fraud. The global average was 30 percent.

Asset misappropriation (theft) was the most common form of fraud, cited by 86 percent of New Zealand respondents.

This was followed by financial statement fraud, cited by 36 percent, and intellectual property theft at 17 percent. In 72 percent of all cases the fraud was committed by someone inside the organisation says PricewaterhouseCoopers Forensic Services partner Eric Lucas.

“The high level of fraud committed by internal staff was a figure we expected and reflects our own experiences in fraud investigations. What was alarming was the shift in the profile of the internal fraudster.

“This shift is a cause for concern, as senior staff have the ability to override internal controls and can potentially cause greater financial loss to organisations.”

KPMG Forensics partner, Mark Leishman says the large jump in frauds in the second half of 2009 is mainly because of a number of large cases involving multi-million dollar frauds.

“These figures confirm that fraud is a constant and serious threat to all sectors of the New Zealand economy, including business, governments, non-profit organisations and individuals.

“The results of the Fraud Barometer are evidence there are significant levels of fraud prompted by, or uncovered during, the economic crisis. What is being disclosed now is primarily long term pre-existing frauds. We are still yet to see the full impact of the current economic situation,” Leishman says.

For a second consecutive period, the KPMG barometer also found those in management tend to be more likely to commit fraud than lower level employees. And when they do commit fraud, they generally steal far higher amounts due to their access to information, authorisation capabilities and ability to understand and override internal controls.

The financial crisis had created an environment with greater incentive or pressure for fraud. Most common reasons for committing fraud were that it was increasingly difficult for staff to achieve their performance targets and people were afraid of losing their jobs.

News

By Melinda Collins

The hike up recovery hill is a steep and mostly unchartered climb that’s riddled with obstacles. But then nothing worthwhile was ever easy.

Fortunately for us, Customer Experiences managing director Chris Bell has simplified the process, mapping out 12 key customer relations areas businesses will need to gain a greater understanding of for business performance to improve. The key, Bell suggests, is to realise that in a world of excess, uniformity and repetition, people buy experiences, not products or services. When people feel good about their experience they will not only return, but tell their friends too. The mountain companies need to climb involves scaling the concept of consumer engagement. Turning a financial exchange into a rewarding experience means businesses must be creative and see the world through customers’ eyes.

Bell’s top 12 challenges for the year are: Eighty percent of businesses think they are performing better than their customers think they are

1

Start listening to your customers and adopt an ‘outside-in’ focus, rather than a ‘we think we know it all’ attitude.

2

Fifty-seven percent of the workforce is disengaged at work

If a business is to grow its productivity, this must improve. Employee engagement equals increased productivity.

3

Businesses confuse repeat custom with customer loyalty

In most cases repeat customers are not coming back because they are loyal. There will be other reasons like convenience or price. Anything other than real loyalty leaves a business wide open to losing customers to a competitor.

4

Businesses continue to think that a “satisfied customer” is the goal

5

Most businesses lack a long term strategic approach to improving their customers’ experiences

6

Eighty percent of businesses lack the knowledge of how to develop and implement experience strategies

7

Ninety-five percent of businesses fail to capitalise on the creativity of their people

A satisfied customer is one who has had their expectations met. Remember, nobody raves about a business that has just met their expectations.

In most cases any improvement in a business’ customer experience will be a short term reactive response and nothing to do with a proactive long term strategic approach.

Businesses still think providing their front-line people with some customer service training will do the trick.

Not in 2010 it won’t.

Every day your people come to work with ideas that will grow your business and every day they go home having received no encouragement to share those ideas.

8

Most businesses are using gimmicks (reward points and coffee cards) to try and grow customer loyalty

9

Most products and services are commodities, leaving price as the only point of difference

Real customer loyalty is about building relationships, not dangling carrots.

Today’s point of difference will not come from a business’ products and services. It will be the value a business can add over and above just providing products and services.

Ninety-five percent of customers can’t remember the last time they had a great customer experience

10

Most of the experiences we have as customers are less than memorable. That alone is reason enough to develop a strategy that will deliver a consistently high quality service.

Most businesses fail to act on workplace and customer survey results

11

Gaining feedback from customers is pointless, costly and annoying to customers unless improvement is the result.

The majority of businesses either don’t have a sustainable competitive advantage or are not actively promoting one

12

Continually thinking about and developing competitive advantages must be a business priority in 2010.

Academy Publishing is conducting readership surveys of its magazines.

We are asking for just a few moments of your time, your response will serve us better in providing the best possible publication to our readers.

Gender: O Male Age:

O Female

O Under 20 O 21 - 30 O 31 - 40 O 41 - 50 O 51 - 60

What is your marital status?

O married O defacto O single Dependants: O YES Pets:

O YES

O NO

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What is your income?

O Less than $30,000pa O $31,000 - $40,000 O $41,000 - $50,000 O $51,000 - $60,000 O $61,000 - $70,000 O $71,000 - $80,000 O $81,000 - $100,000 O $100,000 + What is your current status?

O Owner O Owner / Operator O Employee O Self Employed O Independent Contractor O Beneficiary O Student O Part time / Casual O Retired O Semi Retired

What are your personal interests? (Please tick all that apply) O Outdoors O Health/wellness O DIY O Travel O Reading O Entertaining O Sport O Gardening O Politics O Retail shopping O Socialising O Career development O Religion O Animals O Watching TV O Further education O Finance O Exercise O Music O Arts and crafts O Food/cooking O Mechanics O Volunteer work O Leisure What general - interest topics do you like to read about? (Please tick all that apply)

How much of the magazine do you read?

O All of it O Most of it O Some of it O None of it Do you pass this publication on?

O No O Yes If yes approximately how many people?____

O Issues facing local community O Issues facing the country O Global / international issues O Arts and culture O Health and healthcare O Business and industry O Science, technology and engineering O Enviromental issues O Religion / faith based issues O Lifestyles / personal profiles / celebrities O Letters to the editor / opinions

O YES: Please enter me in the draw to win a $1,000 Flight Centre Travel Voucher.

Name:.......................................................................

Contact phone #: .....................................................

What actions have you taken as a result of reading this publication? (Please tick all that apply) O Attended an event O Participated in an activity O Made a donation O Contacted an acquaintance about content O Recommend publication to an acquaintance O Discussed / forwarded an article or issue O Saved an article / issue for future reference O Made a purchase O Visited a website O Written correspondence O Telephone correspondence O No action taken O Other_______________________

How often do you typically read this publication?

O Every issue O Most issues O Occassional issues O Never read an issue

Contact email: ..........................................................

Please return your survey by the 9th of July 2010.

Prize draw will take place on Monday 12th of July, the winner will be notified as per the contact details above.

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00 $1,t0Centre

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Your participation in this survey is entirely voluntary.

The results will be reported as statistical totals only, no one will be individually identified in the promotion of the statistical results. However we do require your name and contact details in case you are drawn as the winner of the travel voucher.

The entire team at Canterbury Today thanks you kindly for your time!

Tear out this survey and send it to; Email: promotions@academy.net.nz | Fax: 0800 555 054 | Post: Academy Publishing, Readership Survey, PO Box 1879, Christchurch, 8140 Canterbury Today | June/July 2010 | 13

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Our revolutionary job site only began the end of 2006 and is growing rapidly. We also have more than 1500 businesses registered as employers, including some of the biggest companies in NZ with more than 9000 employees, right through to some of the smallest companies with only a couple of staff. ..............................................................................................

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MyJobSpace is their attention to service and after sale care. The entire staff has been willing to go above and beyond the call of duty to handle every issue and make sure things are right. In some cases, they’ve done MORE than I expected.”

Steve Skobel — Marketing Manager ..............................................................................................

14 | Canterbury Today | June/July 2010

If you would like to see some of our clients please log onto our site and view. We also have more than 16,000 registered jobhunters who are actively looking for new employment and many of them receive email alerts as soon as jobs are posted. Our site also achieves more than 81,000 visits per month ensuring you’ll receive quality candidates. To our knowledge we are the only site that’s blocked the Indian spam explosion from applying to jobs. ..............................................................................................

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Belinda Smith ..............................................................................................

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Noho ora mai Paula Parkin HR Manager — Te Whanau o Waipareira Trust ..............................................................................................

But our major benefit to you is that we only charge $395+gst per year for unlimited use. I’ll repeat that because it does sound too cheap. $395+gst for an entire year to advertise as many jobs as you like.

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News

Taking green business In recent years, Cantabrians have led the way with innovative solutions to environmental issues.

Nicky Wagner and Becon Canterbury Ltd general manager Richard Lloyd and (below) Envirocomp Ltd chief executive Karen Upston at the nappy composting processor with Wagner

Perhaps the key to this is paying more than lip service to environmental isues.

Christchurch-based National MP Nicky Wagner says Canterbury is a region where business takes its environmental commitments very seriously.

“We are making a difference here, and becoming recognised as the ‘blue green’ business hub of New Zealand.”

Wagner chairs National’s Blue Greens caucus, the National Party’s advisory group on environmental issues, with the aim to make green business not only sustainable and environmentally friendly, but also profitable.

Canterbury’s reputation as the country’s leader in green business practice is something the region should be proud of, she says, as it boasts a number of successful, award-winning green businesses.

Composting world first Envirocomp Ltd represents a world first in nappy composting technology and processing. The North Canterbury-based plant has been in operation just seven months and, according to chief executive Karen Upston, business growth has exceeded expectations.

“Landfill is just burying the problem for the next generation.”

The company is attracting national and international interest and Upston anticipates substantial growth in the next five years.

While the company is largely known for nappy composting, particularly given its brand association with disposable nappy manufacturer Kimberly-Clark, Upston says one rapidly expanding, yet little recognised sector, of Envirocomp Ltd is incontinence collection. “Incontinence is one of those subjects people tend to avoid discussing,” Upston says. “Yet as 20 percent of our collection, incontinence products constitute over half the volume.”

With the investment of a $3 million facility, one the company claims is the largest and most efficient of its kind in the southern hemisphere, Becon identified commercial and environmental opportunities to reduce landfill usage by recovering up to 90 percent of dry waste material generated by commercial businesses.

This number is set to increase fivefold in the foreseeable future as the baby boomer generation heads into its senior years.

“People are often surprised to hear that 78,000 Cantabrians are currently using some form of incontinence product. With the population also living longer, incontinence product usage will only increase.”

The third sector of the collection routine involves sanitary and hygiene products from places like malls and airports. This is another aspect experiencing significant growth.

The challenge for Karen Upston and her husband, operations manager Karl Upston, is managing to keep up with demand.

The company is committed to green business principles, having recently installed GPS systems in its vehicles. These highlight all collection points, to ensure maximum efficiency in collection management.

Envirocomp has won the Green Ribbon Award for making a difference to household sustainability and looks set to gain further accolades in years to come.

Recovery drive Another local green business committed to the management of waste the public tends not to consider, is Becon Canterbury Ltd. It is the only waste management facility in New Zealand dedicated to the recovery and processing of commercial and industrial waste.

Established in 2007, the company set out to address the reality that 80 percent of waste to landfill was generated by commercial enterprises — industrial, manufacturing, retail, building, processing, and demolition.

General manager Richard Lloyd is driven by a strong personal commitment to sustainability.

“We have one of the most woeful environmental records in the world,” he says.

“Landfill is just burying the problem for the next generation.”

One of the company’s biggest waste recovery and processing successes is plaster board which is stripped and cleaned to produce gypsum which can safely be applied to soil. One concern centred on the boric acid in the plaster and how its residue would affect the soil, but research has shown Canterbury soil is deficient in boron.

Recovered gypsum is now being used in vineyards in Waipara.

Another key feature of the company’s waste processing facility is its massive wood chipper, enabling the processing of 20,000 tonnes per day of untreated wood waste products into commercial boiler fuel. “Only 25 percent of our recovered commercial wood waste is treated,” says Lloyd. “So Becon’s facility can recycle and chip 75 percent.”

The company currently holds contracts with two key clients for boiler fuel. However, Lloyd says market demand is significantly higher and the company’s capability to provide more chipped wood product is restricted only by the quantity of wood waste being recovered to date.

Clean energy engineering and technology are areas Lloyd believes businesses need to be investing more in. Pyrolysis, or complete

thermal destruction, is a technology the company is looking at in the foreseeable future.

Wagner agrees, and says blue green business makes good economic and environmental sense. She is committed to supporting blue green initiatives that protect New Zealand’s 100 percent pure image, and they are clearly flourishing here in Canterbury.

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livingdisplays@xtra.co.nz Canterbury Today | June/July 2010 | 15

Been | Seen More FM held an 80s Survey Party for staff, celebrating the station’s great results, at the Carlton Hotel. They all looked fantastic in their 80s gear, very glamorous and hip.

Hannah Fleming and Nick Henare (More FM)

Megan Davidson, Lynn Wright, Rockey Robertson

Rebecca Royal and Jason Royal (Stitch)

Cocoa Gallery held an art auction with many of the art lovers snapping up some fantastic pieces and enjoying drinks and nibbles

Campbell Fergusson, Lynette McFadden and John McFadden (Harcourts Gold)

Allanah James (Ag Research), Simon Edwards (artist) and Dorothy Helyer (artist)

Michael Wolfe, Kristina Pickford, Peter Gregg, Norma Dutton, Stacey LaPlant and Christine Whybrew

Di Palmer and Sarah Webster

Ja-Basco Cafe held the launch of its new bar and cafe in High Street with a night of fantastic music and dancing

Cynthia and Warren Kepple

Jill Loveridge, Christine De Felice, Jacqui Taylor and Glenn Scott

Paul Doughty and Jenny Harper from the Christchurch Art Gallery

Michael Laney, Monica Laney, Ross Hutton and Charolotte Montgomery

D o p re t t y De s i g n s g u a r a n t e e s a l e s ?

It's a common myth that having a pretty website design alone will guarantee sales. A website should be designed keeping in mind the most important question – what is the primary goal for having this website? For most commercial websites, it's to either make more sales or generate more enquiries.

It's easy to get distracted by pretty pictures and promises of a great design when you are looking for a fresh new website, or upgrading your old one. But there is more to a successful website than just pretty designs.

That's not to say that the design of a website is not important.

A shabby looking website that looks like it's been built by someone working out of a garage will certainly damage the first impression people will have of your business. You only get one chance to give your website visitors a memorable first impression of your brand, and if they don't like what they see they will most definitely move on to someone else that lives up to their expectations.

Therefore, a professional looking website is great for building your visitors' trust and making you look credible, which is important if you

16 | Canterbury Today | June/July 2010

want them to do business with you.

There are, however, other areas that have an even greater influence in determining whether your website will be a success or a failure. For example, you need a clear plan to ensure that you get a lot of targeted traffic to your site, meaning the right people (your target customers) are able to find your website.

It is also essential that the content of your website – the headlines,the words, and images are addressing the questions and doubts that your target customers have so that they are persuaded to do business with you.

This is why we often recommend people to research the website design company thoroughly. You want to make sure that they are not just good at creating great designs, but that they are also able to cover off all the bases required to ensure that the website you end up with ultimately generates results and return on your investment.

By Brent Kelly – Zeald.com For more information visit www.zeald.com

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Been | Seen BMW held a fantastic black tie evening with catwalk models and fashion from Helen Cherry’s latest range. The evening was a grand success with many models travelling up from Dunedin. The night had the atmosphere of fashion week with gorgeous models and cars to match.

Karen McIlraith and Tracy Chapman (Chapman Engineering)

Carol Duckmanton (Harcourts Grenadier Ferrymead), Megan Didham and Nicholas Smith (BMW)

Hannah Sheppard, Amber Armitage and Alice Lines

Martin Donnithorne, Roger Crozier and Lisa and Mimi Crozier

Renee Kereopa (Workshop) and Mahoney Turnbull (model)

Nicola Logan, Mary Roberts (BMW) and Ken Surie (Kens Cameras)

Alaina Rhind, Liz Bissland and Lisa Gane (Lumo Photography)

Jonathan Curragh, Nic Curragh (The Objects) and Elliott Drayton (BMW)

Vanessa Puddy (Dean McKenzie Photography) and Anita Liu (Strategy)

Above: Melanie Hunt and Alycen Carter (Sacs Tailoring)

Above: Allan and Michelle Moreton (Tahu Ltd) and Ian Jefferis (Duns)

Right: Barbara and William Lee

Left: Andrew Bell and Kate Pierson Images taken and provided by Lynne Puddy-Greenwood, who can be contacted at lynne.p@academy.net.nz

Canterbury Today | June/July 2010 | 17

Profile | Sebastian Stapleton

By Sandy Galland

When he started in business he was going to take over the world. In his mind, the journey was going to be easy and his mission accomplished in a short time frame. Ten years later, the same fighting spirit continues to drive his business forward and 26-year-old Sebastian Stapleton has taken over the world of rubbish removal and recycling.

However, he now acknowledges the journey will be one which never ends and has taken on board the lessons learned along the way. Don’t think for a second all that youthful enthusiasm has been curbed; he just now leads his multi-million dollar company in a more measured way.

A decade ago, the dreams of this determined, dogmatic 16-year-old were laughable to many; while his mates were out doing whatever it is most teenage boys do, Sebastian, with the support of family members and especially his mum, was busy driving the one rubbish collection truck he’d purchased.

Mastagard, as it is today, had been born and Sebastian’s journey of astounding successes, driven by his desire for action, was under way. Fuelled by long hours and hard work, he was a businessman with a dream and the determination to make it happen.

Today he still works hard, and a whole lot smarter, yet his feet are firmly planted on terra firma. Mastagard has been built into one of New Zealand’s largest privately owned waste companies. Last year it opened a $5 million purpose-built plastics recycling plant, the only one of its type in the country. In April Mastagard entered into a joint venture with Southern Demolition, opening an eco-recycling waste station.

Sebastian’s business acumen is obvious, the philosophies he subscribes to are close to textbook perfect, yet he is understated and reluctant to talk about his success. The key to running a business, he says, is to not talk about things — just do them. “In the early days it is about doing it, not talking about it. That’s what frustrated me at school — I didn’t like sitting there and talking about it and not doing it,” says the guy who walked away from school with “very average” exam marks.

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Profile | Sebastian Stapleton Goal setting has also played a large part in the impetus of the company. “As soon as we achieve a goal we will set another.

We have done that all the way and in each of those windows of time there is a lot you have to do to achieve each goal.

“You have to get new people, the equipment and keep the place from going broke as well.”

He knows many financiers would have considered the company to have been on an “unsustainable financial path,” and at times would agree. However, after coming through an incredibly rough couple of years, there is light at the end of the tunnel and growth will continue.

“A lot of people you come across are going to do something, and they may have a good idea and they may even have fantastic skills to do it, but unless they actually do it, and take action, it won’t happen.

But on the whole, and certainly not within the walls of the company, his age just doesn’t factor into the equation. “I don’t walk in here with my age in mind; I walk in here with what I want to get done in mind.”

“One of the changes of mindset that I have learned and have had to adopt is that there has to be a balance. You have to have the decision and the action and sometimes this process takes a bit if time, but it can work in your favour.”

Learning the lessons in business is about trial and error and Sebastian acknowledges some of the best lessons he’s learned have cost him a fortune. “I have sometimes looked at my balance sheet and wondered how many of the liabilities on it are my learning experiences. Certainly over the years there’s been a lot of money spent on mistakes. In hindsight I would have done things differently had I known what I know now.”

Looking back Mastagard started when Sebastian purchased one truck and its small collection round — he and his mum did all the work.

As his goal was to continually grow the business, a second truck was required. He approached several agencies to buy one — most laughed at him, not taking him seriously. The one company who did take him seriously and supplied the required vehicle still does business with his company today.

While his mum was out there in the truck, Sebastian’s father was able to open many doors for him by providing valuable contacts with people who judged this serious 16-year-old not on his age, but on his obvious business plans and results.

While he accepts his age has caused some problems and prejudice, he’s become adept at dealing with that and, in a hard nosed approach that perhaps belies his age, his attitude is, at the end of the day, if you don’t like it — there’s the door.

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In the early years decisions were often spontaneous, rather than well thought out. “Really I wanted to see if I could do something with what I had. How I do business now is somewhat different, even from what I was doing two years ago. And different again from before that.”

He talks about the revolutionary leaps in his thought patterns and approaches to business and also welcomes this as an on-going process. Surrounding himself with the right people has always been a priority, and again Sebastian’s textbook management style became obvious. “When I am sitting at a table with my management team, the most successful situation for me is if most of those people are smarter than me. That’s when things are working well. My job is to bring that together and use some intuition to start things in the right direction.”

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While in the early years the company came close to doubling its income annually, he says they cannot maintain that now. “There is too much at risk. Now we are working to grow the business in an aggressive, but measured way.”

During the years, mergers and acquisitions have played a large part in the growth cycles. Business partnerships have come and gone, some successfully, others being chalked up to the learning lessons of life. Three years ago Dave Diggs joined Sebastian as a shareholder. “I have learnt a lot from Dave. We have come through some very good times and some very bad times. And you know you can judge someone much better in the bad times than you can in the good times.

“What is important to me in any relationship, be it personal or professional, is consistency. Whatever the subject matter is, knowing you will get a consistent, rational answer and approach from someone on the matter is vital.”

He also acknowledges the consistent support he has received from his family. “They have made significant emotional and financial sacrifices for me. I have not done this by myself.

While his amazing support network has helped keep him on the right path, it is this entrepreneur’s inner strength, talent, intuition and capacity for hard work, combined with his undoubting belief is his ability to make things happen, which continue to drive him forward; and continues to drive Mastagard forward.

“I’m always looking for opportunities.” Yet you suspect Sebastian is not one to sit quietly and wait for those opportunities to come along, he is out there making them happen.

We put groundwork in before we arrive too; Groundwork staff are chosen because they’re the best. We also ensure we have the latest, well-maintained machinery – no short-cuts, no expense spared.

Groundwork’s professionalism extends right through to when we’ve finished a project; we leave sites clean and tidy.

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PO Box 70, Lincoln, Christchurch | Ph 0800 UR DRIVE | 0800 87 37483 | Cell 027 278 4039 Fax 03 349 4308 | Email groundwork@orcon.net.nz | www.groundwork.net.nz Canterbury Today | June/July 2010 | 19

Living | Today

iPhone apps with attitude

products

As a purported mystical figure of luck, the numeral seven represents the number of stars in the big dipper, wonders in the ancient world and days in a week. Seven is also the number of iPhone apps that have made our “must have” iPhone applications list.

A contemporary take on the traditional Top 10, this compilation is comprised of apps selected with your social, physical and emotional spirit in mind.

Shozu We’ve taken our personality and cloned it, because cyberspace has taken the meaning, ‘be who you want to be’ to a whole new level. Existing in two dimensions, we have on and offline identities and as the trend for socialising becomes transfixed on tweeting, posting, chatting and networking, it’s our online persona that’s prevailing. So with social savvy, time-conscious and general yuppies in mind, the Shozu iPhone app has been created, allowing users to interact with a host of social websites including Twitter and networking haven Facebook. Shozu has taken the ‘be in two places at once’ expression to the extreme and then quadrupled it, so your availability to the world around you knows no bounds.

Jamie Oliver 20 minute meals It’s every women’s fantasy and every male appetite’s dream; Jamie Oliver in the kitchen. The Jamie Oliver 20 minute meals iPhone app is all about abandoning your culinary inhibitions. With access to more than 60 gourmet meals, 90 minutes of video clips, helpful hints and a step-by-step pictorial guide, you’ll be a fine food connoisseur in a Jamie Oliver heartbeat. In a rather odd twist, the motion of moving your iPhone draws out a random recipe from this app’s imagination. It’s like a palate pleasing pick’n’mix — you never know what you’re going to get.

Dictionary.com SMS, txtese, chatspeak or more familiarly, what we know as text talk, is launching a take-over of conventional language. Depends on who you’re asking; but they’ll either attest it’s making a mockery

20 | Canterbury Today | June/July 2010

of language and literacy, or revolutionising the ethos of expression. Either way; until the time abbreviations, acronyms and conversing in code reigns supreme, a mind rich in vocabulary variety is still your best bet for mastering the art of communication and the Dictionary.com iPhone app can be your portable tutor. As an academic archive, this app features a database of more than 275,000 definitions and 80,000 synonyms and has auto-pronunciations, alphabetical indexing and word origin history on file. With the dictionary.com app, you’ve got the world of words at your fingertips.

Shazam Call yourself a music enthusiast? Well you’re not a living breathing expression of this term until you have Shazam on your iPhone. With a proprietary recognition system, it’s got an ear for music this one and by simply holding your iPhone to a speaker and tapping “tag now,” Shazam will listen to the beat, interpret the sound and translate the track’s title and artist. But it’s not just a music discovery engine, because with this app, you can attach photos to clips or view compatible songs on YouTube. Shazam is a music matchmaker.

Good Guide Today we live on a diet of instant gratification in the form of fried and fast foods. But it’s time to reacquaint ourselves with delicious traditionalism and seek out safe and sustainable nutrition. With the Good Guide iPhone app, you can shop with knowledge.

Representing 50,000 products and companies, it’ll be your environmental and social conscience, with a barcode scanner to boot. Just aim your iPhone camera

at the product and hit ‘scan barcode’. Each product has a rating plus a breakdown, because the Good Guide is all about product transparency. It’s the iPhone app that let’s you be the judge.

FlightTrack Pro Ranked as one of the Top 10 iPhones app’s of 2010, FlightTrack Pro is your essential travel companion.

It covers more than 5,000 airports worldwide and if you’ve got a tendency to forget rather than file your itinerary info, FlightTrack Pro allows you to save flight schedules up to 11 months in advance and it’ll even automatically synchronise them for you. It’s got an intuitive nature this one; predicting flight delays with the aid of airport warnings and historical delay forecasts. FlightTrack Pro will also help you find flight alternatives with a tap, track domestic and international flights and it’ll keep you up to speed with airtime and altitude.

Good Night Sleep is hibernation for the mind and body; preparation for the spontaneity that life’s sure to bring each day.

And while our days are often dictated by bells and whistles, the transition from asleep to awake should be all about ease. The Good Night iPhone app is exactly who you should to go to bed with every night. Working with your iPhone’s microphone or accelerometer, Good Night monitors your sleep phases during a 30 minute span of your selection. Sensing your subtlest movements, it calculates your sleep rhythm and will nudge you from rest to reality during your lightest sleeping phase. This app has a sensitive side and knows just how to tune into your body clock.

7 ways to understand ‘apps’ An app can range from a game to help fill  Application software, also known as applications or  in a couple of minutes while cruising in a taxicab to apps, is computer software designed to help perform singular or multiple related specific tasks

 Think of an app as being an electric lightbulb and

the electric power generation plant is a system. The power plant generates electricity, which is not of any real use until harnessed to an application like the lightbulb which performs a service to benefit the user

 An app gets more out of your existing technology.

Think of Facebook as one giant app applied to your computer to help you communicate fully with others

 Apps are not restricted to iPhone or iPod Touch

usage and they’re not restricted to Apple products either, with apps available for Blackberries, PSPs, cellphones and more

a program which resets your circadian rhythms after traversing the international dateline

 One of the easiest ways to source apps

is at the apps store, an online store specialising in applications for mobile devices. The original app store was run by Apple and other companies soon picked up the concept so they could create and sell applications to users as well

 Applications in an app store can vary in

cost, from free downloads to bank balance drainers, depending on who developed the application and its purpose. The good news is, most paid downloads are relatively low priced.

Living | Today

touches of style

lifestyles

Travel style

Azure Lodge Queenstown

DIY fashion style Shoes of Prey

Techno style

Ecosol Powerstick

Murphy’s law says that everything that can go wrong, will go wrong. Never has the saying been more apt than when it comes to mobile phone batteries — just when you need your phone the most, it dies. A handy gadget that can recharge your phone (and your social life) is the Ecosol Powerstick. Complete with nine device connectors, it is capable of recharging virtually all your portable devices. The Powerstick itself is also rechargeable, quickly charging through the USB port concealed beneath its end cap.

Ever had one of those moments where your shoes just aren’t quite perfect — the strap is just a little too high or the heel a smidgeon too short? Finding the perfect pair of women’s shoes just got a whole lot easier, with the launch of Shoes of Prey. The first-of-a-kind website uses online technology to turn women around the world into high fashion shoe designers. From high heels to low heels, bows to straps, open toe to closed toe, suede to snakeskin, shoe shoppers can now have their own choice, and a near endless choice, designing the exact fashion shoe they want and have it shipped worldwide. No design experience or special software is required — all that is required is a web connection and your personal style. Users can save their designs and get their friends’ comments. The shoes are individually hand crafted from top quality materials and home delivered with a 100 percent money back satisfaction guarantee.

Wine style

Mondillo Pinot Noir 2008 This Central Otago pinot noir has scooped the top prizes in one of the country’s oldest and most respected wine competitions, picking up a gold in the Royal Easter Show Wine Awards 2010 and trophy for Champion Pinot Noir. The run of accolades continued for the tiny Bendigo vineyard when it swept aside 1517 wines from around the country as its 2008 Mondillo Central Otago Pinot Noir was named Champion Wine of Show.

Tasting notes describe the wine as a graceful, silky, single-vineyard wine which is dark in colour, elegant and balanced. It is dense and rich with beautifully scented aromas of dark-cherry and plum up front, followed by vanilla and spice.

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Available: Noel Leeming stores and online at www.powerstick.com

Communication devices are shooting at us so fast, it’s hard to keep up. First the Blackberry, then the iPhone, now it’s the Desire — the latest and greatest multi-function smartphone from HTC. With the Desire, HTC has succeeded in creating a phone that’s almost as good for business messaging tasks as a Blackberry while offering all the features of an iPhone — and then some. At the heart of the Desire is a 1GHz Qualcomm Snapdragon processor for superfast web browsing, wicked multimedia capability and if you’re absolutely desperate, you can even use it as a phone and actually talk to people. The 3.7inch OLED screen offers 480 x 800 pixels, plus there are some wicked applications for these things. However, nobody ever said cool was cheap.

Winter’s here and what better place to spend a mid-winter break than Queenstown. And it would be hard to picture a more perfect setting than the one captured by Azur Lodge. With views of both Lake Wakatipu and the surrounding mountains, Azur Lodge is one of the region’s most luxurious retreats. Perched on a hillside, the lodge and nine villas are made from silver beechwood and stone to blend with the surroundings. Floor to ceiling windows take advantage of the breathtaking scenery, as does the large outside deck. It is all set among 1.4 hectares of native bush. Azur captures the best of both worlds, amazing views in a tranquil and isolated setting only five minutes from downtown Queenstown.

Available: Selected bars and supermarkets RRP: $47.99

Home style Apaiser Haven

One of the best ways to relax, unwind and thaw out during the cold winter months is in a luxurious bath with some bubbles — both the bath kind and the beverage kind. Apaiser sits among the world’s best designers of freestanding stone bath tubs. The Haven is fluid in form, made from handcrafted stone, has a soft warm organic feel and remains highly resistant to abrasions, scratches and stains. The sleek minimalist designs will transform any bathroom into an oasis of tranquility, elegance and calm. Say goodbye to the winter blues in your very own luxurious and inviting Haven bath.

Available: Inovo, phone (09) 379 7399 or visit www.inovo.co.nz RRP: $10,750

Canterbury Today | June/July 2010 | 21

Events | Diary Grow your business

Viewpoints | Sales Talk

|

events

Thursday, June 24 Handling Conflict in the Workplace — Canterbury Employers’ Chamber of Commerce This workshop will give employees an understanding of how conflict arises and a set of practical tools with which to reduce and resolve conflict. From 9am to 12.30pm. Members $170+GST, non-members $270+GST. To register contact Angela Rolton (03) 366 5096, email angelar@cecc.org.nz or visit www.cecc.org.nz

Thursday, June 24

Canterbury Export Conference and Awards — Export New Zealand

Now in its seventh year, this is one of Canterbury’s most prestigious annual business events showcasing and celebrating the excellence of Canterbury exporters. For more information email canterbury@exportnewzealand.org.nz or phone (03) 366 5096

Friday, June 25 to Sunday, July 4

Queenstown Winter Festival

The Queenstown Winter Festival is New Zealand’s biggest winter party with around 60,000 people celebrating the arrival of winter, Queenstown style. Or for those who just can’t get business off the brain, that’s 60,000 possible networkers. For more information contact Mandy (03) 441 2453, email mandy@winterfestival.co.nz or visit www.winterfestival.co.nz

Tuesday, June 29

Introduction to People Management — EMA Central

Good workers who enter supervisory or leadership positions sometimes find they have no idea how to manage employees. It is possible to learn. Beachcomber Motor Inn, Nelson.

To register email training@emacentral.org.nz or visit www.emacentral.org.nz

Tuesday, June 29

Taxation Special Interest Group — New Zealand Institute of Chartered Accountants For any member who may be involved in taxation matters, in particular the preparation of annual tax returns. For more information and to register visit www.nzica.com

Wednesday, June 30

The Disciplinary Process — Canterbury Employers’ Chamber of Commerce

With personal grievances on the rise, do you and your managers feel confident taking disciplinary action? To register contact Sara Lexa (03) 366 5096, email saral@cecc.org.nz or visit www.cecc.org.nz

Tuesday, July 6 Relentless Change — The Knowledge Gym

Why your sales staff can break your business…

By Anya Anderson

Sub-standard sales staff can break any business, no matter what promotional avenues are used to entice customers. Businesses are ultimately judged on the performance of their sales staff and this means the sales team has the power to either make or break its employers.

But there is far more to the role of a salesperson than meets the eye. The golden rule is to understand the customer.

Traditional sales techniques saw the seller showing the customer the product and demonstrating its features. It’s a common mistake for salespeople to use this mechanical sales process. It is crucial they read the customer’s buying signals and adapt each sale presentation accordingly.

Everyone can remember a bad experience they had with a sales assistant and most people are not afraid of telling their friends and colleagues about it. If this happens too often, it can lead to business failure.

Modern techniques involve asking customers open-ended questions to find out what their need is and crafting the perfect solution. It’s all about forming a relationship. If they trust the seller, they are far more likely to buy. To gain this trust, the seller must understand them and this is achieved by asking questions.

Most businesses are focused purely on marketing for their branding, but fail to realise the importance of their sales staff in developing and maintaining an effective brand.

Someone who is trained can find out what the customer needs and create a total solution. That may not necessarily be what he or she came into the shop to buy.

Marketing puts awareness about a good or a service in a customer’s mind and may increase foot traffic.

Lots of customers are not well educated on what they have come in for and don’t know the complementary products that are needed for the total solution.

How does change impact on your life and work? Do you ever notice how some people around you seem incapable of making change while others relish in it? From 8.30am to 12pm.

To register visit www.theknowledgegym.com

Tuesday, July 6

Certificate in Business Ownership Class — Enterprise Ashburton

Enterprise Training Programme is aimed at upskilling the owners and operators of small and medium businesses to help them develop and grow their business. Programmes are delivered by specialist training providers throughout New Zealand. To register for this event and more visit www.enterpriseashburton.co.nz

Sunday, July 11

Young Farmer Competition Grand Final — National Bank

Take a trip to Gore and check out who is going to be crowned the 2010 Young Farmer of the Year and mix and mingle with like-minded individuals in the rural community. For more information visit www.youngfarmercontest.co.nz or phone 0800YFcontest

Wednesday, July 14

Business Systems Special Interest Group — New Zealand Institute of Chartered Accountants Workshop to provide a networking environment and expose members to new business technology and business systems. For more information and to register visit www.nzica.com

Wednesday, July 28

Leadership and Motivation — EMA Central

Leadership is more a process than a positional or status relationship. By learning whether you are more of a leader or more of a manager, you will gain insight and self-confidence that comes with knowing more about yourself. Beachercomber Motor Inn, Nelson. To register email training@emacentral.org.nz or visit www.emacentral.org.nz

Thursday, July 29

Exporter After 5 — Export New Zealand

Export New Zealand is an organisation run by exporters for exporters, locally sharing experiences with export peers. If you believe New Zealand exporters face unique opportunities and challenges these events are ideal to network with other business leaders.

To register contact Kellee Berry (03) 353 4163, email canterbury@exportnewzealand.org.nz or visit www.exportnz.org.nz

Thursday, August 5

Managing Performance and Behaviour Issues — EMA Central

Often managers and supervisors seek to deal with performance and behaviour issues by considering discipline. Discipline is a last resort and before it is contemplated there needs to be consideration given to finding the root causes. The focus should always be on correction, not punishment. Beachcomber Motor Inn, Nelson. To register email training@emacentral.org.nz or visit www.emacentral.org.nz

Tuesday, August 10

Rippa! — The Knowledge Gym

Busy? Stressed? Just plain overwhelmed some days? Dealing with large workloads and doing more than one role is a common complaint and a sign of the new business frontier we live in. Everyone is busy. Learn to recaim and focus your energy to ensure you get what you truly want out of life and become more effective. From 8.30am to 12pm. To register visit www.theknowledgegym.com

Tuesday, August 10 to Saturday, August 14

Mediation Workshop — Leadr NZ

This five day workshop introduces participants to the theory and practical skills of mediation through lectures, demonstrations and simulated mediations. To register visit www.leadr.co.nz

If you have events you would like featured in the Events Diary, email newsroom@academy.net.nz at least two months before the date of the event. Or, if you have held an event and would like to supply photos for the Been Seen section (along with 100 words about the event and a caption for each image), send to newsroom@academy.net.nz 22 | Canterbury Today | June/July 2010

But that can only be successful if the brand picture they have is matched by their in-store experience. This is needed to create trust in the brand.

By providing professional service, customers and clients will not only be satisfied, but they will return because they had an enjoyable experience. This need for repeat custom is an area some businesses lose sight of.

By offering an inadequate experience, research shows many people will never return to that particular store.

This was highlighted in a recent survey conducted by Kiwi Host. In it, 75 percent of respondents said they would start looking for somewhere else to shop if they had two bad experiences with one business and 30 percent after just one bad experience.

The survey also found that 60 percent were either neutral, dissatisfied or very dissatisfied with their recent customer service experiences.

These results show how vital good sales staff are to the success of a business.

The sales person is vital in this situation.

By failing to make the most of every opportunity, an untrained assistant can miss out on making huge profits for his or her employer.

These points all highlight how important competent sales staff are to any business.

But surprisingly, many companies spend most of their budget getting people in the door, rather than focusing on the more important task of closing sales.

Anya Anderson is managing director of RedSeed Limited, a Christchurchbased, national online sales training company. For more information visit www.redseed.co.nz

Viewpoints | Management

Creating a positive work environment

By Greg Watson

I believe four elements help to create and maintain a positive working environment.

These elements are:  Showing interest in your team members  Creating an encouraging working environment  Recognising and rewarding good performance  Having fun.

Show your team you are interested in them by asking their opinions, complimenting their work and offering help.

Fast-track

growth

By Richard O’Brien

Growing your business can be achieved in several ways; by increasing sales or through business acquisition or merger.

Acquiring an existing business may give you access to new markets or valuable assets for further development. Better production or distribution facilities are often less expensive and quicker to buy than to build.

Organically growing your business in tough market conditions is the slower option, as you’re competing in a marketplace where your competition is going in sharp to hold business and there is a general reluctance on the part of customers to risk it with new suppliers.

Long-term, a suitably targeted business may offer you opportunities to consolidate and rationalise production, plant, marketing and distribution aspects or services, reducing costs and overheads, and potentially increasing your purchasing power.

Building your business through incremental sales can be a long, hard row to hoe, so if you want to show substantial growth in as short a time as possible, then acquiring an existing business will take you less time.

Strategic plan

A tough market is a great time to buy your competitor. A challenging market will enhance any existing weaknesses a business may have, such as poor management, or not making full use of its assets. This could result in the business being undervalued and making it ripe for the picking.

If the business has complementary products or services then it may meld well with your business — instantly increasing your sales and importantly, your bottom line.

You will increase your client base and market share and your company growth will accelerate.

If you have been struggling with regional or national growth, it may well be less expensive to buy an existing business and at the same time, reduce your competition.

Of course business acquisitions should occur as part of a strategic plan. In this you need to identify long and short-term objectives, desired personal, strategic and operational goals.

Develop a profile of the type of business that would best suit your needs, then search the market for a suitable match.

I recommend “MBWA” — Management By Walking Around. Get among your team, discuss their work, be available and chat or share a laugh. If each team member feels valued they will work positively towards the common cause, or their individual task.

A team which feels ignored will also feel unappreciated, could head off task and lose respect for management due to the leader’s unavailability and inability to direct.

be those that employees have chosen for themselves, as this increases the ‘buy-in’ factor of your team.

Most people would agree that an encouraging working environment is one where ideas are valued and rewarded, fun and laughter is par for the course, you are thanked for your contributions and you feel like part of a team.

By the nature of it, going to work each day means you do need to work. However, creating a fun environment really helps to foster happiness, a good team spirit and can put a little positive unpredictability into the day.

My team is encouraged to come up with new ideas and improvements. Team members are then rewarded by seeing them put in place.

Happy employees are productive employees.

Find reasons to celebrate together, such as birthdays, a new child, a small milestone and have a morning tea or cake to celebrate. On the board in the break room write up “Today we are celebrating… ”, and this will help connect the entire staff.

An encouraging environment benefits employees and they tend to contribute more ideas, feel more committed, look forward to coming to work, are more productive and have an increased self esteem. Benefits to management include reduced staff turnover, greater loyalty, increasing ease of attracting new employees and higher overall productivity.

Recognising and rewarding good performance should increase greatly the chances that similar performance will continue in future.

Getting to know your staff will help you decide what drives them. Most of my team are not motivated primarily by money. Some will prefer rewards such a compliments, saying “thank you” or applause at a meeting.

Others may be driven by time off with family, a promotion, tickets to an event, or public recognition of their achievements.

Having clearly defined expectations of your team will help with setting goals and setting rewards. The most successful rewards can

Encourage your team to see the funny side of the day-to-day events that may otherwise drag them down. It’s much better to laugh than cry!

Create events such as an end of month gettogether for employees and friends, outings like go-karting or playing ambrose golf.

Recently, my staff thought they were going on a training field trip and we ended up having a departmental mini golf challenge. Imagine their delight when they discovered learning about law had been replaced with learning to master the lawn!

So go out there and have some fun, take your team with you and the rewards will follow.

Greg Watson runs the multiple national award winning property management company Watson Real Estate Ltd — www.watsonproperty.co.nz

Check the company’s financials and assemble a team of professionals to help you through the process. Your banker, accountant and lawyer should all be involved to ensure there are no nasty surprises and that all key elements have been identified.

Start your search today and take advantage of some great priced businesses for sale on www.nzbizbuysell.co.nz For more information contact Richard O’Brien at www.nzbizbuysell.co.nz, phone (03) 337 0005 or 021 846 219 or email richard@nzbizbuysell.co.nz Canterbury Today | June/July 2010 | 23

Mark O’Loughlin With over $280 million dollars of property sold within the Canterbury area Mark O’Loughlin at Bayleys is one of New Zealands heavyweights in The Real Estate world. Recently taking up on a part ownership within the New Zealand family owned Bayleys Real Estate group. Bayleys Real Estate is a powerhouse in the Commercial and Rural areas and is fast becoming the Real Estate agency of choice for residential and investment property in the Canterbury region.

Over the last 13 years in Christchurch, Mark has built his business on a strong emphasis of marketing and negotiating skills. His extensive list of testimonials are evidence of his professional approach to ensuring that sales are completed in a successful and straightforward manner. As a licensed auctioneer the options of auctioning a property that has clearly surpassed all expectations is often a process that owners take advantage of when marketing their homes or investment.

Currently there is a severe shortage of properties available for the general market. Key areas of Fendalton, Merivale and Strowan have ongoing high demand with buyers emphasis on school zones and location, proving competiveness amongst buyers for the right home. Over the last month a strong Australian enquiry has led to a number of sales in Christchurch from investment to high end values, an interesting statistic in our office is the high number of sales which were made to overseas clients. This is one of Bayleys strengths in marketing to targeted overseas buyers through quality websites and high worth databases. The ongoing relationship with Compass Immigration provides and instant targeted database of immigration enquiries about New Zealand to promote your property.

The current demand for property in Christchurch means that Mark and his team are promoting “FREE MARKET APPRAISALS” of your property. He will provide a written appraisal with recent comparable sales of your property at no charge. This is a great way for you to be updated on the current value of your property which may assist you in future planning for your family requirements

MARK O’LOUGHLIN SENIOR PROPERTY CONSULTANT

P. 03 375 4700 M. 021 339 078 E. mark.oloughlin@bayleys.co.nz

‘I Sell Property’

Selling your property to the world today Over $280 million dollars in sales

24 | Canterbury Today | June/July 2010

Community Involvement Mark O’Loughlin’s involvement with communities throughout Christchurch has helped in the raising of significant sums of money for charity groups, this included the very successful Fight For Youth boxing event in April which in excess of over $42,000 for youth groups was raised by the contenders. A strong supporter of Elmwood School and The Mozarts Performing Art School, also a recent sponsorship was the International VS Kiwis Ice Hockey game on the 26th May 2010, a great event to be involved with, which raised over $10,000 for Ice Hockey Canterbury. Other groups Mark supports are the NZ Spinal Trust (key sponsor), Koru Care, Christchurch Rugby Club, Elmwood Bowling Club, Merivale Precinct Society Christmas Carols in the Park, and of recent the Benchwarmers Basketball Team. Numerous other groups with free Auctioneering services as a fundraiser. If you are an organisation and are holding a charity auction call Mark to discuss how Mark and Bayleys can help. Also available is a superb marquee as used at the recent Carols in the Park. This is provided free to most community groups dependant on availability.

The Merivale Precinct Society Christmas Carols in the Park

GRAND INVESTMENT REALISATION AUCTION 6pm | 30 June 2010 Level 1, 158 Leinster Road, Merivale, Christchurch

60 Neill Street, Hornby

2/14 London Street, Richmond

Ph 03 375 4700

• Owner is divesting

Properties for auction unless sold prior

• Original 4 bedroom home

• Contemporary new brick townhouse built to a quality standard.

• Ideal rental/first home View by appointment

• Spacious living areas, internal access garage.

• Two bedrooms plus two toilets • Open home Sunday 12 - 12.30

99 Papanui Road, Papanui

10 Berry Street, Merivale

56 England Street, Linwood

• Investment opportunity

• Direct instructions from the Solicitor

• Multi use option

• 6 flats, 5x2 b/r, 1x3 b/r

• Underlying 470sqm on L3 land

• Was used as a band hall, photographers studio, dance studio

• Strong rental history

• Current fixed term tenant

• Spacious 140sqm with high roof

• Underlying 898sqm of L5 land

View by appointment

View by appointment

View by appointment

Grand Investment Auction On 30th June we will be holding a Grand Investors Realisation Auction with over 20 residential investment properties will be offered for sale. A wide range of property includes Inner City apartments, to older rentals in Hornby, to multi-block units in Merivale – This will be an event not to miss!

This marketing initiative is being seen by the Owners and Investors in Christchurch as a positive direction in the marketing of investment properties. Encouraging enquiry levels, and recent sales to particularly cashed up investors, makes this a good opportunity for both buyers and sellers.

Bayleys have committed a significant amount of time, energy and marketing prowess to market these properties on a local, national and international basis.

I believe there is an opportunity for Bayleys to take advantage of the recent budget announcements to provide a platform that allows the buyers to compete for a property in an open environment.

We have a number of committed owners who have invested in marketing to ensure their property is exposed to potential buyers.

To receive a comprehensive E-Book on the portfolio for auction, email mark at mark.oloughlin@bayleys.co.nz

Canterbury Today | June/July 2010 | 25

News

Making

effective messages

By Melinda Collins

In sport, most amateurs stumble along grabbing the occasional win with no clear action plan. Professionals, on the other hand, march in with an effective strategy and take out the game. In business, as with sport, strategy can make all the difference.

When promoting your business, this strategy is known as marketing. As simple as this seems, it is still where confusion is often found.

Advertising is a single component of the marketing process. It is the part that involves getting the word out concerning your business, product or the services you are offering. It involves placing advertisements in newspapers, direct mail, billboards and television. While advertising is the largest expense of most marketing plans, it is not marketing.

Marketing encompasses your entire game plan or strategy. It is the systematic planning, implementation and control of a mix of business activities designed to take that product or service to the market. Marketing incorporates everything an organisation does to facilitate an exchange between company and consumer.

US-based BN Branding’s director John Furgurson describes the difference. “Every year millions of dollars are wasted on advertising that is well-produced, but not very well thought-out. Rather like a supermodel… nice to look at but there’s just no substance there.”

So if you think that because you’re advertising, you’re marketing — think again. If you are advertising separate from any greater marketing strategy, you’re doing only half a percent of what your marketing campaign can and should do, Bold Horizon senior brand strategist Wayne Attwell says.

“Too often struggling and confused companies throw money into costly advertising campaigns, new websites or glossy brochures, believing them to be the ‘cure-all’ for slow sales or lost marketshare.

Marketing’s future

By Bridget Gourlay

Predicting the future is always a risky affair, but in the world of marketing, keeping your finger on the pulse of where and how to advertise is crucial.

TBWA Group CEO David Walden says there has been a “seismic change” in marketing with the advent of social networking, the digital age and the change in when and how people watch TV, with programmes being available on network websites, able to be watched any time of the day or night for weeks after they’ve aired.

“The world’s changed. It used to be that clever marketers would whack an ad on TV, on a billboard, in the paper and wait for people to respond. People are now taking on board messages when they want it. Now we still create a campaign, we use some traditional forms of advertising, but we’re also sensitive that there are a lot of other ways to get your message out there.”

Walden says companies and products need to be tuned to “receive” rather than “transmit” when interacting with their public. He cites Cadbury changing to palm oil last year as an example of where social networking hit back.

“People got up in arms on websites and Facebook groups were formed. My company has tools where we listen to the dialogue of social media platforms; we monitor the conversations about our brands. We know what percentages are negative, positive and neutral.

“People used to talk about word of mouth. These days I think it’s about word of mouse.”

So has Twitter killed the television star? Not exactly.

“In reality however, advertising and promotions are only the tactical implementation of a well planned marketing strategy and when effectively integrated into the overall marketing mix the results can be outstanding. But all too often the underlying marketing strategy is sadly lacking.”

Attwell says some key elements need to be in place before you can plan and execute an effective marketing campaign:

 Your potential markets may be spread over large

geographic areas, so apply the 80/20 rule “Identify a realistically manageable segment of the market your company can accurately target, considering your capabilities, limitations and available budget.”

Walden says that far from getting rid of traditional forms of media advertising, products simply need to be marketed on a combination of old and new media.

 Get to know your customer

University of Auckland’s business school marketing head Professor Rod Brodie agrees. He cites Dove as an example of a company that has shifted from a “market to” philosophy to “market with and among”.

 Know what sets you aside from competitors and what

“Dove soap is a big multi-national with a clear brand.

They’ve done a lot of traditional, very targeted advertising campaigns, but now with the internet there’s been a shift and so now there’s encouraged online engagement.” On the Dove website, there are blogs and discussion topics about life and beauty from style gurus and life coaches, and Dove customers can sign in and comment on these issues.

Another change lies in the spaces where advertising takes place. Supermarket trolley handle bars, bus stops and toilet doors are now commonplace for ads, but wouldn’t have existed a few decades ago.

Professor Brodie says creators will have to keep thinking about where else they can advertise. “Increasingly, agencies will be using their imagination, in making ads and campaigns so they reach their target audience. Traditional media can be very crude in doing that.”

“If you don’t know your customers, how will you know what to say to them in your marketing and advertising message?” you’re up against “Developing and understanding your unique points of difference is arguably the most critical part of your marketing strategy and should supersede any tactical programmes. A deep understanding of your competitor should be an essential part of your marketing strategy. By understanding the habits, likes, dislikes and buying triggers of our target market customers, we are better equipped to decide on the best method of interacting with them.”

 Don’t forget your customers are still human

“Why do we so often forget to appeal to the human needs of our corporate and industrial buyers? Instead we try to bombard them with a long list of technical features of our product, forgetting to appreciate and satisfy their decision making criteria and personality type.

 Advertising expenditure should be a component of a larger plan, opposed to an isolated entity in itself “Marketing is certainly a mixture of art and science but no matter which side of the equation you stand on, having a strong marketing strategy in place is essential for success.”

smart sale$

26 | Canterbury Today | June/July 2010

So no writing on the moon or holograms yet, but time will tell…

News

Paying for

performance

By Melinda Collins

‘You can’t manage what you can’t measure’ is an adage that has been around forever.

One of the most common, and increasingly controversial, manifestations of a connection between measurement and management, is performance-related pay (PRP).

It’s not a new concept. Ever since ancient Mesopotamians were paid by the basket for picking olives, there’s been some variation of incentive pay. In the modern day the term is used fairly loosely with commissions and bonuses often thrown into the definition.

Robert Half New Zealand general manager, Megan Alexander says performance pay can work in a variety of different industries, including retail.

“It can be very morale boosting. You need to understand employees’ needs and that means talking to them. You need to understand everyone is different. The hardest thing is getting a platform pay structure that tailors to everyone’s needs.”

There are some keys to integrating a successful performance pay structure, she says.

“The key is expectation management, communication and clarifying to people why they are not getting bonuses or why they are. Make them aware and accountable.”

The general understanding of PRP is money paid to someone relating to how well he or she works. Business theorist Frederick Winslow Taylor was a great supporter of this method of payment, believing money was the main incentive for increased productivity.

While she says people need to take into consideration the business’ financial capabilities, money isn’t everything. “It can be a lot more simple than people think — it could be allowances for mobile phones, through to the employee not being penalised to look after a sick child,” she says.

Other proponents say PRP provides a direct incentive for employees to achieve a defined work target and, as their contribution is recognised through a tangible reward, motivation and commitment improve, directly influencing overall productivity and performance.

“Pay is not always the main driver of people’s happiness. Yes, people need to feel rewarded and recognised, but performance pay doesn’t solve everything.

But a fundamental criticism relates to the subjective nature of performance and suggests the performance of a complex job as a whole is reduced to a simple, often single measure of performance. Criteria for call centre staff, for example, may be the length of a phone call, however this fails to take into consideration quality of help given and whether the caller’s problem had been rectified.

Latest statistics from Robert Half International’s 2010 Salary Survey suggest that while not as high as our Asian compatriats in performance pay, New Zealand is still in line with Australia.

Of the Kiwi respondents, 39 percent said they received a bonus in 2009, compared with 36 percent in Australia, 56 percent in Hong Kong, 64 percent in Japan and 75 percent in Singapore.

Macroscopic factors such as an economic downturn may also make employees appear to be performing at a lower standard, independent of actual performance. In other cases, opposition is motivated by hostilities which can arise when times of low turnover sees multiple employees vying for the attention of one customer, and when more than one employee assists one customer.

“It’s a combination of culture, strategic vision, communication — performance pay is only one way of keeping people happy.”

Of the New Zealanders, 42 percent said they did not receive a bonus, with 19 percent saying bonuses are not part of their salary package.

This year, 38 percent of New Zealand respondents said they are expecting to receive a bonus, on par with Australia; both below the average of 54 percent. Half the Kiwi respondents do not expect to receive a bonus in 2010.

Show tell

By Kate Pierson When a tradeshow’s aisles are inundated with frantic foot traffic, eager eyes are surveying the surroundings, concept-hungry minds are contemplating commercial options, and you’re in the background at your stand thinking, “I’m here, pick me, pick me!” It’s perfectly acceptable to utilise attention-seeking tactics to attract your marketshare.

By this inference, we don’t mean you should jump up and down, waving your hands in the air, or use loud and colourful behaviour to engage the curiosity of prospective buyers.

Attention-seeking in this context is about smart selling. In the craze of competition at a tradeshow it’s easy to get lost in the commercial crowd — getting noticed is everything when it comes to being a leader in the professional pack.

A tradeshow is more than a showcase or exhibition; it is a networking event and hands-on marketing opportunity for consumers and potential buyers to become visually and tactically acquainted with your products.

With this in mind, New Zealand Trade and Enterprise (NZTE) has put together a tradeshow instruction manual for newbies and well-schooled veterans wanting to brush up on tradshow knowledge and etiquette. Offering a comprehensive how-to

guide for maximising potential at trade events, the aptly titled, Ensuring Success at Tradeshows is a toolkit at your disposal.

From outlining your objectives, researching, budgeting, planning and pre-show promotions, to planning work at the event, conceptualising an exhibition briefing and overviewing what to do during the event, this guide has a comprehensive checklist for commencement through to completion.

A fundamental point raised in the guide, notes: “Remember trade events are just the mid-point of an integrated sales process,” and NZTE director of specialised manufacturing, Hans Frauenlob reiterates the importance of remaining committed to a trade event from start to finish.

“Attending a tradeshow can be an expensive undertaking.

Therefore, during the lead-up time it is important to recognise your target audience and identify what it is you want to achieve. This involves reaching out to your customers and leaving yourself enough money for the follow-up phase after the tradeshow.”

Frauenlob says follow-up is a critical part of the process, but this is often the aspect that is neglected by businesses.

“Nothing disappoints a prospective client more than no followup, but of equal importance to the follow-up, is of course the lead-up itself,” he explains.

Without a definitive and strategic pre-event plan in place, the professional currency you invest- aka your valuable time and resources, may be lost in translation when in essence, they should convert into increased marketshare, sales and profitability.

Frauenlob says the most effective approach to organisation at tradeshows will vary between sectors and companies depending on what they want to achieve. “Although the criteria varies, what a lot of potential exhibitors tend to do, is walk the floor of other tradeshows prior to their own and look at how they need to position their prospective products against competitors. Looking at competitors’ messages and finding a point of difference is also key.”

Finding or reinvigorating business relationships is also about prior networking and inviting prospective or current clients to attend a tradeshow you will be exhibiting at. “Instead of waiting for traffic to come to you, if you want to secure five distributors, give yourself a headstart by inviting 10 distributors you already know or you have found yourself,” he says. “It sounds cliché, but success at a tradeshow really is about preparation, preparation, preparation.”

For more information on tradeshows or to view the Ensuring Success at Tradeshows guide, visit www.nzte.govt.nz

smart sale$

Canterbury Today | June/July 2010 | 27

News

Discount dangers

By Kate Pierson

It’s a sensory stimulant for consumers and can break budgets on a whim.

With the ability to bend the will of even the most avid window-only shopper, it’s one of the most attractive concepts to the human eye — the discount. Making the eyes wide, the sales salivary glands water and the heart pit-a-patter in anticipation, it’s one of the most powerful signs in commercial language.

Yes, the discount, be it in malls, minimarts or markets, in the form of dollar deductions, percentage reductions or two-for-ones, is the magnetic drawcard for sales scouters and bargain-hunting buyers in a marketplace full of competing consumables.

But while its attractive facade has guaranteed its popularity in the sales sphere, the discount can also be what is described as a ‘frenemy,’ aka, the ‘friendly enemy’. Something which, on the surface, appears to the have all the qualities and characteristics to be a compatible friend to your business, but when you use it, undermines all that you hope to achieve.

NZ Institute of Chartered Accounts director of professional support, Tom Davies, is adamant about this. Discounting and using it for your business’ benefit requires knowledge and an educated understanding of your operation, first and foremost. His philosophy on discounting is, always analyse before you act.

“While discounting is a popular way to increase sales, what businesses need to remember, is that if they are discounting their products, they are giving away a slice of their profit. Therefore, before a discount is applied, people have to know their business and not just hope for an increase in sales and profit,” he explains.

“Before you discount, you’ve got to know how much the product is costing you and how much you need to keep your business going. Because trying to match a fellow competitor’s price without knowing these essentials can be disastrous.”

understanding the financial logistics of your business, prior to adorning shop windows with brightly coloured sales banners.

“It’s true that discounts are one way to reach customers and in some cases it can be effective.

We see it being used to attract people into shops and stores and to generate marketshare, but it is a strategy that needs to be utilised carefully,” he cautions.

Davies adds that understanding how discounts can have an immediate impact on cash and profitability is also critical, because if businesses cannot sustain their discount position in the face of a price-reduction war, they may find themselves not only being out-priced by their opposition, but susceptible to financial failure.

Davies says businesses also need to take into consideration that repetitive discounting may result in consumer demand for a permanent reduction plan, also known as a loyalty programme.

“Businesses really need to know the cost structure of their organisation and whether they can sustain their position in a potential sales war. Discounting is a strategy that is really only available to the lowest cost producers, because if you don’t have a low cost production structure in place, you’re not in a position to drop your prices and you may end up compromising the quality of your product or service if you try to.”

Humphries and Associates Limited director, Michael Humphries corroborates Davies’ views on discounting, reiterating the importance of

Underestimating the relationship between discount and volume is also a common error. “To make up your gross margin when you decrease

your prices, consumption has to increase,” Humphries explains simply.

And even if consumption increases enough to maintain a price decrease, significant costs may be attached to the investment of new staff and premises that are required to accommodate this consumption growth.

Beyond the potential implications for a business itself, discount campaigns running back to back can also negatively impact the economy due to deflation — something Humphries says has been happening in Japan for many years.

“These price wars that occur between businesses can create uncertainty for consumers because they expect prices to drop again and therefore won’t spend any money in anticipation of this happening.

“In business, a strong focus should be on unique selling points (USP). A USP is all about how a business can differentiate itself and where it will position itself in the market,” Humphries concludes.

For more information on discounting and how you can effectively implement this, or another sales strategy, seek advice from an accountant or a business consultancy firm.

smart sale$

The bottom line is, if you are going to announce a discount, you have to know the effect on your firm first.

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28 | Canterbury Today | June/July 2010

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Dining is all about immersion; being enthralled in the atmospheric ambiance, culinary cuisine and complementary flavours that make your palate dance.

It is about having your mind and body fed by a holistic eating experience.

In Christchurch, nestled in two metropolitan locations, are places where you can fully immerse yourself. Escape to Chinwag Eathai restaurant and bar and treat all your senses to a traditional Asian, banquet style experience.

The Chinwag commitment to culinary cuisine lives in the expression, “Gan Gin Gan Yuu,” translation, “As you eat, so you are”.

Chinwag interprets this as, “what you eat and how you eat” and this philosophy has been the catalyst for two restaurants that offer good-looking, fresh food in no-fuss, child-friendly surroundings. Chinwag is not only a name, but a recipe for good living.

With flavours for every fancy and temptations for every palate, Chinwag is a hybrid of traditional authenticity and contemporary exoticism.

At hot spot 161 High Street, think tropical flower-shaped lanterns offering up sultry bedroom lighting. Hung against a backdrop of rich timber walls, they are a Thai tribute, overlooking refectory tables which serve ample opportunity for engaging conversation by candlelight At 131 Victoria Street is a social contrast, offering a more intimate dining setting, but featuring the same funky décor. Don’t let its private ambiance tame your social spirit though, because if you’re looking to chinwag, Victoria Street can also emanate the same social radiance as High Street, with its private courtyard providing a sun-basked haven for summer indulgence.

Chinwag wants you to let your mood and the moment dictate where you want to go. You can be a social butterfly at High, or seek out secluded intimacy with one to one dining at Victoria. Chinwag offers either environment, with the promise of identical menus that live by the mantra of never disappointing.

As a 2009 New Zealand Restaurant of the Year Finalist in Cuisine Magazine, Chinwag has a simple recipe for dining success; good conversation and bloody good food.

It’s dining decadence at Chinwag. Treat your palate to hot and sour soup with prawns as your starter, or grilled scallops with peanut nahm jim, pork wontons with pickled garlic sauce, or singha beer battered oysters.

Choose a main; penang curry of beef cheeks with green beans and fish crackling or wok fried duck with cashew nuts, bean sprouts and chilli. There’s also fried baby squid, steamed groper and caramelised pork hock and for kids, a three-course main for $12.50.

• Corporate lunches

To complement the entree-main cuisine, satisfy your sweet tooth with sticky rice pudding featuring fresh mango and coconut sauce; Tapioca pudding with Thai tea custard and vanilla ice cream, or caramel custard with crunchy banana and vanilla icecream.

And while diners drink in the setting, they can also refresh with colourful cocktails. And at Victoria Street, seven days a week, between 4-7pm, you can venture in for two for one beer and wine.

Chinwag will wine and dine your appetite and with monthly specials promoted on the Chinwag website, you can keep you, and your bank balance, happy and healthy.

Chinwag functions + catering

• Cocktail parties • Client functions • Birthdays • Event catering • Private dining room • Fingerfood parties

Chinwag Eathai 161 High Street P (03) 365-7363 131 Victoria Street P (03) 366 4544 E tony@chinwageathai.co.nz www.chinwageathai.co.nz

Bloody good food... made with love

Two for One drinks Visit the ‘eatadeal’ section on special available exclusively at Chinwag Eathai Victoria Street, 7 days a week from 4 until 7pm

the Chinwag website every month for new discount deals.

20% off special for takeaways.

161 High Street, Christchurch Ph. 03 365 7363

131 Victoria Street, Christchurch Ph. 03 366 4544

www.chinwageathai.co.nz

Opening Hours 5pm -late Monday - Sunday Canterbury Today | June/July 2010 | 29

Authentic, international dining experiences are becoming more sought after and treasured among those who know where to find the very best restaurants with the very best of chefs.

seen him prepare stunning Indian food in India, Singapore and Australia and for the last nine years, he has made the Maharaja and Christchurch his home.

For bona fide Indian cuisine, prepared with passion and served with a smile, Maharaja Restaurant in Papanui is a stand out, especially amongst its growing corporate followers.

All food is prepared to order. There is no such thing as pre-prepared at the Maharaja. From the legitimate Indian breads which are cooked to order in the clay oven to the spice mixes – all is fresh, authentic (featuring many spices especially imported) and with flavours which are distinctive and unforgettable.

Manager Rajiv Biala says the introduction of personalised catering delivered direct into businesses is a growing success for the restaurant.

Whilst as a rule the charming, warm and inviting restaurant is not open for casual lunch dining, Rajiv says they also often open the doors to groups wanting to dine in.

Seating up to 55, this space offers many options; from an informal lunch meeting to a more celebratory team outing.

The entire team lives and breathes the principles of superb service, valuing the time tested philosophy that the customer is always right and should walk away 100 percent happy.

The training and knowledge the team has, enables them to help diners successfully match the creative wine list or authentic Indian beers with the varied selection of genuine Punjab style dishes. All questions are encouraged and they will go the extra step to ensure everything meets your specific needs.

This northern state of India is well known for its rich and flavoursome dishes which lean towards being simple and healthy combinations yet each dish has a fascination all of its own.

Across India and now right here in Christchurch, this style of Indian is, and has always, been a gastronomically popular choice.

“You will find Maharaja very much like traditional Punjabi style cuisine, which is well known for its authentic usage of spices. It is a much loved food of Indians, so rest assured you will be getting that same authentic cuisine when you dine with us.”

Owner and head Chef Vijay Biala is an award winning chef with more than 25 years experience in Indian cooking. His vast experience has

“The great thing about the Punjab influence is that every curry is very different and has its own unique set of flavours,” Rajiv declares.

Looking for a venue for a work dinner or gettogether with friends? Book your company in for a leisurely (or quick if need be) lunch, to arrange catering in your workplace or other location or spend an evening unwinding in the restaurant.

Satisfaction is guaranteed at Maharaja. As part of the attentive service, the team will ensure the dish you have ordered meets your satisfaction.

“If someone gets something which is too hot for them, we will happily take it away and replace it with something else.” Rajiv and the team is passionate, knowing they bring top quality cuisine, atmosphere and service to every customer.

The Wine Card at the Maharaja is as extensive as the menu. Featuring an ever changing array of quality, vineyard wines from around New Zealand, with some of Australia’s best also thrown in – each compliments the food superbly.

While the list is a breath of fresh air and is packed with taste bud tingling tempters, the price is pleasantly very affordable. The Maharaja also has a great selection of top of the range beers and Indian whisky and rum.

Maharaja Restaurant 3 Main North Road Papanui T 352 0150 www.maharajarestaurant.co.nz

a j a r a h a M aurant Indian Rest

30 | Canterbury Today | June/July 2010

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rse meal $25 for a 3 coa Thursday from Sunday to okings o during winter. B es can are essential. or complimentri (No vouchers

be used with th

Emperor La ge complemen r on tap to t your meal!

is offer)

Attention pet lovers did you know?

What you feed your cat or dog directly affects how long they live and the quality of their life. Not all foods are created equal. There is only one way to establish what you’re really feeding your pet...read the ingredients!

If you would like to discuss anything we’ve mentioned or would like to get sent some info and testimonials please give us a call, or go to our website to see the dozens of raving testimonials available. In fact a large number of clients are breeders, which is testament in itself, as these people take feeding their pets (their business), very seriously. These people normally spend a lot of time researching all options available and we’re pleased to say, they’re massive fans of our product.

In today’s competitive pet food industry, it’s hard to believe what may go into your pet food. Many companies (owned by multi-national corporations) have extensive marketing budgets, that portray a healthy pet jumping around, all thanks to their fantastic pet food. However, they seldom talk about ingredients. And to be frank, that is the most important element, followed closely by taste.

Because let’s face it, if your pet doesn’t like the taste, they simply won’t eat it.

(Unless it’s a Labrador....)

Here’s the most important bit.

The ingredients I’m not going to tell you how happy your pet will be or how high they will jump by using our pet food.

I’m simply going to give you a quick lesson about ingredients and what to look for and what to avoid.

The way ingredients are listed on packaging is the order that they are according to the percentage of food, so the first ingredient listed is the primary ingredient and so on down the list.

Some list “by-products” as the first ingredient, usually chicken or beef. Now this doesn’t have to be a bad thing. One of the many problems with byproducts is what can go into the mix. So for cows this can mean bones, hooves, hides, hair, intestines, or with poultry by-products it can mean feet, beaks, feathers, bones, intestines, as well as the small trimmings that are left behind after they have been boned out for human consumption.

interesting fact!

By law, by-products don’t have to include any meat at all in order to be called chicken or beef by-products.

Products with by-products will of course look like any other pet food biscuit. The organic chemicals that make up the mush that remains will still register as amino acids and proteins etc, yet the fact is that a large percentage of it will be completely indigestible to your pet’s digestive system. This means your pet will be unable to harvest goodness for its body out of much of its food.

This results in two things. First, you will have to feed more of the product to your pet to satisfy its nutritional requirements. Second, there will be more “unharvested remains” left to be picked up off your lawns. One of the huge benefits of feeding your pet a food that uses high quality ingredients is that there is less stool volume, because the animal is able to digest more of it. Another notable benefit

Here are results from three independent studies: 1) The Confidential Dog Food Report analysed over 2,000 pet foods and came up with the best nine. Canidae was one of them. The following dog foods available in New Zealand weren’t on the list; Beneful, Eukanuba, Iams, Pedigree, Purina One, Purina Pro Plan, Purina Dog Chow and Science Diet.

2) Each year The Whole Dog Journal (arguably the best dog journal in the world), rates dog foods from around the world and creates an “approved list” which includes approximately 25 foods. For more than 5 years Canidae has featured. The following

is that your animal’s stools will smell a lot better when they are fed a high quality, natural, highly digestible food that doesn’t have rancid meats and fats in it.

Canidae lists chicken and turkey meal as their first ingredients. Chicken, turkey and lamb meals are dry and are less than 10% moisture and contain 50-65% meat proteins.

Canidae and Felidae contain 10 skin and coat conditioners with balanced Omega 6 and Omega 3 fatty Acids: chicken fat, fish meal, flax seed, sunflower oil, lecithin, linoleic acid, rosemary, sage, vitamin E and biotin.

Please go to our website or give us a call for the full Declaration of Ingredients. Without a declaration of ingredients, how do you really know what’s going into your pet’s food?

Why haven’t you heard of us?

Simply because we’re relatively new into New Zealand.

We have hundreds of satisfied clients and this year we’ve doubled the number of clients from last year and this is literally growing daily. However, Canidae for dogs and Felidae for cats have been selling in America for many years and are consistently ranked in the top few by leading pet journals and publications including The Whole Dog Journal.

We also don’t have the marketing budget of the huge corporations. In fact we have relied heavily on word of mouth, which works well, but we are now starting to do print and radio.

dog foods available in New Zealand aren’t on the list; Beneful, Eukanuba, Iams, Pedigree, Purina One, Purina Pro Plan, Purina Dog Chow and Science Diet.

3) Petsumer Report also does an independent study and ranks pet food out of five, with five being the absolute best.

Here’s some of the results: Beneful 0 CANIDAE

4.2 Eukanuba 2.7 Iams 2.7 Pedigree 1 Purina One 1.9 Purina Pro Plan 2.1 Purina Dog Chow 1 Science Diet 1.5

Here is a quote that I recently read in The Whole Dog Journal, arguably the best independent dog journal in the world. “I’d like to quickly dismiss the idea that any of the giants – Iams and Eukanuba, Purina, Science Diet - could possibly make dry dog foods that are as good as the foods that have a regular presence on WDJ’s “approved foods” list, (such as Canidae). The fact is, though, of course they could; they have all the resources needed to do so. They could bury most of the competition in the “natural and holistic” niche...if they followed through and used only the same high-quality ingredients typically used by the smaller, boutique brands. But they generally stop short – perhaps because they are unaccustomed to paying a lot for their raw materials, or marketing the products at a correspondingly high sales price.” - Nancy Kerns Save you time and money As mentioned this is a premium product, and if we sold in pet stores or vets, it would command a huge price tag. However, as we don’t have a “middle man” we can sell it at a price comparable to other “premium” products. In addition to this, your pet will actually require less, as he/she will actually be able to digest and utilise more of the food, which also creates less stools. In addition to this we will take the hassle out of driving to your pet store, lugging the food into and out of your boot, as we will deliver to your door free of charge.

Your satisfaction is assured every time you deal with us through our Make You Happy Guarantee If we ever let you down, we’ll ask “what can we do to make you happy?” So far we’ve never refused a customer’s request. And of course there’s a full money back guarantee on the product if your pet doesn’t like it.

re

r anywhe P.s We delive in NZ free Gary Collins, Owner

Call for a FREE sample and more information or call now to place an order. If you place an order this month WE’LL TAKE 33% OFF YOUR FIRST ORDER when you mention this advert.

You’re probably wondering what’s the catch? Well we know that almost everyone who buys from us once, buys again, and again, and again!

Ph: 0800 101 729 www.canidae.co.nz

Canterbury Today | June/July 2010 | 31

Agribusiness | Down on the Farm

Behave or Beehive

By Bridget Gourlay

Chemically ridden streams, dirty rivers and poisoned fish are threatening New Zealand’s clean and green image and the finger is being pointed squarely at the dairy industry.

The Green Party and other environmental groups are urging the government to start regulating dairy farmers after a report released in March revealed that 15 percent do not comply with the voluntary targets to minimise dairy farming’s effect on the environment.

Accusations are also being levelled at the industry for meddling with statistics and not presenting the full picture.

But Federated Farmers has hit back, saying the dairy industry is open and accountable and has never been more committed to reducing its impact on the environment.

So the question is; Is it time for the government to regulate the dairy industry? And if so, how?

Currently, a charter between Fonterra, the Ministers of Agriculture and the Environment and regional councils, called the ‘Dairying and Clean Streams Accord’ exists. It aims to minimise the negative impact of dairying on New Zealand’s water. It specifies voluntary targets to keep dairy cattle out of waterways, to treat farm effluent and to manage the use of fertilisers and other nutrients.

Damning report A damning snapshot report from the Dairying and Clean Streams Accord released in March showed 15 percent of dairy farmers did not comply with the voluntary targets in 2008-09, up from 12 percent in 2007-08.

Forest and Bird Advocacy manager Kevin Hackwell says poor environmental management of dairy farms is a huge problem.

He says discharge of dairy effluent and run-off nutrients from dairy farms has led to rivers and lakes that are not safe to swim in, clogged waterways due to flourishing algae levels and the destruction of some fish and other other freshwater species.

The Agriculture Minister, David Carter says the March report was “unacceptable” and immediately issued a press release saying he was putting non-compliant dairy farmers on notice. “Regardless of whether this is because farmers don’t have the right tools, don’t know how to comply, or simply don’t care, behaviour has to change. Once we have supported the farmers who want to comply, we can look at whether existing regulation needs to be strengthened to target those remaining farmers who blatantly pollute.”

Is it time for the government to regulate the dairy industry?

And if so, how?

Carter has not said whether he will be changing the standards from voluntary to compulsory.

Green party co-leader Dr Russell Norman says Carter told the public last year the Government’s preference is for voluntary industry-led environmental management, but if the sector was not responsive, they would act.

“It’s time for the Minister to make good on his promise. He is talking tough, but this means nothing without action.

“It’s time for the Government to regulate the impact of dairy pollution with enforceable water quality standards. Voluntary measures, which rely on individual farmers to make improvements to their practices and report their own progress, are simply not enough of an incentive.”

Forest and Bird is also calling for the Dairying and Clean Streams Accord to be tougher. It wants clearly defined timelines, targets and

32 | Canterbury Today | June/July 2010

outcomes for improved water quality and established nation-wide benchmarks for assessing progress. The environmental group also wants to strengthen enforcements so that poor performers face sanctions.

Non-compliance rise Federated Farmers dairy chairperson Lachlan McKenzie says he’s also disappointed with the recent rise in non-compliance.

“Yet while our news is disappointing, the dairy industry is fronting it publicly. Disclosing our environmental footprint, good or bad, is all about being open and accountable because our performance is out there for all to see.

“Wouldn’t it be encouraging, for once, if the vast majority of dairy farmers actually got positive reinforcement for the big strides we’ve made.

“We have one or two percent of recidivist bad fellas, those are the guys that need to be taught a lesson. You’ll always have one or two bad people in any community unfortunately.”

The Greens and Forest and Bird say they are also concerned the dairy industry is damaging the environment to a larger extent than it is claimed.

Norman says an earlier Clean Streams report claimed, based on self-reporting from farmers, that dairy cattle had been excluded from 70 percent of waterways in the Auckland region, when a report from the Auckland Regional Council, which randomly surveyed stream sites in the same area, found only 26 percent of dairying sites had an effective fence on both sides.

Forest and Bird has also questioned the statistics used in the the report and believe the figures are unreliable as a benchmark of the dairy industry’s environmental performance.

Lachlan McKenzie says there’s no need for central government to regulate the industry; improvements simply need to be made in the system that currently exists. He says some areas of the country had high compliance rates and others had low ones, and that largely comes down to regional councils.

“One area where the compliance rate was high was where the service and the attitudes were good and where they worked through issues. The area where they have a focus on straight out prosecution without dialogue has a low compliance. They have a complete lack of understanding of what’s good, bad and ugly.”

Switched on McKenzie says environmental regulations being presented to farmers in clear, concise language would also help matters, but generally the industry is switched on to the problem.

“The dairy industry is working hard, as we speak, on the very issue of standard and code on effluent management. In collaboration with DairyNZ, scientists, technical people, we’re all looking at developing solutions. The dairy industry has never been more focused or more co-ordinated in its endeavours to reduce its environmental footprint.”

However, McKenzie says New Zealanders need to understand water quality will always be compromised to some degree by agriculture.

“We need to look at what is achievable given that we want to have food production as the primary income for New Zealand.”

Agribusiness | Down on the Farm

looming on the horizon

By Melinda Collins

The nature of a competitive global market dictates that expecting a better result from doing what you’ve always done is a sure fire path to failure. Yet, according to a report by accounting business KPMG, our agriculture industry is in peril of doing exactly that.

The KPMG Agribusiness Agenda report says New Zealand agriculture has as little as five years before large-scale intensive farming in South America, western China and central Asia will erode our cost competitiveness, undercutting our farm exports.

“For many years the New Zealand agribusiness sector has traded on a belief that our commercial advantages were cheap land, abundant grass and plenty of water, making this the lowest cost place to grow food in the world,” the report says. “This is no longer true. Farm prices have risen significantly over the last 20 years, making land in New Zealand among the most expensive in the world.”

The report observes the lower-cost land and labour, less complex regulatory regimes and geographic location of competing nations as capable of producing bulk commodity products in significant volumes at prices New Zealand couldn’t hope to compete with.

What’s on the horizon for New Zealand agriculture? In as little as five years will we still be reaping rewards or will we be reduced to chasing rainbows?

KPMG lead agribusiness partner Ian Proudfoot says this means now is the time to start revising industry structures, pratices and products to ensure the industry moves up the value chain in advance of commodity products from these nations hitting the international market.

The report says New Zealand needs to invest heavily in science, technology and infrastructure to gain competitive advantage and government policy needs to be prioritised toward better investment, management and use of water resources.

“Water is New Zealand’s liquid gold.

Development of a policy framework that provides certainty over the access, quality and cost of water to agribusiness is important if the industry is to have the confidence to make long term investments in improving productivity and increasing its contribution to the New Zealand economy,” Proudfoot says.

National co-ordination of water management strategy and investing in connected rural communities would also be essential to placing New Zealand at the forefront of the global agribusiness stage.

Proudfoot noted that only 1.6 percent of the government’s proposed investment in broadband and fibre networks was targeted towards the 13.8 percent of the population living in rural communities.

“Yet this group grows, processes and exports 66 percent of New Zealand’s merchandise exports.”

The report also says companies need to communicate with international clients to understand their future needs so they can adapt to them ahead of competitors. The report says this may mean New Zealand needs to adopt a national identification scheme to keep up with market demand.

However, Federated Farmers associate spokesperson for water, Lachlan McKenzie says the report fails to illustrate details affecting farming on an individual scale.

“We welcome KPMG’s statement that ‘farm businesses must be viable and profitable if farmers and growers are to continue to invest’, but this is another strategic helicopter overview.”

While the report suggests the objective for New Zealand must be to protect our clean, green, “golden goose,” McKenzie says this is at odds with recent research done for New Zealand Trade and Enterprise in the United States.

Varied responses “We know Americans don’t respond to ‘clean green’ or sustainability, but do respond to quality, local craftmanship and community responsibility. Telling that story to our end consumers is what we need, instead of a hollow but lofty sounding slogan.”

McKenzie says Federated Farmers would like to see similar research done in the markets KPMG correctly identifies as becoming increasingly important for our exporters.

He says the report takes a Eurocentric view of the proposed National Animal Identification and Tracing Scheme, but says it fails to illustrate how this will enhance profitability with such a sizeable cost input necessary.

While McKenzie agrees with KPMG that the Emissions Trading Scheme will increase the volatility and costs of agribusinesses, he says the report gives few indications on how to improve profitability on an individual farm scale.

“Over the past decade, inflation on farms has been well ahead of the Consumer Price Index. A Ministry of Agriculture and Forestry report (Situation and Outlook for New Zealand Agriculture and Forestry) shows that farmers retain just 6.2 cents out of every dollar generated from New Zealand agricultural exports. Unfortunately KPMG isn’t providing many practical hints on how that will lift.”

But there are points on which the pair agree.

“Where I think KPMG is spot on, is in their support for our push to get a larger slice of the funding package for rural broadband and the need to future proof the economy by way of water storage. We have the annualised rainfall but we don’t store it to use over drier months,” McKenzie says.

“Similarly with research and development (R&D), it is Federated Farmers’ policy for New Zealand to have an R&D spend equivalent to three percent of gross domestic product by 2029,” he concludes.

Canterbury Today | June/July 2010 | 33

Agribusiness | Down on the Farm

The

flow-on effect…

The Central Plains water scheme is on the way

By Bridget Gourlay

A multi-million dollar project irrigating the central Canterbury plains from the Waimakariri and Rakaia rivers is well on the way to being put in place, 130 years after it was originally proposed.

The irrigation scheme was first floated in 1883 but it wasn’t until 2000 that a feasibility study was funded by the Selwyn District Council and the Christchurch City Council.

In 2004, 300 farmers throughout central Canterbury collectively invested $4.7 million to help fund the resource consent process.

The Central Plains Water Trust (CPWT) scheme

has just been granted resource consent, which means funding can be sought and construction begun.

The CPWT scheme has estimated the economic benefits of irrigating the Waimakariri and the Rakaia rivers will be huge, with the contribution to GDP to be more than $350 million, the same as a Rugby World Cup — every year.

CPWT chairperson Denis O’Rourke says this is a conservative estimate, but he also says the other benefits the scheme will bring to the region can’t be forgotten.

“You can expect to see small towns in mid Canterbury achieving more residents, that will mean more schools required, more banks, more supermarkets. It will certainly reverse the flow of people from rural area to the city a little bit.”

Overall, the scheme will create 2400 jobs (1000 in agriculture and 1400 in processing) — another estimate O’Rourke says is conservative.

He believes there will be many spin-off jobs, especially in Christchurch city, such as more transport jobs and more for the airport and Lyttelton and Timaru ports.

“We have done the hard yards, which is, of course, to get a scheme through resource consent. I think the next step is to obtain funding for it to be constructed.” O’Rourke was reluctant to let too many details slip about who will fund this, or how much needs to be raised, but he is confident it will be easy to do.

A workshop held recently was ‘successful’.

Opposition action Like any plans involving the words ‘water’, ‘farming’ and ‘Canterbury’, the scheme isn’t without significant controversy. Opposition groups have lodged dozens of objections during the resource consent process.

Like any plans involving the words ‘water’, ‘farming’ and ‘Canterbury’, the Central Plains Water Trust scheme isn’t without significant controversy.

One such group, the Malvern Hills Protection Society, argues construction works in the beds and on banks of the rivers will be ecologically degrading. Chairperson Barry Mathers says the associated land use intensification will also lead to a major expansion in dairying, which he says will further degrade drinking water quality.

“Nitrate contamination of drinking water wells is increasing across Canterbury. Rising levels of nitrates are a public health issue. Nitrates and pathogens leaching into lowland springs, rivers and streams is degrading ecological values.

The CPW irrigation scheme will exacerbate these problems.”

Mathers says the Malvern Hills Protection Society is considering appealing the decision.

O’Rourke says the Malvern Hills Protection Society and other groups’ fears are not justified.

“People can be assured that water quality will not be compromised at all by this scheme. We intend to work in close collaboration with the new commissioners of the regional council, to achieve both the economic objectives of the scheme, but also environmental ones. We want to ensure the protection of Canterbury’s water, if not to enhance it.”

34 | Canterbury Today | June/July 2010

Agribusiness | Andar Holdings

AndAr Holdings lTd Two important environmental issues in New Zealand right now are the protection of our waterways from dairy effluent and didymo. ANDAR Holdings Ltd’s product range includes machines with the technology to

The main challenge ANDAR faces right now is keeping up with demand.

address these issues and help New Zealand stay clean and green.

But they haven’t always been working in irrigation and effluent management technology.

The company started over 60 years ago as a general engineering business at the end of WWII, and originally designed and manufactured machinery for wool handling and processing. ANDAR has a staff of about 100 people, ‘from highly skilled machinists and engineers to PhDs’.

ANDAR is still heavily involved in the wool processing industry and proud to say it is by far the world’s largest supplier of wool scouring and early stage wool processes, creating machinery for every part of the processing line. ANDAR has provided early stage wool processes to more than 70 percent of the world’s raw wool processors.

During the past decade, farmers in NZ have faced more stringent requirements for dealing with dairy effluent to reduce pollution in our streams and to protect the fishery resources.

ANDAR believes environmental attitudes have changed with New Zealanders becoming increasingly aware that it is essential to use our available water prudently and automated control of that resource is one to that reduce water waste.

ANDAR is currently manufacturing and supplying a variety of filtration systems for dairy effluent. The systems remove solids so the water can be reused in automated irrigation equipment, and the solids composted for application to the land.

Following ANDAR’s groundbreaking success in developing complete ‘’closed loop” water treatment systems within the textile industry, they decided to expand their sphere of activities to incorporate industrial wastes and environmental consultancy services.

ANDAR continues to service the wool industry while diversifying into other areas important to NZ such as the irrigation portfolio and dairy effluent filtering.

ANDAR’s expert staff can determine the most robust, cost-effective solution for waste water minimisation, treatment or reuse.

Didymo, otherwise known by its nickname ‘rock snot’, was first discovered in NZ in 2004 and the situation has since become so bad the entire South Island has been declared a controlled area.

This means waterways are open, but people are legally obliged to prevent didymo’s spread.

ANDAR has developed technology to fight it.

ANDAR Holdings PO Box 435 Timaru 7940 T (03) 687 4444 F (03) 688 2640 E info@andar.co.nz www.andar.co.nz

Didymo is detrimental to irrigation equipment because it clogs up the nozzles. ANDAR has developed a screen that removes didymo at the intake of the irrigation scheme in a manner that, importantly, also ensures protection of the fisheries resource. It’s a self-cleaning device as it removes didymo, and operates on an adjustable time cycle.

ANDAR’s didymo screens are installed at sites between the Clutha and Rakaia rivers, and they are growing in popularity.

The need for them is increasing as more and more farms change their methodology to centre pivot irrigators.

ANDAR is working to develop a portfolio of irrigation screens and gates that is specifically designed for New Zealand conditions.

New Zealand water is very clear, unlike in Australia and parts of North America where it is full of suspended solids. Secondly, it runs more quickly because the elevation drops from the mountains and across the plains are quite pronounced.

ANDAR Farm Turnout Gate

ANDAR Automated lateral irrigation gate to Kerrytown South Canterbury

ANDAR Dairy Effluent Screen

ANDAR Didymo Screen & Intake Gate at Totara Valley

Canterbury Today | June/July 2010 | 35

Agribusiness | Dairy Holdings

Responsible

resource management Huge progress has been made during the past 20 years in the South Island’s irrigation industry, with many Dairy Holdings farms more than doubling their productivity per litre of water as irrigation technology improves.

In 2009 efforts towards being an “employer of choice” were recognised by it becoming the first dairy employer awarded full membership status of the international employment standards by Investors in People New Zealand.

The Dairy Holdings story dates back to 2000, when it was formed via the purchase of 30 dairy farms and one grazing block throughout the South Island.

“All our properties are irrigated, except the six dairy farms at Murchison Springs/Junction and another eight in West Otago and Southland.”

Today Dairy Holdings operates 58 dairy farms and owns the livestock on about two thirds of those farms, which total 14,198 effective hectares. The company owns 30,000 cows and milks a total of 45,000 to produce about 14.9 million kilograms of milk solids.

While many of Dairy Holdings’ properties were already irrigated when the company bought them, there have since been significant improvements to that irrigation. “In many cases we’ve refined the irrigation. We’ve had irrigation upgrades and have improved our water efficiency on those farms,” Glass says.

Dairy Holdings also either owns or leases 14 grazing blocks, which carry about 7500 calves and a further 7500 in-calf heifers.

Since 2000-01 the company has developed extensive career progression systems with one third of the dairy farms operated by 50/50 sharemilkers. A further third are operated under contract milking and lower order sharemilking arrangements. The remaining farms are operated as managed farms, with Dairy Holdings responsible for the supply of all staff and resources.

36 | Canterbury Today | June/July 2010

“Our operations have grown quite dramatically,” chief executive Colin Glass says.

Irrigation improvements

Many of the farms had border dyke or flood irrigation schemes, typically developed throughout Canterbury until the early 1980s.

Other dairy farms had Roto-Rainer irrigation, one of the first forms of spray irrigation that could effectively irrigate entire pastoral farms without excessive labour. Border dyke systems were replaced with Roto-Rainer irrigators.

“That was the first step to improve water efficiency, as it required half the water used in border dykes,” Glass says.

“In the time since, we have further upgraded the irrigation systems and today throughout Canterbury most farms are spray irrigated out of ponds where river flows generally suffer summer restrictions. That has enabled some farmers to irrigate their entire farms.”

However, Glass says the huge revolution in irrigation came with the invention of the centre-pivot irrigator. “The low volumes of water required through centre-pivot irrigation means there are vast areas able to be irrigated using the same quantity of water. Because you’re putting that water on little and often, we’ve also noticed a huge increase in productivity.”

While land irrigated with the border dyke system produced 10-12 tonnes of dry matter per hectare, these levels have grown to 1820 tonnes, or even higher, with centre-pivot irrigation. Productivity has more than doubled, as greater water efficiencies with centre-pivot irrigation means farmers are able to irrigate more of their land.

“Centre-pivot irrigation has been the coming of age in Canterbury. You now see a huge number of centre-pivot irrigators on land that was historically border dyke irrigated,” he says.

“People might think there’s a dramatic increase in abstraction of water being taken on the Canterbury Plains, but in many cases the same quantity is used to irrigate a far greater area.”

This improvement in water efficiency means the Rangitata Diversion Race schemes in MidCanterbury, traditionally border dyke irrigation schemes, are now generating increased electricity within the irrigation season from unused water, as well as generating electricity in the non-irrigation winter months.

Advances in technology mean ground water can be extracted from more than 100m deep. This enabled rapid irrigation development in coastal Canterbury in areas that were not previously serviced by the inland alpine river fed schemes.

“The Canterbury Water Management Strategy has recognised what’s been quietly happening for some time with water efficiency gains and endorses the use of surface water on the inland plains and groundwater abstraction from shallower bores near the coast.”

Agribusiness | Dairy Holdings Chief executive Colin Glass believes despite the great advances in irrigation, there is still a long way to go. “While there have been a lot of onfarm changes, many of the irrigation companies have only recently been looking at ways they can improve the efficiency of their distribution networks,” he says.

“Most irrigation companies would have development plans where they are trying to see how they can make the water they’ve got go a whole lot further. It’s a steep change that’s going on.”

“The big change in irrigation systems throughout Canterbury, particularly in historical farming, is that under the old border dyke schemes, the time between irrigations was up to 28 days. You might apply five inches of water to a paddock and there was usually plenty of water for the first 10 days, but for the next 20 days you’re growing very little grass and you’re in a moisture stress situation.

Irrigation progress Dairy Holdings is working hard to advance the South Island’s irrigation industry, both on its own farms and within the industry as a whole.

The Dairy Holdings board, comprising directors Allan Hubbard, Alan Pye and Colin Armer, are all long-time advocates of the need for further irrigation development throughout Canterbury and have appreciated the benefits that such investment brings to the entire community.

Allan Hubbard was recognised for his efforts towards irrigation development when he recently received the Irrigation NZ Ron Cocks Memorial Award. This award particularly recognised his efforts with the Opua Irrigation Scheme in South Canterbury and the support that Dairy Holdings has shown towards the Central Plains Water initiative.

“When the Roto-rainers came in they were on 14-day return times. With centre pivots you pass over the land every 24-30 hours. It’s not requiring labour to shift that irrigator so it becomes a very easy and more electronic system where you’re able to measure everything that’s going on.”

Environmental and economic benefits Glass says it is encouraging that the Government and community are aware of the flow-on effects of irrigation to the wider economy.

“The Government and irrigation industry don’t want to compromise the environment. However, we’ve seen from the Opua Irrigation Scheme in South Canterbury that irrigation development can actually enhance the environment.”

Environmental issues around Christchurch involve the perceived degradation of the lowland streams.

“Therefore if we can capture water from the alpine rivers and store and use it through the summer months it will have a positive effective on the low-land streams,” Glass says.

“Canterbury is unique in that unlike many parts of the world, an increase in irrigation production does not necessarily mean the quality of soils or ground water is adversely affected.

“Sometimes there’s a misconception that farmers might behave irresponsibility with a resource, but if you use too much of a resource your costs are higher, your business will not be as viable and you won’t be competitive.

“We can see that farmers who use those resources efficiently will be able to expand and grow. We’re also aware that the most profitable and efficient farms also have the lowest carbon footprint.”

Mid-Canterbury further north into the central plains between the Rakaia and Waimakariri rivers.

“We’ve been quite strong in our support for Central Plains and believe that efficient irrigation doesn’t need to present an adverse effect on the environment. We believe the opposite to be true.”

Dairy Holdings Limited PO Box 549 Timaru 7940 T (03) 687 9258 F (03) 684 7965 www.dairyholdings.co.nz — Advertising Feature

Dairy Holdings efforts In order to improve the South Island’s irrigation industry and its own properties, Dairy Holdings has been upgrading its irrigation technology to centre-pivot irrigators where possible, and improving efficiencies with Roto-rainer systems on properties not suited to centre pivots.

Dairy Holdings has also been waiting for ECan to complete a review on water metering, and is now in the process of installing new monitoring technology on its farms.

“Water metering data only provides the first part of it. On the back of that we are installing moisture sensors on farms and we can use the two sets of data hand in hand. It can provide quite significant gains for each farm,” Glass says.

Dairy Holdings is also actively supporting the work of Central Plains Water Ltd, which is working to expand the same concept adopted by the Rangitata Diversion Race system in

Irrigation Specialists Manufacturers of • Briggs Irrigators Suppliers of • Zimmatic Centre Pivots • Zimmatic Laterals • Angus Layflat Hose • PVC Pipe

• Stock Water Systems • Effluent Irrigators & Systems • Pumps • K Line Systems

Rainer Irrigation Limited 10 Robinson Street, Ashburton Ph 03 307 9049 | Fax 03 307 9047 | www.rainer.co.nz Canterbury Today | June/July 2010 | 37

Agribusiness | Fonterra

g n i k Ma

d o o g r o f e g n cha

“Check it, fix it, get it right.” That’s the message Fonterra and Environment Canterbury is sending to dairy farmers as part of their commitment to environmental protection and sustainability.

In mid 2009 Fonterra, Synlait, New Zealand Dairies, ECan, DairyNZ and Federated Farmers got together with the goal of improving the rates of compliance with effluent management regulations.

Fonterra sustainable dairying specialist, Michael Hide, says it’s crucial they all work together so farmers are clear about what’s required and where to go for help. “All of these organisations are committed to a clean green New Zealand and are doing their best to ensure that quality dairy products are produced with the minimum environmental footprint.”

Analysis of the compliance figures for Canterbury found the common causes of non-compliance were inadequate systems, operator error and failing to fulfil administrative requirements.

The group is working on four fronts to address these problems.

Firstly, the group is working with equipment suppliers to increase understanding of regulatory requirements, so equipment installed fits the purpose. They’re also communicating with industry about the soon-to-be-released code of practice and design standards for effluent systems.

Secondly, the group is working to put more resources into educating and supporting farmers and farm staff about effluent management best practice. This is being achieved

through agricultural field days, supporting AgITO effluent training courses and work is under way on a pocket guide for farm staff covering key points about effluent management.

The third area involves working with ECan to provide simpler rules and consent conditions that are more farmer friendly.

Hide says the legislative jargon the council uses needs to be simplified. “Complex long documents are not farmer friendly.

We need clear rules that are easily understood by all. Less administration would mean a better end result. ” The group has also launched the “Check it, fix it, get it right” campaign to further remind farmers to stay on top of effluent management issues. All dairy farmers in Canterbury received a letter outlining the group’s purpose and provided contacts farmers could use if they needed assistance.

It also included a checklist detailing the points farmers should check for compliance, and an easy to understand two page fact sheet illustrating exactly what was meant by effluent “ponding”. This also outlines the likely consequences if unacceptable ponding is discovered by ECan. Hide says this work is crucial in ensuring farmers are making the most of the nutrients contained in their effluent, while also being fully compliant. “We’re dedicated to looking after the environment so the things we enjoy today are preserved for the generations of tomorrow.”

Fonterra T (09) 374 9000 E enquiry@fonterra.com www.fonterra.com

— Advertising Feature

New on farm service in your area now High volume Anerobic Pond pumping and spreading 120,000L p/h up to 1.2km Spread those valuable nutrients on your pastures We supply independent effluent pond testing for nutrient levels 38 | Canterbury Today | June/July 2010

Ph Gerard on 03 686 3019 www.effluentpondsystems.co.nz www.pondliners.co.nz

Agribusiness | Environmental and Civil Solutions

Effluent

solutions

Environmental and Civil Solutions can design and build the ideal effluent solution for any dairy farm, offering a wealth of expertise in both the rural and civil engineering sectors.

in the most cost-effective and efficient way.

This could include building a lined storage pond to fit in with an existing effluent system or supplying an alternative pumping solution to a full upgrade.

The company was formed almost two years ago by managing director Steve Adam, who project manages every job and offers his personal guarantee and back up.

“I understand the process. Because of my civil engineering background I know how things work,” he says.

Environmental and Civil Solutions (EACS) is a Westport-based company operating throughout the South Island. Offering a onestop solution to dairy effluent disposal, EACS can take care of the entire job, from design and build to gaining regional council consents and achieving codes of practice.

Steve has 15 years’ experience in the civil engineering industry and has worked hard to fully understand the complexities and needs of dairy farmers. He recognises that an incorrect or outdated system can mean reduced income, health problems or environmental issues for the farmer.

EACS can custom build a brand new dairy effluent system for a new dairy conversion or can help farmers upgrade their existing system

Steve will either project manage the job and employ qualified subcontractors, or do all the work himself, from start to finish.

“I also understand dairy farming and the environmental issues they have to face. I can come up with really good practical, simple and reasonably inexpensive solutions to them.”

EACS’ effluent systems can include lined storage ponds to match the herd size, solids traps and separators, pipelines, surge chambers, in-ground tanks, pump stations and electronic control and automation.

“We can help design and construct the right system for you and don’t just use an offthe-shelf package. We use tried and proven componentry from reputable suppliers,” Steve says.

Each dairy farmer has unique requirements, with solutions and systems differing considerably from farm to farm.

“There’s huge variations — it can depend on the topography of the farm, the ground conditions, climatic changes, and the size of the herd. Building a system on the West Coast is different to building one in Canterbury just because of the high rainfall.”

Steve has deliberately kept his company small in order to personally control every aspect of each project.

“I treat every job as a new project and I keep it like that. I’m very happy with the way it is and my customers seem to like it too. I enjoy what I do and I like working with the farmer — it’s a satisfying job to go from start to finish,” he says.

“I offer a 100 percent back up — even 12 months down the track if someone has a problem I’m there. When they phone EACS they’re speaking to the person who makes the decisions and can make it happen.”

This guarantee of quality and support follows through into the products EACS uses, which

includes HDPE pond liners from Skellerup Containment Systems.

Additional services and products EACS is also a supplier of Glockemann water ram pumps, which are ideally suited for use in a stream or creek to supply domestic or fresh water storage. The Glockemann pump requires no power of any kind and operates using the flow of the water.

In addition to rural effluent services, EACS also project manages construction of subdivisions from initial consents and site surveys through to earthworks, drainage, water supply, pavements and road construction.

Environmental and Civil Solutions Limited PO Box 269 Westport 7866 T (021) 222 3015 E steve@eacs.co.nz www.environmentalandcivilsolutions.co.nz — Advertising Feature

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what to do with the effluent and waste produced by the herd.

Managed and dealt with effectively and you have few issues, but if your systems are not correct or out of date you could be looking at reduced income, health issues or even the heavy hand of the law.

With many successful installations under our belt we are able to offer you an effective solution to your farm’s effluent problems.

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• Lined storage ponds to match herd size • Solids traps and Separators • Pipelines • Surge Chambers • In-ground concrete tanks • Pump stations • Electronic control and automation

Mobile. 021 222 3015 | A/H. 03 975 7653 | Email. info@eacs.co.nz | www.eacs.co.nz Canterbury Today | June/July 2010 | 39

Agribusiness | Barrhill Chertsey Irrigation Joint Venture

Stepping towards a prosperous

future Irrigation is defined as the artificial application of water to soil. As an intricate network devised to service lands owned by farmers in the agricultural industry, the irrigation system is a vital and integral asset of arable, pastoral and dairy sectors.

Amid versatile soils and a committed farming community in mid-Canterbury, few alternative sources of new irrigation water means the presence of an effective irrigation system is essential. In response to the need for a dependable supply, the Barrhill Chertsey Irrigation (BCI) co-operative company established a joint venture with partner Electrical Ashburton Limited.

BNZ Partners proudly supports irrigation schemes throughout Canterbury.

Working towards the development and implementation of an irrigation system that will support the mid-Canterbury farming sector, the BCI scheme will help the region retain its ‘premier farming district’ status.

Project plans

The first stage has been “an inter-generational effort and co-operation between district people”.

RILEY

CONSULTANTS Engineers and Geologists

Since 1984 RILEY has provided specialist services in: • Geotechnical • Water resource • Civil engineering

We’re also proud as punch to deliver locals the best knowledge and expert skills in business, agribusiness and private banking, so if you want to chat, call your local BNZ Partner.

Scott Wishart

03 908 0304

Cam Blain

Steve Judd

03 308 0630

bnzpartners.co.nz

building Business builds Community builds Family

40 | Canterbury Today | June/July 2010

03 924 3992

Areas of expertise include: Irrigation, hydro power, dam design and construction, land development, windfarms, stability investigation, stormwater, flood alleviation and river management.

RILEY are currently undertaking engineering design for the Barrhill Chertsey Irrigation Scheme.

Phone: 03 379 4402 Fax: 03 379 4403 pmorgan@riley.co.nz www.riley.co.nz

The commencement of construction for the BCI scheme in January 2010, was the result of a complex process, which has required the dedicated and unwavering commitment of joint venture partners BCI and Electricity Ashburton, with the support of the Ashburton District Council, Rangitata Diversion Race Management Limited and Trustpower Limited.

As a step towards a sustainable future for mid-Canterbury and its farmers, the BCI scheme will alleviate pressures associated with limited ground water opportunities. The use of “run of river” water in the upper plains will also allow for a signification reduction of energy consumption for pumping, as well as providing ground water recharge in the lower plains.

Stage one of the BCI scheme will see infrastructure built to take eight cumecs of water from the Rakaia River at the Highbank Power Station, six kilometres below the Rakaia Gorge Bridge. This water will be delivered by pumps to the Rangitara Diversion Race (RDR) on the upper terrace for irrigation in mid-Canterbury.

In November 2008, the Environment Court released a Declaratory Judgment supporting the use of the RDR for distribution of BCI water and the water swap process. An essential step forward in the BCI scheme, this arrangement will allow irrigation water to be delivered via a pipe network to 17,600 hectares across the upper plains. This water was consented by Environment Canterbury.

Agribusiness | Barrhill Chertsey Irrigation Joint Venture

with share capital and we have been fortunate to have the support of 50 or so families who have ensured this project has got under way.

Stage one of the BCI scheme will see the first of the consented BCI water made available to arable, dairy and extensive pastoral farms and will facilitate a more balanced use of the district’s ground water resources.

Stage two involves the construction of a canal to deliver the remaining irrigation water to midCanterbury by gravity and significant electricity generation, in conjunction with water currently under application by Ashburton Water Trust.

Sizeable foothills storage, which will provide the BCI and other irrigators with improved reliability of supply, are also likely to be included in the stage two development.

BCI chairman John Wright says his involvement with the scheme has been represented in two professional capacities. He has represented the scheme as the BCI executive chairman and as the project manager on behalf of the joint venture. “My role throughout the project has been to liaise with the farmer shareholders and oversee the co-ordination of participants.

I have been part of driving the project forward for the past four years and the first stage of development is the combination and culmination of 40 years of work gone before.”

While Wright acknowledges the scheme has been a long time in the making and required investment from farmers at a financially difficult time, he says the first stage of development has been “an inter-generational effort and co-operation between district people”.

Raising capital In November 2008, a short form prospectus was delivered to potential shareholders explaining how raised funds would be used to complete commercial arrangements and final feasibility studies. Capital raising for the BCI scheme development commenced on June 3, 2009.

This prospectus was open for a month and

“With this new infrastructure, farmers will have new opportunities with intensive livestock and can grow new crops. The increase in revenue from these ventures will then be driven into the district, regional and national economies.”

The future

“Water is, and always will be, a critical part of producing high value products for the world.” extended for another month, having raised close to $20 million but falling short of the minimum subscription level of $33 million.

A revision of the development proposal was then undertaken as a response to the low uptake — a consequence of the troubled economic climate. Throughout a four month period, BCI developed arrangements with partners and established a joint venture with Electricity Ashburton Limited to construct the distribution infrastructure.

Following the release of a further prospectus on December 4, 2009, which was circulated to generate capital for the revised proposal, a minimum level of subscription was achieved on December 18, 2009. The BCI scheme then met all conditions precedent to the various commercial arrangements in place and the contractors were engaged.

Tyco Flow Control New Zealand has been contracted to construct the pressurised pipe network and Fulton Hogan is responsible for modifications to the existing RDR. Trustpower Limited will install and manage the pumped delivery of water from the Rakaia River to the RDR and the joint venture is overseeing the completion of these assignments to realise the final design vision.

In early 2010, the extrusion of polyethylene pipe for the Barrhill Chertsey Irrigation Scheme commenced. The first main line in Methven is due to be operating by mid-September 2010 and the following four main lines are scheduled to be in full operation by late 2010.

Of the local community’s support of this venture, Wright says most people understand the importance of irrigation. “Our driver has always been families who have supported our company

As the arable hub of New Zealand agriculture, Wright says mid-Canterbury contributes a large proportion — approximately 70 percent — towards New Zealand’s arable production. “It is driven by the rich soils and the availability of irrigation,” he explains.

“The last 15 years in mid-Canterbury has also seen a significant shift from sheep, beef and mixed cropping to dairying and this shift will continue into the future due to the synergistic relationship between the industries. This is a vibrant district with fantastic opportunities; opportunities derived from water,” he says.

“While not every region has the opportunity to apply it as efficiently, having reliable water sources gives farmers the confidence to invest in high value arable crops through to dairy and other intensive livestocks systems.

“Water is, and always will be, a critical part of producing high value products for the world.”

Barrhill Chertsey Irrigation Joint Venture (BCI) 360 Barkers Road RD 12 Rakaia 7782 T (03) 302 8111 F (03) 302 8897 E info@bciwater.co.nz www.bciwater.co.nz — Advertising Feature

Ph. 03 307 9800 | Fax. 03 307 9801 18 Kermode St, Ashburton electash@electash.co.nz | www.electricityashburton.co.nz

Proud to be associated with Barrhill Chertsey Irrigation

Specialist team able to design, supply and install the underground power connection for your new irrigation pump, dairy conversion or subdivision.

Canterbury Today | June/July 2010 | 41

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42 | Canterbury Today | June/July 2010

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Canterbury Today | June/July 2010 | 43

Agribusiness | Irrigation New Zealand

Irrigation’s

one voice More than 3600 members of New Zealand’s irrigation industry have joined Irrigation New Zealand and are benefiting from the organisation’s knowledge and political influence.

Irrigation NZ was formed in 1978 as a unified national body aimed at representing all irrigation interests. It promotes excellence in irrigation development and efficient water management throughout New Zealand, based on the principles of responsible and sustainable management of water.

Irrigation NZ chief executive Andrew Curtis says the organisation currently has more than 3600 members, who represent a mixture of irrigators, irrigation schemes and irrigation user groups.

The other side of the membership involves industry, including supply, design and installation companies and consultants.

“It’s a national organisation although it’s dominated by Canterbury members because 70 percent of the irrigation is here,” Curtis says. “However, we have a growing membership in the Hawkes Bay, Wairarapa, Southland and Otago. We cover about 350,000 hectares of

irrigation, which we believe is about half the irrigated land in New Zealand. We have all the main industry players.”

Membership benefits Curtis says belonging to Irrigation NZ offers members many benefits, including the ability to act as one voice.

“It’s been illustrated that if you act individually you don’t get heard nearly as much as if you have one voice,” he says. “We’re able to work at a national level, as well as a regional level, with much of our work being focused around policy.”

Irrigation NZ offers advocacy and leadership with local and central government on irrigation and water use related challenges.

Education and training opportunities are available through practical workshops in collaboration with the primary sector, NZQA recognised training courses and INZ conferences.

Members are kept informed of progress through the organisation’s monthly DripFeed e-news letter, as well as a quarterly INZ magazine.

Irrigation NZ is the driver behind the industry-led development and implementation of standards for irrigation design, installation, evaluation and operation, ensuring the industry controls its own destiny. Members also benefit from opportunities to network with other irrigators, schemes, user groups and service providers, while technical assistance is available where possible.

Industry conference About 400 members of Irrigation NZ attended its 2010 conference in Christchurch in late April and took part in a number of discussion areas.

One topic covered the management of the

resource, with some examples of collaborative approaches in Australia and America. The West Coast minerals industry currently employs more than 2200 people and is a significant contributor to the local economy.

“Then we looked at the infrastructure and what’s required if the irrigation industry is going to move forward — the future is about win-win multi-purpose infrastructure,” Andrew says.

“We had a session on new technologies for both schemes and on-farm, a session on better managing our environmental footprint, particularly water quality and lastly, one on audited self-management. The conference has kindled lots of ideas particularly around technology development.”

Irrigation NZ is working to develop a complete package for irrigators, recognising that in order to have good irrigation you need to have good design, good installation, good operation and good maintenance. A suite of codes of practice and standards are being developed, complemented by associated training programmes and resources.

Irrigation NZ is also looking at a multi-purpose quality assurance process. “It will give irrigators some certainty that if they use someone who is accredited, they are performing to a certain level. It will give the wider community assurance that the industry has some ability to reach those environmental benchmarks.”

Another major area of concern is infrastructure development and the ability to improve reliability. “The last area we’re getting involved in is research and innovation,” Curtis says.

“We facilitate things, identifying where the challenges are in the industry and how to fill these knowledge gaps.”

Curtis believes New Zealand’s irrigation industry is quite advanced and the organisation has strong relationships with its sister organisation in Australia.

“We’re further progressed with standards and codes of practice than they are.”

Photo: Annette Scott, Irrigation NZ

44 | Canterbury Today | June/July 2010

Agribusiness | Irrigation New Zealand

Irrigation New Zealand is working at both regional and national levels to improve the availability and standards of irrigation for all involved.

New Zealand derives immense economic, environmental and social benefits from irrigated agriculture. Reliable water supply combined with well-managed irrigation practices result in good environmental outcomes, with the wider community benefiting greatly from irrigation.

Irrigated farmland, on average, generates three times the production of an equivalent area farmed under dry-land systems.

Water measurement regulations Irrigation NZ has three main areas of focus for its work, which include advocacy and leadership through central Government.

“We work with Government on initiatives like the water measurement regulations that have just been announced,” chief executive Andrew Curtis says.

Irrigation NZ strongly supports the approval of national regulation requiring water takes to be measured as part of a wider programme to improve fresh water management.

It believes that in order to move forward and optimise water management in New Zealand, water measuring is an essential part of the equation. “You can’t manage water if you don’t measure it,” Curtis says.

Irrigation NZ has been in full support of this regulation for a number of years and has proactively led the water measuring working party since its inception.

The organisation believes a national regulation is by far the most efficient way of getting water measured, rather than leaving the decision and timing to each individual regional council.

Curtis is also pleased to see the government has taken a pragmatic approach to water measurement and allowed some areas, where water is plentiful, to be exempt for now.

An area of particular focus for Irrigation NZ is water management in Canterbury. “We’ve reached limits for run-of-river water takes and ground water in many areas is also fully allocated,” Curtis says.

“But Canterbury is fortunate, it has alpine rivers that are fed from the West Coast and with these there’s huge potential for storage. Irrigators need greater reliability of supply, as reliability

Reliable water supply combined with well-managed irrigation practices result in good environmental outcomes. Variable rate irrigation is a classic example of the rapid progress in irrigation technology Photos: Annette Scott, Irrigation NZ

enables you to make a change in management regime from ‘just in case’ to ‘just in time’. When you look at people with reliability they can invest in efficiency and innovation.”

However, Curtis says the industry is progressing well in Canterbury, due to its acceptance and commitment to the Canterbury Water Management Strategy. The industry knows it needs to improve its environmental footprint and is rapidly working towards this, he says.

of a centre pivot or linear irrigator. This allows irrigation to be precisely matched to different crop or soil type requirements within a paddock, and to avoid over irrigating or irrigating nontarget areas such as farm tracks — all through your computer,” he says.

“In the future this technology will be combined with weather forecasting and crop water

requirement models to give the ultimate irrigation management package — all controlled from your office.”

Irrigation New Zealand PO Box 3872, Christchurch 8140 T (03) 379 3820 F (03) 372 3520 www.irrigationnz.co.nz — Advertising Feature

The Canterbury Water Management Strategy gives irrigators the tools they need to do this through greater irrigation reliability.

The recent appointment of commissioners will also help move things forward. “It’s taken water away from being a political football and back to a rational decision-making process through the appointment of knowledgeable and independent people.”

Irrigation technology Technology within the irrigation industry is also advancing rapidly and offering many benefits to users. “Variable rate irrigation is a classic example of the rapid progress in irrigation technology,” Curtis says.

Irrigation NZ presented an award for Innovation in Irrigation at its recent conference. It is the first time the award has been presented and was awarded to Precision Irrigation for its variable rate irrigation technology.

“The technology allows you to adjust the amount of water you apply along the length

Canterbury Today | June/July 2010 | 45

WaterForce – your local pumping, Increased productivity resulting from irrigated agriculture based on the principles of sustainable water management, can impact New Zealand’s long term economic performance.

> ÌiÀLÕÀÞÊ >ÃÊ>LÕ `> ÌÊÜ>ÌiÀÊÀià ÕÀViÃÊ Ì Ê iiÌÊ«ÀiÃi ÌÊ> `Ê«À iVÌi`Ê`i > `]Ê «>ÀÌ VÕ >À ÞÊÜ Ì ÊÌ iÊ`iÛi « i ÌÊ vÊ >À}iÊ ÃV> iÊÜ>ÌiÀÊÃÌ À>}iÊv>V Ì iðÊ/ ÃÊÜ Ê i ÃÕÀiÊÌ >ÌÊ iÜÊ<i> > `ÊV> Ê>V iÛiÊÌ iÊ iV VÊ> `Êà V > ÊLi iwÌÃÊÌ >ÌÊ ÀÀ }>Ì Ê V> Ê«À Û `i° WaterForce is the nationwide company that understands water – how it moves, how it flows and how to manage it.

Working across the agriculture, horticulture, viticulture, industrial/commercial and lifestyle sectors, WaterForce is a leading company in the New Zealand irrigation industry. With over 130 staff and branches strategically placed throughout the country, growth is a testimony to our vision.

Our WaterForce team located in Christchurch and Timaru have over ‘100 years’ of combined industry knowledge and technical expertise – offering design and supply services for all ranges of irrigation from small lawn irrigation through to major agricultural irrigation developments.

We aim to offer the complete package of irrigation, stock water and effluent solutions to the Canterbury and South Canterbury markets.

Our branches in Christchurch and Timaru can ensure that our service team has the best coverage of Canterbury from Kaikoura (which can also be accessed by our Marlborough branch in Blenheim to Southern Canterbury (which also has the benefit of service from our Oamaru branch) Based at our branches is a well-qualified team of sales engineers, pivot and pumping technicians.

All of this resource enables us to provide your farming business with the technical support, commissioning and maintenance when you need it.

Our passion for getting it right, and understanding the demands of the environmental challenges has lead WaterForce to be a key innovator and contributor to many developments in the irrigation industry. By partnering with world renowned suppliers Valley (USA) and OCMIS (Italy) we are able to supply the latest technology in centre pivot and hard hose irrigation. Utilising these product ranges and our in-house experience in pivot nozzle combinations, the WaterForce team can ensure optimum efficiencies of distribution with pivots, linears and booms.

Combining these technologies and with the highly efficient EcoPump, WaterForce can

also design effluent dispersal systems that ensure optimising of your nutrient resource.

The EcoPump is a total solution pump station that has a progressive cavity pump operating at twice the efficiencies of conventional pumps.

Combine this with our experience gained in distributing through the pivot sprinklers, or a separate system under the pivot spans, and you have a total solution for your effluent dispersal.

To compliment our irrigation package – WaterForce has a monitoring division which offers a range of services including online tools that allow you to monitor water, soil or irrigation performance.

As an INZ (Irrigation New Zealand) member, we support the initiatives of the Irrigation Code of Practice for ensuring high performance standards of designers and the Certificate in Irrigation Design (CID) which will enhance the standard of irrigation design in New Zealand.

It all adds up to a company that understands the needs of its clients.

Bottom: Spotswood pivot project.

Below left: A WaterForce sales engineer out on site.

Below right: The new EcoPump in operation

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irrigation irrigation and and water water quality quality supplier supplier Are you looking for greater visability and control of your Are you looking for greater visability and control of your property’s irrigation and pumping infrastructure? property’s irrigation and pumping infrastructure? / ÊV « i ÌÊ ÕÀÊ ÀÀ }>Ì Ê«>V >}iÊ / ÊV « i ÌÊ ÕÀÊ ÀÀ }>Ì Ê«>V >}iÊ qÊ7>ÌiÀ ÀViÊ >ÃÊ>Ê Ì À }Ê` Û Ã Ê qÊ7>ÌiÀ ÀViÊ >ÃÊ>Ê Ì À }Ê` Û Ã Ê Ü V Ê vviÀÃÊ>ÊÀ> }iÊ vÊÃiÀÛ ViÃÊ V Õ` }Ê Ü V Ê vviÀÃÊ>ÊÀ> }iÊ vÊÃiÀÛ ViÃÊ V Õ` }Ê iÊÌ ÃÊÌ >ÌÊ> ÜÊÞ ÕÊÌ Ê Ì ÀÊ iÊÌ ÃÊÌ >ÌÊ> ÜÊÞ ÕÊÌ Ê Ì ÀÊ Ü>ÌiÀ]ÊÃ Ê ÀÊ ÀÀ }>Ì Ê«iÀv À > Vi° Ü>ÌiÀ]ÊÃ Ê ÀÊ ÀÀ }>Ì Ê«iÀv À > Vi° Our on-line web portal offers: Our on-linemetering web portal – Water – offers: the service includes live – – –

– – – –

Water metering – the service live monitoring of pump flow rates includes for consent monitoring of pump flowhealth rates for consent monitoring and a pump assessment. monitoring and a pump health assessment.

Soil moisture management – we provide Soil moisture we provide up-to-date soilmanagement moisture data –from single up-to-date soil moisture data from single level to multiple depth logging, maximising level to multiple depth logging, maximising your resource. your resource.

Weather data reporting – ability to view Weather data reporting – ability to view online, weather data specific to your farm online, weather data specific to your farm property. property.

Bore water level measurement – once

Bore water levelproperty measurement – once installed on your the “working installed on your the “working components” areproperty housed safely away from components” are housed safely away from your bore reducing damage to equipment your bore reducing damage to equipment and greatly reducing servicing costs. and greatly reducing servicing costs.

All of the above services and equipment can be All of the together above services and equipment can be bundled for easy, low-cost telemetry bundled together for easy, low-cost telemetry solutions from the farm to the office. Multiple solutions the farm thesame office.

Multiple farms canfrom be viewed ontothe web page farms can be viewed on the web page integrating many devices intosame the same easyintegrating many devices into the same easyto-use online format. to-use online format.

To get things started, WaterForce engineers To thingsyou started, WaterForce engineers canget provide with project consultancy – can provide you with project consultancy –

covering all aspects from consent monitoring, covering all aspects fromliaison consent programme design and withmonitoring, regional programme design and liaison with reporting. regional councils to automated compliance councils to automated compliance reporting.

As an ECAN-preferred and authorised water As an ECAN-preferred authorised water meter service provider, and we have a range of meter service provider, we have a range of so telemetry, loggers and flow meters available telemetry, loggers and flow meters available we can tailor a solution to meet your needs, so we can tailor solution meet your needs, depending onascale andtoyour budget. depending on scale and your budget.

So, whether you are in the business of farming, So, whether youschemes are in theor business of farming, irrigation supply power generation, irrigation supply schemes or power generation, we are geared up to support and work with you. we are geared up to support and work with you.

Check out our website www.waterforce.co.nz Check our website www.waterforce.co.nz and ourout monitoring services now available to and our monitoring services nowatavailable to you. Or contact Jared Halstead our monitoring you.

Or contact Jared Halstead at our monitoring division or your local WaterForce branch. division or your local WaterForce branch.

Below left: Online water meter reporting.

Below Online Paul waterDonaldson meter reporting.

Below:left: Engineers and Norm Hyde Below: Engineers Paul Donaldson and Norm Hyde consulting on a project. consulting on a project.

Top right: Valley pivot control panel.

Top right: Valley pivot control panel.water system.

Middle right: Installation of a stock Middle right: Installation of a stock water system.

Right: The Christchurch branch.

Right: branch.

BottomThe left:Christchurch A WaterForce hard hose boom in action.

Bottom left: A WaterForce hose boom in action.

Bottom right: Soil moisturehard sensor installation.

Bottom right: Soil moisture sensor installation.

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ÜÜÜ°Ü>ÌiÀv ÀVi°V ° âÊÊUÊÊ0800 4 FORCE (4 36723) ÜÜÜ°Ü>ÌiÀv ÀVi°V ° âÊÊUÊÊ0800 4 FORCE (4 36723) Canterbury Today | June/July 2010 | 47

Agribusiness | Norwood Christchurch

The right tools In an ambitious marketplace, how do you set yourself apart from your competitors? Sensational gimmicks; dressed-up campaigns; colourful marketing ploys? Chances are these sales strategies might steal you some short-lived time in the limelight, but what will actually keep your feet firmly on the professional platform and ahead of the game, is a combination of reputation, incomparable service and business longevity.

These are the qualities which constitute a successful operation, hence why Norwood Christchurch, an independent company functioning under parent company, C B Norwood Distributors, is at the forefront of farm machinery sales and distribution in New Zealand.

Norwood history When C B Norwood Distributors founder, Sir Charles Norwood was born in 1871, the aspirational ideas he developed throughout his life were destined to have a presence in the New Zealand market.

As a pioneer in the New Zealand motor industry, Norwood was also recognised for his philanthropic and civic achievements with a knighthood in 1937. His industrial career was cemented when he founded the Colonial Motor Company in 1911 and then Dominion Motors in 1912. In 1936, Norwood founded C B Norwood, which was originally established to provide finance to Dominion Motors.

The Norwood lineage was extended with the birth of Norwood and his wife, Lady Rosina Norwood’s son, Walter Norwood in 1907. Walter inherited the gift of the gab from his father and worked to uphold the professional integrity his father was renowned for.

When he joined Dominion Motors in 1926, Walter helped revolutionise the business and it was a meeting of fortuitous nature that saw Walter take the Norwood name in a new professional direction with the introduction of a new line of machinery.

He was in England at the time inventor and engineer Harry Ferguson launched the Ferguson TE20 tractor. Recognising its commercial potential for the New Zealand market, Walter made a successful bid for the New Zealand distributorship. From 1948, C B Norwood Limited became the the trading company for the Norwood family’s tractor and farm machinery activities. The company adopted the name C B Norwood Distributor Limited in the 1980s and the rest, they say, is history.

While the company has established new business associations and changed management hands throughout its existence, it has retained the same entrepreneurial spirit which was injected by Sir Charles Norwood.

Today, CB Norwood Distributors Limited is one of New Zealand’s most successful farm machinery companies.

Phone 03 349 5089

Stockists of

726 Main South Road, Christchurch www.norwood.co.nz/christchurch 48 | Canterbury Today | June/July 2010

Farm Machinery Centre

C H R I S T C H U R C H

James Blacker 027 479 7374 Ben Bishop 027 433 7714

Jason Prendergast 027 433 4272 Cyril Murray 027 432 5640

for the trade As a leading importer, distributor and retailer of tractors, farm machinery, ground care and materials handling equipment, the company also offers comprehensive parts and service support. Within the three dealership networks, there are 16 subsidiaries who service specific territories meaning they have had the opportunity to develop their own identity.

PRODUCTION ORIENTATED FARMERS...

Norwood Christchurch is considered the most diverse operation, as it services Canterbury’s unique agricultural cross-section from specialised grain and crops to vineyards.

“We have set geographical boundaries for each business,” branch manager Jason Prendergast explains.

“Every territory has unique agricultural characteristics which require a diverse range of practises and equipment.”

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Identity In order to maintain an independent identity, Prendergast says the Norwood Christchurch business has been tailored according to the agricultural nature of the region. “Rather than being seen as an extension of a national company, we’ve created a Cantabrian identity.

We’re not just a multi-national face. Every employee working for Norwood Christchurch treats the company like it’s their own.”

The Norwood Christchurch portfolio of leading global brands is testament to the business’ understanding that brand integrity is essential.

The branch stocks and distributes New Holland Agriculture, Kubota, Ferrari, McIntosh, Rata, Vaderstad, Lemken, Fella and a self-titled brand, Norwood Agriculture equipment.

“We have grown and developed the business to accommodate the ever-changing needs of the New Zealand market,” Prendergast says.

Operating a 24-hour, seven days a week parts support and field service, Norwood Christchurch has access to the latest advanced IBM AS400 computer system which provides instant online access to the national parts centre for parts enquiries and ordering. Providing wholegoods information, marketing services and database information, this system is part of the company’s commitment to maintaining a superior service.

The Norwood central parts warehouse is the largest agricultural parts facility in New Zealand and contains a shelf stock of more than 50,000 active line items, totalling some 372,000 individual parts. Parts are sourced from more than 100 suppliers in 14 countries and because of this investment, order fill rates are considered to be the highest in the industry and average close to 95 percent for tractor brands.

Agribusiness | Norwood Christchurch

— something Prendergast says is in keeping with the company’s commitment to its service. This commitment was recognised recently at the 2009 Manawatu Business Awards where the Supreme Business Award went to CB Norwood Distributors for excellent knowledge and services.

In his acceptance speech, Norwood chief executive, Tim Wilkes spoke of the founders.

“They created a company culture that has attracted many to spend their entire working lives with Norwood. Their contribution to the wider community is never far from our minds when we lend support to the local rescue helicopter service and the business mentoring and education initiatives of Vision Manawatu.”

The company was also recognised for its emphasis on progressive development as the recipient of the People Investors Award.

“Norwood recognises the importance of developing staff, not solely for the company’s benefit, but also for the staff members own benefit and makes a significant investment in training programmes for Norwood and

dealer staff. Staff are also encouraged to make the most of the opportunities offered by the international and local relationships of the company,” Vision Manawatu chief executive Elaine Reilly said.

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For the future, Norwood Christchurch will be working to retain its competitive edge and to maintain the key elements of the operation.

“The keys to our business are the quality of products, our staff, servicing, the long-standing support of the New Zealand public and the stability of 60 years in business,” Prendergast says. “Our focus for the future at Norwood Christchurch will be on increasing our market share across the board. We are backed by some of the best products and New Holland continues to be at the forefront of innovation.”

Norwood Christchurch 726 Main Road South Templeton, Christchurch 8081 T (03) 349 5089 F (03) 349 5093 E prendergastj@norwood.co.nz www.norwood.co.nz — Advertising Feature

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Systematic skills With a highly-trained team of 18 employees, Prendergast says the business’ philosophy for employee participation and interaction is about equality. “We’ve got a local team with national expertise and we are always a team, first and foremost. There are regular courses the staff attend and we utilise a dealer development manager. We are constantly striving to perfect our products for the end-user to keep pace with the changing face of farming.”

Having undertaken extensive parts, personnel and sales training, Norwood Christchurch service staff also had the opportunity to attend training at the New Holland Harvest factory in Belgium

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Canterbury Today | June/July 2010 | 49

Agribusiness | Airborne Honey

sweet success Airborne Honey Limited is celebrating 100 years of making honey in Canterbury, with the Bray family priding itself on producing some of the best honey ever made in New Zealand.

A history in honey Airborne Honey was formed by William Bray and his partner, Alfred Barrett, in 1910 at Barry’s Bay on Banks Peninsula.

Barrett and Bray operated apiaries of 30-50 hives in the many bays and inlets on the Peninsula and produced a number of native honeys on the rugged terrain.

Early in New Zealand’s food industry, honey was not readily accepted as a food source due to poor presentation and packaging.

The two partners could see honey had to be promoted as a food that was healthy and nutritious. They took space at shows giving tastes on water crackers, set up displays in shops, gave talks to schools and produced recipe books. All this took a lot of time and money but today New Zealanders consume more honey per head (1.95 kilos per annum) than any other nation.

In 1926 two brands of honey were registered — Meadow and Airborne.

Meadow was a light amber and Airborne a white clover honey. The Airborne brand is now the oldest surviving brand of honey in New Zealand.

Around this time it was decided to move the operation to its present site at Leeston,

50 | Canterbury Today | June/July 2010

Airborne Honey (from left), Manuka honey with a minimum of 70 percent Manuka pollen, Kamahi which has a distinctive, full-bodied flavour complexity, and Rata honey which has a subtle, distinctive flavour

where a processing and packing plant was built in the late 1920s.

The company has always been a family concern, with William Bray’s son, Jasper, taking over to be followed, in turn, by grandson Peter Bray, who is currently the company’s managing director.

Peter changed the name to Airborne Honey Limited in 1982.

The beekeeping operations increased in size to peak at 6000 hives in 1990. With export opportunities opening up in 1982, Airborne Honey started to pioneer the export market.

This led to the development of an in-house laboratory to ensure the quality required to meet the export markets was established and adhered to. The knowledge gained from this exercise started to give the company new directions.

Modern operation

Comb honey products were added, along with new varieties of packed honey.

Airborne Honey produces about 1000 tonnes of honey a year — 10 percent of New Zealand’s total honey production.

Airborne Honey got out of hive operations in 1997, giving opportunities to owner-operators of some of the original and best apiary sites in Canterbury. Processing and marketing became the primary focus of the company.

“We buy the raw product in from all over New Zealand. It arrives in 300kg drums,” Bray says.

From this early beginning the company grew in size to where it is now — one of the largest honey processing and exporting companies in New Zealand, with exports throughout the world comprising about 25 percent of business.

The early philosophy of high quality and good presentation continues today. Peter Bray believes the success of Airborne Honey over 100 years of operations is due to his family’s focus on quality in producing a delicious range of New Zealand honeys.

Agribusiness | Airborne Honey New Zealand honeys. The company now has a database of more than 27,000 samples of New Zealand honeys, against which to profile new samples of honey offered for sale.

By measuring the KPPs for each honey type and comparing them to the known database, Airborne Honey is consistently able to provide true-to-label products where others are unable to do so.

Honey identification in the laboratory can use a wide range of analyses — Airborne relies predominantly on colour, pollen analysis and organoleptic properties, as well as PH levels, conductivity and sugar spectrums.

Airborne Honey also uses its laboratory to control quality parameters associated with processing, such as HMF (HydroxyMethylFurfuraldehyde), which is associated with ageing and heating of honey.

“Our success is due to our focus on quality.

As technology has improved, our embracing of technical processes and abilities is where we’re very good,” he says. “We consider ourselves New Zealand’s most technically competent honey company.”

Comprehensive product tracking

Different regions throughout New Zealand produce distinctive honeys, depending on what plants are flowering The Manuka flower (left) has a well deserved reputation and following in the honey realm

Laboratory staff typically take a representative sample of a batch of honey and measure a range of analytical properties.

“If we decide to buy it we would print a barcode for that batch so every time the drum was moved or altered we would have a full record of that,” Bray says.

“We can then trace where every drum in that batch comes from and went to, which enables us to take a batch of product off the retail shelf and trace it back through the system.”

Consumers can check the quality of Airborne’s honey themselves through the batch, pollen percentage and HMF details on the retail packs, which is another point of difference for the company.

Tracking batch numbers The batch number on the honey jars is used to trace the honey back to the beehive — www.airborne.co.nz/batchno.html.

The pollen count tells the consumer the honey contents are true to label, which most honey brands don’t publish (www.airborne.co.nz/ monfloralhoneydef.html#Pollen_Analysis), while the HMF number tells the consumer if the honey has been damaged by heating during the packing process (www.airborne.co.nz/HMF.html).

The beekeepers’ apiaries are listed on a national register run by the Government, with information on each apiary available to Airborne Honey.

“We collate that information when we enter a sample. We can print a map of New Zealand with the information of every apiary that provided product to that batch,” says Bray.

This process and level of analytical expertise makes Airborne Honey a technical leader in the New Zealand honey industry.

It has often meant pioneering new laboratory techniques for honey, along with developing software, quality systems and new artwork and packaging to convey the total message to its final customers.

Today, Airborne Honey’s laboratory is at the heart of all its processes and the foundation of product development for the future.

Feature continues on next page >>

������������ ������������ ��� Airborne Honey Limited operates one of the most sophisticated honey laboratories in New Zealand and can guarantee the quality and content of every product.

Managing director Peter Bray says the primary work done in the laboratory involves identification and analysis.

Comprehensive analysis

“We spend $100,000 a year running a laboratory to measure a range of key parameters that would fit a profile for a particular honey type. We have some seriously sophisticated equipment in our laboratory.”

Airborne Honey operates an in-house laboratory in Leeston, Canterbury, which the company believes is unequalled in New Zealand.

The laboratory undertakes comprehensive product analysis integrated with in-house software, which captures all facets of its honey as it flows through the Airborne process.

“We’re taking product from bee keepers, identifying what it is and mixing it with other like products to come up with a consistent stable product,” he says.

From the early beginnings Airborne Honey started to develop quality control systems using key parameter profiles (KPP) for the top

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CHH Packaging congratulates Airborne Honey for 100 years of supplying the world with great Kiwi Products.

Canterbury Today | June/July 2010 | 51

Agribusiness | Airborne Honey

Kiwi honey lovers can be sure when buying Airborne Honey products they are getting exactly what is specified on the label — pure, high-quality honey.

Airborne Honey produces 10 different honey types, with the content of each honey tested and analysed for consistency and quality at the company’s Leeston laboratory.

Mouth-watering honey Managing director Peter Bray says Airborne Honey’s goal is to provide the consumer with repeatable quality and consistent flavour sensations. “Once you have decided on your favourite honeys, we want you to be able to repeat your sensory experience each and every time you purchase one of our wonderful honeys.”

One of Airborne’s most popular products is its Clover honey, which is produced throughout most of New Zealand, but particularly in the South Island.

Clover honey is light in colour with a delicate floral bouquet and flavour. It is offered in both creamed and liquid forms, providing both the ease of use for sweetening drinks and baking with liquid and the thick creamy texture for use as a spread.

Another highly popular product is Airborne Manuka honey, which is sourced throughout New Zealand and often forms extensive areas of bush. Maori used Manuka as a medicinal plant, for treating fevers and colds and as a sedative.

Early European settlers called it the tea tree.

Apart from the medicinal properties contained by all honeys, Manuka honey contains a number of natural compounds with strong antibacterial properties. This is a strong flavoured honey but with a fresh clean bite.

Airborne’s range also includes: Rata, which is white in colour with a subtle, distinctive flavour, mild and rich; Vipers Bugloss, also commonly known as Borage, which has a delicate flavour with a ‘chewy’ texture; Nodding Thistle honey, a magnificent light coloured honey with a perfumed floral bouquet and subtle flavour — perfect for those who like a mild honey; Kamahi, which is a light amber honey with a distinctive, full-bodied complexity of flavour preferred by many honey connoisseurs; Honeydew, a thick red amber honey and one of Airborne’s strongest flavoured honeys; Tawari, a subtle and mild honey — perfect for topping pancakes, waffles or icecream; Rewarewa, a rich and malty honey that is full bodied, yet not overly strong, and has a beautiful burnished amber hue; and Thyme honey, an intensively aromatic honey enjoyed by the experienced honey connoisseur.

Best-quality honey Peter Bray firmly believes his company’s honey is the best in New Zealand, generally having the lowest level of heat damage in the market.

Airborne Honey produces 1000 tonnes of honey per year from its modern premises in Leeston

“One of the things that people want to know about honey is that it is what its label claims it to be. If you’re paying top dollar for a floralsourced honey it should be what it claims to be,” he says. “We know that 40 percent of other honeys have issues of some sort with overheating and not meeting international standards.

When people reliquify honey the methods they use can cause damage to the honey.”

Airborne has developed a sophisticated liquification process that gently heats the honey right through, with minimal heat applied. “We patented that process and it’s a key feature of why our product is the best. We know it because we measure our own product and we measure our competitors’ products so we know we’re head and shoulders above them,” Bray says.

Airborne Honey also measures and records the pollen levels in its honeys. Its Manuka honey contains a minimum of 70 percent Manuka pollen, which is the international standard, while more than 70 percent of its competitors’ honey contains significantly less than that level.

“Making good honey is a technical, but simple, process and we know we do it the best.”

Airborne Honey Limited PO Box 28, Leeston 7656 T (03) 324 3569 F (03) 324 3236 www.airborne.co.nz — Advertising Feature

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Agribusiness | Arbor-Tek

The team at Arbor-Tek in Christchurch — experts in the care of trees — plan to stick to doing what they do best.

Arbor-Tek specialises in the care and preservation of trees. Its extensive list of services includes crown reduction, thinning and shaping, remedial pruning, debris removal, dismantling, emergency tree removal or repair, felling, expert large tree formative pruning, hedge trimming, Orion-approved power line clearing, and stump grinding.

Formed in 2003 by Joe Berryman and Bernie Jordan, the company today employs about 12 staff from its premises in Halswell Junction Road.

Berryman says jobs range from small domestic work to line contracts with power companies.

“We deal with everything. One day we can be pruning roses, the next day we can be removing big trees overhanging a house, preserving heritage trees or undertaking large-scale tree removal involving cranes and heavy machinery.”

Berryman brings a wealth of knowledge to the business, having worked as an arborist for 25 years.

All Arbor-Tek’s senior staff are qualified arborists, and the company also trains apprentices.

Unique power line capabilities Power line work makes up about half of Arbor-Tek’s work and involves using experienced crews to safely prune tree limbs around power lines.

Bernie Jordan worked as a qualified power line mechanic before forming Arbor-Tek. “We’re unique in that we have arborists that do the tree work and a qualified line mechanic to work with power lines if needed,” Berryman says.

Arbor-Tek works throughout Canterbury, but primarily services clients between the Rakaia and Waimakariri Rivers.

The company operates a range of specialist machinery, including insulated lift trucks for power line work, three large chippers and a range of tip trucks.

Berryman says there is a lot of competition in Canterbury from other arborist companies, but that Arbor-Tek has an excellent reputation and gains a lot of work through word of mouth.

“We pride ourselves on doing a quality job.”

Arbor-Tek Limited PO Box 37-187, Halswell Christchurch 8245 T (03) 349 7143 F (03) 349 7146 E office@arbor-tek.co.nz www.abor-tek.co.nz — Advertising Feature

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Agribusiness | Wide Span Sheds

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Call Mark (Welshy) on Mark Davies (Welshy) Owner Operator

From a fledgling operation the company now employs 10 staff from its head office and managing director, Kevin Lynch says it’s a family run affair, with his wife Tammy and son Paul fully involved. A year ago he was offered and subsequently purchased the master franchise for all of the South Island.

High-quality steel buildings Wide Span Sheds supplies premium quality steel sheds and buildings for use as garages, workshops, industrial, commercial and retail premises, farm and machinery sheds, barns and stables.

The company offers a range of pre-engineered steel sheds and buildings manufactured in 100 percent New Zealand Steel, using hightensile 450MPa Galvsteel with sheeting in both Zincalume and Colorsteel options.

Bruce 308 3626 0274 329 782

62 Suffolk Street Ashburton

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Wide Span Sheds in Ashburton has experienced huge growth since its formation two years ago.

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Lynch says the Ashburton company has experienced huge growth over the past two years. “Our business has nearly doubled every year since we started and we’re increasing agencies through the South Island at the moment,” he says.

“We attribute some of that to our computer system and design software, which is the most advanced software that I know of for building pre-engineered buildings. We have the ability to design and price to customer requirements, with access in seconds to over 130,000 buildings.

“It also comes down to customer service, which is a key focus for us — providing our clients what they want, when they want it and how they want it.”

New housing range

Wide Span Sheds’ buildings are renowned for their strength, with about 60 percent of its buildings used for commercial purposes.

Wide Span Sheds is currently working on a range of houses and hopes to have them released later this year.

Frames are fully bolted and utilise structural screws. Purlins and girts are supplied with added overlap, while a unique rafter-overcolumn haunch system delivers ultimate strength to the most fundamental connections in the building.

“The houses will be steel framed and we will have a set range of houses with the ability to buy in kitset or as full builds.”

“In cold form we can build up to 25m clear span and 8m high. Most of the buildings we build are 200sqm or larger. Our main market is commercial and large farm buildings,” Lynch says. “The quality of our buildings is great. We use best industry practices and we employ independent engineers to sign off on our sheds before they go out. It shows we’re committed to quality.”

54 | Canterbury Today | June/July 2010

All of Wide Span Sheds’ buildings are site specific. Wind and snow loadings are based on an exact location, not a general area. Sheds can either be supplied in kitset form or a full construction service is available.

Wide Span Sheds in Australia is already offering houses, which are being well received in the market. Wide Span Sheds also has options available in tilt-panel and structural steel construction.

Wide Span Sheds 187 Alford Forest Road Ashburton 7700 T (03) 308 0324 F (03) 308 0329 www.sheds.co.nz — Advertising Feature

Agribusiness | Hurunui Water Project

Hurunui water plan progresses A photo simulation of what the new South Branch storage lake could look like (above), and the project’s proposed irrigation area (right)

By Kate Pierson

As one of the primary sectors in New Zealand, agriculture goes hand in hand with the preservation of a productive economy. In recognition of the relationship between water, agriculture and the national economy, Hurunui Water Project Limited (HWP) has devised a water conservation scheme.

The HWP has the potential to generate $250 million of revenue for the Hurunui District and an increase of value added (or GDP) of $105 million per annum. This translates to an increase in GDP for Canterbury of $270 million per annum and billions of dollars in the coming 20 years.

The proposed HWP scheme would irrigate approximately 42,000 hectares of land in the Hurunui and upper Waipara catchments.

Water for the scheme would be channelled from the Hurunui River by utilising an intake structure likely to be situated downstream of where the Mandamus meets the Hurunui. This would then feed a canal that leads to an irrigation network and the proposed hydro-powered generation would be installed on the distribution canal or located at the proposed dam on the South Branch of the Hurunui river.

The HWP was formerly the Hurunui Community Water Development Project and is comprised of three primary stakeholders. These stakeholders are the Hurunui Irrigation and Power Trust (HIPT), MainPower and the owner of Eskhead Station, David Teece.

Consistent support

As a unique and diverse agricultural region, North Canterbury features rich soils complemented by an accommodating climate, but requires an accessible source of water. In order to nourish the land and financially feed the economy, the HWP organisation has developed a scheme which takes the same name.

Local and national support for the HWP scheme has been consistent. With 95 percent of landowners in the irrigable area having contributed cash to investigations and 86 percent of submissions from North Canterbury residents supporting the resource consent application, the HWP scheme is moving forward.

HWP is one of the few water storage projects in the region that will help achieve the Canterbury Water Management Strategy (CWMS) goal of increasing irrigation in the Canterbury region by 70 percent and economic growth by $1.7 billion in value-added benefits by 2040.

As the recipient of the Canterbury V5 award endorsed by the University of Canterbury, the Canterbury Employers’ Chamber of Commerce and the Canterbury Development Corporation, the HWP scheme, while not yet under way in terms of construction, is already

being recognised for its potential value to the Canterbury region and New Zealand.

“The V5 award has given us new stimulus,” project manager Amanda Loeffen says of the win. “The judges recognised that the project could offer new life for North Canterbury which has the lowest earnings per capita in the country and we are excited about benefiting from their expertise.

“Locals should be proud that their vision of a community irrigation and hydro-generation scheme has achieved national recognition and excited that the project has such high calibre support.”

The V5 win entitles the HWP organisation to 50 free days of professional service or help from the University of Canterbury and associated supporters. Valued at approximately $140,000, this support will help progress the development of the project through the coming resource consent process.

Hurunui Water Project Limited PO Box 29031 Christchurch 8540 T (03) 378 3524 E info@hurunuiwater.co.nz www.hurunuiwater.co.nz — Advertising Feature

3D Visualisation Specialists Creators of high quality photo simulations, animations, static images for resource consent, environment court and marketing purposes. www.mpvisual.co.nz | Ph 03 977 5330

Canterbury Today | June/July 2010 | 55

Agribusiness | Rooney Earthmoving

Focus | Bealey’s Speight’s Ale House

Putting in the

groundwork We’ve all got to start somewhere.

No one knows that more than Gary Rooney and his wife Adrienne, who founded a small earth-moving business with a single bulldozer in Waimate in the early 1970s.

Thirty-eight years later Rooney Earthmoving has 250 employees with branches in Waimate, Christchurch, Timaru, Oamaru and Ashburton.

Rooney remains a hands-on managing director, with a skilled and experienced team of managers, engineers and operators.

Ashburton regional manager Andrew Rae says that experience is the company’s selling point.

“The point we stress to our clients is that we’re experienced and committed to value and quality. Rooney Earthmoving has been doing this for a long time and we have a team of very experienced, long-serving staff members to construct our projects.”

Rae says the company is committed to using that experience to work hand in hand with the Canterbury and Otago farming community.

“Because of the size of our firm, we are in the position that we can be infrastructure providers.

Irrigation schemes are a good example. We can design, finance and build the scheme which takes the issues around securing finance away from the farmers leaving them to concentrate on running their businesses. When the scheme is operational we can sell the scheme back to the farmers as an operational scheme when finance is much easier to secure.”

A good example is the Acton Irrigation scheme south of Rakaia where Rooney Earthmoving is constructing an open race irrigation system to deliver water to 6500 hectares of farmland.

This race system will run in conjunction with the existing Acton stock water scheme.

Another infrastructure project which will be driven by Rooney Earthmoving is the Rangitata South irrigation scheme which will irrigate approximately 12,000 ha of farmland from the Rangitata River at Arundel to the coast at Rangitata. Earthworks are planned to begin this year. “This is another example of Rooney Earthmoving taking on the role of an infrastructure provider and pushing the project from design stage to completion,” he says.

Rooney Earthmoving recently completed a $6.3 million waste water treatment upgrade for the Ashburton District Council. This involved the construction of oxidation ponds, wetlands and the installation of 70km of pipelines with 1400 pop up sprinklers to dispose of treated effluent.

The farm also needed to be contoured for silage cutting operations.

“Rooney Earthmoving consistently completes projects ranging in size and complexity, on time and within budget. Our goal for the future is to do more of the same.”

Rooney Earthmoving Ltd Head Office — 4A William Street Waimate T (03) 689 7881 F (03) 689 6299 E enquiry@rooneygroup.co.nz www.rooneygroup.co.nz — Advertising Feature

tradition continued “Rugby, racing and beer. Rugby, racing and beer. Down under they’re mad over their rugby, racing and beer.” This 1960s folk song captured the ethos of the traditional ‘Kiwi bloke’ who loved nothing better than to watch the rugby, bet on a horse and drink a good local beer.

Many would argue little has changed during the past four decades, maybe only that the beer has got better over time. Fact is though, the beverage has a long and illustrious history in our little south Pacific slice of life. Captain James Cook lays claim to brewing the country’s first beer in the 1770s.

Today, New Zealand’s distinctive beers are as well respected around the world; Speight’s has become one of the country’s most reverred beers and the ‘Pride of the South’ brand has become a nationwide icon.

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• Ethnic products

Simply Squeezed is a proud supplier of Bealey Alehouse

220 Cumnor Terrace, Woolston, Christchurch P.O. Box 7005 Sydenham, Christchurch.

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Phone 03 389 9909 Fax 03 389 9699

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Focus | Bealey’s Speight’s Ale House

First brewed in Dunedin in 1876, Speight’s has a long and proud history from its southern roots to New Zealand’s biggest selling beer.

early days our location was a concern. Set away from the traditional hot spots we wondered where our customers would come from.

If accolades are any measure of success, the brand has been, winning numerous international awards. But arguably its biggest accomplishment has been in the rise of Speight’s ale houses, now dotted across the New Zealand landscape and a token of achievement in their own right.

“After our first year we realised we have a mass residential area around us and we get the people coming from west to east. With our vast car parking we have become a destination for people to come.”

So when the opportunity came up to purchase an old Christchurch pub and transform it into a branch of the iconic ale house, it was one the Norton family couldn’t pass up.

In 2005 the pub was rebuilt and Bealey’s Speight’s Ale House was born. Named after its Bealey Avenue location, the venue was designed with history in mind, co-owner Richard Norton says. “It’s designed with the standard Speight’s fit-out but because we are also named after Samuel Bealey (the Canterbury superintendent, land investor and early settler from England), instead of using schist like other ale houses, we have used riverstone. It creates a West Coast feel and recognises the contribution Samuel made in developing a road from Christchurch to the West Coast.”

A 24-hour reception also caters to arrivals from late night flights. “We get a wide range of people who come in to mix and mingle,” Norton says. “From blue collar to white collar to tradesmen to the girls in for a night out.”

And a good night out is precisely what Bealey’s Speight’s Ale House is renowned for. “In the

Now five years old, Bealey’s Ale House is known for its southern service, from the restaurant and bar through to the accommodation. “When I interview people for employment I make it quite clear this is an extension of my house. I expect everyone who comes in the door to be well looked after and have the most enjoyable experience they can have.

“It’s not just about giving someone a smile, it’s about the sincerity behind that smile which makes it genuine.”

That service with a smile has developed a vast range of clientele for the establishment, which caters to international tours and rugby teams, to after work drinks and the celebratory dinner.

The southern man is a strong, resourceful type and it’s a stereotype which ironically fits Norton himself to a tee. Hands on in the business every day, he knows what makes the business tick.

“The most important thing in a bar is people seeing familiar faces, in particular the owner.

When I’m away from work for a day, it feels like a year,” he laughs.

So when it comes to finding a good ol’ southern venue, Bealey’s Speight’s Ale House is the place to be. Because, in the words of the Speight’s anthem, “here down south we all know what makes a southern boy tick. And it ain’t margaritas, with some fruit on a stick. Well it might not be fancy, but when you come from down here… you know you got the best girls and you got the best beer.”

Bealey’s Speight’s Ale House 263 Bealey Avenue Christchurch T (03) 366 9958 E richard@bealeyshotel.co.nz www.bealeysalehouse.co.nz — Advertising Feature

Proud to be associated with Bealey’s Speights Ale House

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For enquiries please contact us, Level 16, P W C Centre | 119 Armagh St, Christchurch | Ph 03 365 0768 | www.duns.co.nz

layne.watson@xtra.co.nz • www.lwpl.co.nz Canterbury Today | June/July 2010 | 57

Focus | Minerals West Coast Trust

A wealth of

opportunity Commercial mining has been the backbone of the West Coast economy for 150 years, with the industry worth an estimated $700 million per year — the combined value of the region’s dairy and tourism industries.

Mining on the West Coast dates back to the early 1860s, when a major influx of settlers arrived, boosting the coast’s population from 250 to 26,000 in the three years of gold booms between 1864 and 1867.

The discovery of coal bearing deposits during the same decade was to eventually lead to the establishment of a more stable and ongoing industry in coal mining.

By 1895 Denniston had become the largest coal producer in the country and substantial coal operations continue today, contributing to the northern West Coast economy. Between 1880 and 1967, the Denniston Incline brought coal down from the Rochfort Plateau and the mines at Brookdale, Wharatea and Iron Bridge. More than 13 million tonnes of coal travelled down from the plateau to the ships at Westport. Rising freight costs, among a number of factors, saw the final closing of the Incline in 1967. Other small towns in the northern West Coast have come and gone over the years of high gold and coal productivity.

A significant portion of the West Coast economy is still underpinned by mining today.

The sector includes coal and gold as well as aggregates pounamu, decorative stone, limestone and other industrial minerals. Gold mining in the region is both alluvial recovery and hard rock. Stone and aggregates is a steadily growing sector, with the product used for rail ballast, roading, construction and protection works. Decorative use and landscaping projects using New Zealand’s attractive beach pebbles are a future market.

Gold is one of the West Coast’s many natural resources. Gold mining first boomed in the late 19th century attracting miners like Charles and Mary Dewar at Globe Hill (inset). The Cornishtown settlement (above) was one of many to spring up in the first gold boom

Mining in New Zealand contributes to many sectors of the economy, including construction (limestone for cement and aggregates for concrete), energy (coal), transport (road aggregates), primary industry (coal and ironsand), agriculture (fertiliser) and manufacturing (industrial minerals).

Hugh McMillan |NZ Business Manager Ph +64 3 788 5042 or +64 275 735 701 Fax +64 3 782 8094 | Email. hugh.mcmillan@sgs.com SGS is the world’s largest, independent inspection, verification and certification company. Founded in 1878, SGS is recognised as the global benchmark for quality and integrity.

There are three SGS laboratories servicing the Minerals Industry in New Zealand. These laboratories provide sampling, preparation and analytical services to the mining industry and a wide range of other services through affiliate offices located throughout the country and globally.

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58 | Canterbury Today | June/July 2010

Focus | Minerals West Coast Trust

New Zealand’s only source of bituminous coal is from the West Coast. Three million tonnes of coal is mined annually, with the Stockton Open Cast Mine north of Westport being the largest coal mine in New Zealand, producing more than 1.5 million tonnes of coal a year.

The West Coast produces the majority of New Zealand’s export coal, with more than 1500 people working in the region’s coal industry.

The mining industry provides employment in engineering, science, environmental management, machine operations and trades, as well as downstream opportunities for a range of contractors including transport operators, equipment fabricators and other suppliers.

The West Coast minerals industry currently employs more than 2200 people and is a significant contributor to the local economy.

Minerals West Coast Trust Minerals West Coast (MWC) has 22 member organisations representing the majority of the leading mining companies’ operating on the coast. Members include gold, coal, coal seam gas and aggregate producers, along with exploration organisations, regulators, service industries and infrastructure providers.

Minerals West Coast Trust was established in 2005 to ensure the minerals industry is recognised as one of the driving industries of the West Coast economy.

It aims to foster and grow the region’s minerals industry in a credible and responsible way.

MWC brings together all stakeholders across all sectors to work cooperatively to identify, maintain and develop opportunities for the minerals industry, including coal and other fossil fuels, gold, limestone, industrial minerals, mineral sands, pounamu, aggregates and decorative stone.

The trust’s six key objectives are:  To increase co-operation among all involved in the minerals sector on the West Coast

The West Coast minerals industry employs more than 2200 people and is a significant contributor to the local economy

 To increase West Coast employment levels

Membership benefits

 To work with the minerals sector to develop and promote employment and educational strategies

MWC manager Peter O’Sullivan says there are benefits to being a member. “It’s about making sure the value of the minerals industry is recognised when it comes to government decisions and local issues,” he says.

 To promote environmental best practices  To liaise with local Runanga, Ngai Tahu, regarding mining matters  To identify, record and protect local archaeological mining sites and facilities.

MWC assists with and encourages active exploration and measure of the region’s mineral wealth, acting as a forum with a focus on the identification of key industry issues and the development of potential solutions.

“Mineral West Coast has a close working relationship with the Department of Conservation and other industry regulators.

MWC has worked with DOC on the development of standardised procedures to guide people and organisations either planning to enter the mineral recovery industry or to maintain existing permits and licences.”

MWC is the minerals industry voice on regional planning and strategy groups such as

Feature continues on next page >>

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MWC hosts the annual West Coast Minerals Forum, which has become a significant item in on the New Zealand minerals industry calendar.

MWC also works to attract skilled people to the West Coast minerals industry and works to ensure infrastructure is developed to meet the needs of the community and industry.

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employment, transport, energy, Vision 2020, education, regional profile, marine reserves, water and tourism. It is currently working with Development West Coast and GNS Sciences to complete a regional mineral resource assessment. This document is expected to encourage further investment and guide further minerals exploration for years to come.

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Focus | Minerals West Coast Trust

A significant portion of the local West Coast economy is underpinned by mining

Mining potential New Zealand has a huge source of wealth sitting untouched on the West Coast, with many mining opportunities waiting to be developed.

Minerals West Coast Trust (MWC) manager Peter O’Sullivan believes there are fantastic opportunities to grow the West Coast economy by efficiently utilising the natural resources for the benefit of all West Coasters and New Zealand. “The potential for mining on the West Coast is virtually untapped,” he says.

“The biggest issue is that most mineral activity is based on exploration or research that is 20 years old. There has been very little research done and there hasn’t been a lot of investment into looking for new mineral deposits.”

New Zealand’s natural resource industry already contributes significantly to the country’s economy, although New Zealand makes use of just a fraction of its potential.

The industry produces gold, coal, petroleum and other minerals worth about $4 billion a year across New Zealand, including $700 million from the West Coast, contributing $2 billion to exports.

Much of New Zealand’s resources are on publicly-owned conservation estate. MWC believes carefully controlled increased access could create a further 25,000 jobs nationally and boost production and exports, which could lift average household incomes by at least 1.7 percent and deliver a steep increase in the country’s economic performance.

national parks, the Coromandel and other high conservation areas such as marine reserves.

However, O’Sullivan believes much of the land identified as Schedule 4 has been misclassified.

For example, some of the Timberlands estate on the West Coast was placed in the Paparoa National Park out of convenience and has by default been allocated Schedule 4 status.

O’Sullivan says the Government has recognised the mining industry’s potential to boost the New Zealand economy. The current review of the Crown Minerals Act has offered the opportunity to review the land that is provided special protection under Schedule 4 of the Act.

It is estimated Schedule 4 land contains potentially 40 percent of New Zealand’s mineral wealth, equating to between $77-$690 billion in ground resource. The Government has released a discussion document entitled Maximising our Mineral Potential: Stocktake of Schedule 4 of the Crown Minerals Act and Beyond. “Submissions on the document closed on May 26. We’ve completed submissions and encouraged people on the West Coast to make submissions also.”

Schedule 4 land has been identified as being of significant conservation values and includes all

O’Sullivan believes many West Coast residents are supportive of the region’s mining industry.

“One of the interesting facts is that if we took all the mines in New Zealand and put them together they would take up less than 50 square kilometres. It’s a very small area and we have huge resources that are completely untapped at the moment.”

Mining and the environment O’Sullivan says while mining has a high impact on the land during operations, mining companies now work towards the concept of net conservation gain and have significantly increased their environmental efforts.

Not only are the mining sites reconstructed, but the environment is generally enhanced in some way.

“We’re getting better at restoration works. We cannot put the environment back exactly the way it was, however we are coming close.

“Oceana Gold’s Mainland Island project has diverted funding for DOC’s much larger Maruia project.

“Pike River Coal has established a pest and predator control programme, while Rio Tinto operates a coastal walkway project and Solid Energy operates a wetlands project,” he says.

Mining techniques have improved substantially over the years as well and are often a lot less invasive to the environment than in the past, such as extracting coal gas from coal seams and underground mining.

Largest employer in Reefton and the Inangahua District.

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“We’re a gifted country,” O’Sullivan says.

“We sit on tremendous wealth and with the careful use of that resource we can benefit all New Zealanders without destroying our clean green image.”

Minerals West Coast Trust PO Box 77 Greymouth T (03) 768 5600 www.mineralswestcoast.co.nz — Advertising Feature

60 | Canterbury Today | June/July 2010

Focus | Klondyke Fresh

Big benefits in a small package Milk — it provides primary nutrition for young mammals before they are able to digest solid foods, earns significant foreign exchange and is at the core of our economic infrastructure.

Island and in parts of the North Island. With a manufacturing facility located in Hornby, Klondyke Fresh is 100 percent New Zealand owned and operated. Procuring its milk from South Island farms, Klondyke Fresh milk is 100 percent natural with no additives.

In 2002, the 3.3 million lactating cows on New Zealand’s 13,900 dairy farms produced more than 13 billion litres of milk — an average of about 4000 litres each. Big numbers are exactly what the Kiwi dairy industry earns.

The Klondyke mission is to bring good, honest, fresh products to its customers. Processing more than 30,000 litres per day, with capacity for more, that equates to a lot of satisfied customers.

Although on an international scale our milk production is tiny — just 2.5 percent of the global total — it equates to about 30 percent of the world’s international milk trade (due to the high percentage of milk being consumed domestically, as opposed to exported).

Milk is pasteurised and homogenised in a state-of-theart facility before being bottled and sent to distribution partners in Invercargill, Dunedin, Timaru, Christchurch, Nelson, Palmerston North, Taranaki, Central Otago, the Hawke’s Bay and Southland, sales and marketing manager Nick Cairns says. “We have individual chilled depots in each of our vendors’ locations, along with full chilled line haul distribution. Milk is our core product but along with milk sales we sell and deliver a wide range of chilled food products direct to restaurants, cafes and convenience stores.

New Zealand exports 95 percent of its milk products, comprising 20 percent of the national export income.

The increasing affluence in developing countries and increased promotion of milk and milk products has led to a rise in milk consumption and, accordingly, increased investment by multinational dairy firms. Klondyke Fresh is a fresh milk manufacturer dedicated to keeping it local with its chilled foods sales and distribution business across the South

“We are currently providing a route to market in foodservice/convenience channel customers as well as the good old fashioned ‘home gate’ delivery service for some of New Zealand’s top chilled manufacturing brands.” The names include some of our best known brands — Heller Tasty (hams and smallgoods), Tatua Dairy Products, Yoplait Yoghurt and Big M Flavoured Milk.

Perhaps we love the good honest products of our locals, perhaps we love that Klondyke is employing locals — whatever the reason, Klondyke is a rapidly growing player in the market illustrated by the volumes of milk going out the door. “Our distinct point of difference is that there are no additives in our milk,” Cairns says. “So we’re producing the freshest, most natural product every day.”

“It’s milk as it should be.”

Klondyke Fresh 19 Klondyke Drive Hornby Christchurch T (03) 344 0257 E enquiries@klondykefresh.co.nz www.klondykefresh.co.nz

— Advertising Feature

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Available to supply in bulk for manufacturing, along with supply to wholesale and retail markets, all enquiries please phone: 03 344 0257 | www.klondykefresh.co.nz

Canterbury Today | June/July 2010 | 61

Focus | Spy Valley Wines

In the valley of spies

The growth and diversification of New Zealand’s wine industry is a case study in success and playing its role is Marlborough’s Spy Valley Wines.

It’s fair to describe Spy Valley as a global boutique wine business making a host of cool-climate wines that are gaining global recognition for their excellence.

Wine varieties

Industry accolades

Spy Valley specialises in producing lively aromatic worldclass white wines and sophisticated elegant reds.

The family-owned business has found success quickly; formed by Bryan and Jan Johnson in 1993 and producing wine since 2000. It’s situated on 160 hectares of prime grape-growing land on the southern side of Marlborough’s Wairau Valley, located on the terraces of the Omaka River and operating as Johnson Estate. This is where Spy Valley Wines grows 10 varieties of grapes and boasts a modern, fully integrated winemaking facility.

Wine is bottled under three labels — Spy Valley, Envoy and Satellite — each representing different winemaking techniques and styles.

Spy Valley consistently receives awards and accolades from its peers for the quality and taste of its wines. Its 2009 sauvignon blanc gained 91 points by American magazine Wine Spectator.

And as is often the way, it’s a passion for excellence that makes all the difference.

 The Envoy range was released in 2007 and represents small parcel wine production from selected intravineyard sites on the Johnson family estate vineyards, with wines being textural and complex

This comes down to attitude and it’s even found in the name — Spy Valley is derived from the presence of a satellite communications monitoring station nearby, part of the Echelon Global Network.

 The Spy Valley label consistently delivers varietally true wines to the discerning global customer, with varieties being exuberant wines bursting with fruit flavour and aroma

 Satellite is fruit-driven wine showing varietal typicality with balance and poise and representing the lighter side of life.

While sauvignon blanc grapes grow particularly well in the Marlborough climate, Spy Valley produces a number of other cool-climate varieties as well. General manager Blair Gibbs says 80 percent of the company’s wine is sauvignon blanc, with the remaining varieties including gewürztraminer, merlot, chardonnay and pinot gris. “That’s unique for Marlborough. The environment allows us to grow these other varieties,” Gibbs says. “It’s about getting good site selection, attention to detail and having control over all parts of the system.”

The company’s two top wine makers, Paul Bourgeois and Kathy Lee Sowman, work closely with the viticultural team on wine style and direction.

Spy Valley Wines currently exports 80 percent of its wines to 35 countries around the world and is working at full capacity within its production facilities, producing 150,000 cases of wine per year.

“We’re a single-family ownership and we’re in control of all the quality parameters of the business,” Gibbs says.

The winery is now one of the most advanced winemaking facilities in New Zealand, with the winery itself awarded the New Zealand Institute of Architects supreme commercial award. There are separate red and white winemaking facilities, full temperature control on every winemaking vessel, a bottling line and temperature controlled warehouse.

The winery is in the middle of the estate vineyards, ensuring the best possible handling of nearby fruit, and also features an award-winning cellar door. “We make all our own wine and bottle on site. We have control over every state of production. We’re big enough to have a global presence — we’re global boutique.”

FOR QUALITY SERVICE AND ADVICE ON ALL YOUR CROP PROTECTION AND FERTILISER REQUIREMENTS

Proud to support Spy Valley Wines SEDDON STORE Goulter Street Ph 03 575 7147

62 | Canterbury Today | June/July 2010

RENWICK STORE Tyrone Park Ph 03 572 5164

RICHMOND STORE 12 Potama Street Ph 03 544 6668

MOTUEKA STORE 28 King Edward Street Ph 03 528 6215

Focus | Spy Valley Wines

Focus on the environment Spy Valley Wines’ commitment to achieving best environmental practice has been recognised by its recent ISO14001 accreditation.

General manager Blair Gibbs says the certification was done under an international environmental sustainability programme. “Our environmental work underpins everything we do. We have to take care of the environment,” he says.

“We don’t do it to be recognised — we do it more for ourselves and everything that flows down from that is welcome. It’s more about us being good stewards of the land.”

Spy Valley Wines achieved ISO14001 in March and is believed to be the first Marlborough family-owned wine company to receive the certification. Its environmental initiatives include ensuring its winery, vineyards and grower vineyards are all accredited under the Sustainable Winegrowing Scheme.

Gibbs believes it is all about setting a platform for everything from reporting systems, energy and recycling through to vineyard management.

The company will continue to look at how to conserve more energy in warehousing, wine production and in tank temperature control.

“It involves assessing all of your inputs and monitoring and reducing all of your negative outputs. There’s a certain assumption that we will do these things and we have to back it up.”

Additional environmental efforts Spy Valley is currently trialling 15 hectares of organic vineyard within its 160 hectare block in Marlborough’s Wairau Valley, which has just completed its second growing season.

All of Spy Valley’s water usage is monitored and strictly controlled within the winery and vineyard, with organic cleaning products used wherever possible. Spraying is kept to a minimum and environmentally friendly sprays are used wherever possible. Wastewater is treated on site and is pumped over the winery lawn once it meets quality standards.

company and staff members’ unwanted glass into a fine glass dust. This is then mixed with mulch and distributed below the grapevines to enhance light reflection into the vines.

“There’s no recycling in Marlborough for glass and it’s about dealing with waste glass on a local level,” Gibbs says. “The mulch also assists in the retention of moisture so we don’t need to use as much water.

“We’re just looking at the best way to deal with the environment, which is our most important asset. Without it there is no Spy Valley Wines.

“As a result we are continually looking at what we can do better in reducing waste, implementing sustainable practices and protecting our irreplaceable environment.”

Spy Valley Wines 37 Lake Timara Road Blenheim 7276 T (03) 572 9840 F (03) 572 9830 www.spyvalleywine.co.nz

— Advertising Feature

We are extremely proud of our long standing relationship with SPY VALLEY WINES as supplier of their wine bottle requirements.

Please contact us if you would like to discuss the opportunities we can offer your business.

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Focus | General Vending

Feeding the need for

If the smell of fresh coffee makes you feel awake each morning, and the zap of caffeine or the sweetness of hot chocolate gives you the energy to get through the day, then look no further than General Vending for your new business, hotel, or B&B coffee machine.

General Vending is a Christchurch based business that hires and sells a large range of coffee and vending machines around New Zealand. Owner Lindsay Upjohn says two coffee machines new to the market to buy or hire are the Adimac Milano and the 2010 Nuova Simonelli Microbar.

As stylish as it is high in quality, the Adimac Milano is perfect for service stations, theatres, cafés, internet cafés, supermarkets, lunch bars and mobile foodbars.

It can carry 12 different selections, such as hot chocolate or soup, for options other than coffee. The Adimac Milano can be customised with colour powder coating, to come in your own corporate colours.

Stewart’s Coffee is wholly New Zealand owned and operated and proud of their long history in roasting only the world’s finest Arabica Beans. www.stewartscoffee.co.nz

If you are looking for something smaller but just as high in quality, try the Nuova Simonelli Microbar. This highly popular machine is ideal for small cafés, corporate offices, car dealers, home use, pleasure crafts, caravans and mobile espresso bars. The fully automatic fresh milk model can use up to one kilogram of fresh beans per day and comes with a steam wand for bulk frothing if desired.

No barista skills are needed to make superb espresso coffees or cappuccinos with the Microbar. It can make 140-150 cups a day for a competitive cost price of around 24 cents a cup.

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64 | Canterbury Today | June/July 2010

Not only do General Vending sell and hire coffee and vending machines, but the company also offers an excellent repair service should anything go wrong. General Vending provides a comprehensive service and support backup through a network of highly qualified technical service agents nationwide, from North Cape to the Bluff.

In conjunction with Espresso Restorations NZ, General Vending also offers on-site repair in Canterbury and complete workshop overhaul of traditional one to four group café, restaurant and hotel espresso machines and grinders throughout New Zealand.

On top of all of this, General Vending sources and sells parts for a wide range of espresso machines and grinders.

General Vending also sells regular snack vending machines that can be stocked with packaged snacks for your business. For a healthy change in tasty snacks look no further than the Adimac’s Raffaello and Leonardo Chilled models.

These machines can stock a range of foods and snacks such as fresh pre-packed sandwiches, muffins, yoghurts, muesli bars, bottled beverages and fruit smoothies, a delicious and health-conscious alternative to the usual chocolate bars and crisps.

Owner Lindsay Upjohn says the business is looking to expand into other markets.

“We’re planning to get more into short-term coffee machine hires. We intend to approach hire companies such as party hire businesses and event catering companies who don’t have espresso coffee machines. They could either buy the machines or hire them from us for events like parties, staff picnics and weddings.”

A sideline for events catering the company is working on involves hiring out frozen beverage “slushy” machines for the Daiquiri Group. The machines can be used to create delicious alcoholic and non-alcoholic cocktails for parties.

He says anyone interested in hiring or buying a vending machine from him need only pick up the phone and call the toll-free 0800 111 820 number for a comprehensive and free consultation on their business or event refreshment requirements, or their machine service needs.

General Vending 80b Kingsley Street Sydenham PO Box 175 Christchurch 8140 T (03) 366 2220 F (03) 366 3630 E lindsay@generalvending.co.nz www.generalvending.co.nz

— Advertising Feature

Focus | Pulzar FM

Are you

listening Radio is not just about the beats, the bass or the rhythm; it’s about experimenting with the art of communication.

It’s a one-to-one medium; a connection between the announcer, the listener and the music that represents the lyrical language passed between them. Radio also plays a pivotal role in forming relationships between buyers and brands, and companies and consumers.

In cosmopolitan Christchurch, our airwaves are pulsing with uplifting energy as radio station 105.7 Pulzar FM fills a music niche and fuels a promotional vehicle for businesses travelling the commercial highway. As a radio station that is all about lifestyle and living life to the full, Pulzar is proudly owned and operated by four quintessential Kiwi entrepreneurs and was brought to life in 1999 by the vision of a veteran radio announcer and club DJ, Andy Poulsen and his business partner, Jason Akehurst.

Pulzar FM’s Andy Poulsen (left) keeps an eye on the central city skyline as he directs the new station to airwaves prominence.

Above: Morning Grind announcers Josh Armstrong and Gordon Findlater entertain every weekday morning

The station’s eclectic entertainment doesn’t discriminate; it’s for the young and young at heart. And as Geoff Cavill from Winnie Bagoes, The Original Gourmet Pizza Bar, puts it, “The great thing about Pulzar is its multi-generational appeal. I love it, my wife Wendy loves it, and our kids love it!”

And beyond its music mixes resonating powerfully in the social sphere, Pulzar is all about sound-based sales strategies; a way to deliver your business’ voice and sales messages to the mainstream.

Whether you’re in accountancy, sales, hospitality, or construction, Pulzar can cement the connection between company and consumer with competitive advertorial packages. “When I work with a business, I find a promotional package that is cost-effective to them,” Poulsen says.

Having jumped aboard the technology train, Pulzar is now the first commercial radio station in the world to go live with Zetta radio automation software. Designed by RCS, the world’s largest broadcast software company,

Pulzar’s adoption of this technology is representative of its commitment to smart business practise.

And if its progressive professional activity doesn’t speak volumes, Pulzar’s pro-bono community and charity campaigns and strong professional relationships sure do. The Christchurch City Council partnered with Pulzar for New Zealand Music Month 2010, meaning from distributing posters and merchandise to live performances, Pulzar was on the job.

Its sounds are hitting the right note and it shows. In the first Radio Survey of 2010, in the critical demographic of 18-24 years, Pulzar’s solid professional pace saw fellow competitor 91ZM fall behind in the ratings race. And with its target demographic of 18-34 years, Pulzar is also attracting a much wider social scope.

— Advertising Feature

Pulzar FM says: “Your music, your life and it’s our pleasure.” Be a part of it.

The emergence of Pulzar onto the mainstream scene was their response to a demand from a music-hungry culture; a new breed of Cantabrians comprised of techno-savvy, entertainment-hungry, gadget-oriented listeners.

Today, Pulzar and its beats are on local lips. Offering up a hybrid of pop, pop rock, dance, house, drum and bass, dubstep, funk and soul (and that’s just the auditory entrée), Pulzar is delivering a holistic sound experience to a cumulative audience.

Pulzar FM PO Box 13-209 Christchurch 8141 T (03) 377 9600 F (03) 377 9601 E andy.poulsen@pulzarfm.co.nz www.pulzarfm.co.nz

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Canterbury Today | June/July 2010 | 65

Property and Construction | Stufkens + Chambers Architecture/Stewart Builders

Home of

distinction A fusion of contemporary spaces, materials and aesthetics all add to the unique persona of a Redcliffs home nearing completion. This monolithic home spread over seven levels (the lowest sitting below the high tide line) is alluringly deceiving from the exterior. Its size and multitude of surprises are well hidden from the street yet upon entering the house, it wraps itself around you, luring you to discover the many hinted at features.

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Glass on all sides opens up multiple vistas, enticing you to explore further. Soaring up to levels above, raw aggregate tilt panels of massive proportion lead you from the outside in, helping to anchor the various, intertwined elements of this impressive build.

The project, which has spanned close on three years, is a culmination of skill and expertise from both Marcus Stufkens of Stufkens + Chambers Architecture and the construction team headed

by Simon Stewart of Stewart Builders.

Both companies are well versed in delivering high-end residential projects and the $4 million-plus build is one of several the two companies have collaborated on.

The 500 square metres of bespoke architecture, building and materials invokes a sense of space, sophistication; yet the entire design is still grounded and sympathetic with its surroundings. Taking up a large portion of the 811 square metre waterfront section, this home brings together the latest in technology and fuses it with a mix of non-traditional materials.

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Property and Construction | Stufkens + Chambers Architecture/Stewart Builders

The flow lines on the floor plate throughout the building are pointed at Shag Rock. From many rooms this distinct landscape feature is prominent through the massive panes of glass which dominate many sides of the building.

“There is a continuous, flowing harmony about the home and while it looks complicated from the outside, upon entering the house it all comes together and works. You instantly know where it is you want and need to go,” says Stufkens.

While very much open plan, the five bedrooms, five bathroom, four living room home, plus the eight outdoor decks and balconies, flow seamlessly throughout the multi-level home, yet the clever design creates private nooks and unexpected spaces — time-out zones.

Feature continues on next page >>

Canterbury Today | June/July 2010 | 67

Property and Construction | Stufkens + Chambers Architecture/Stewart Builders

Each and every room has a stunning perspective — be it to Shag Rock, across the estuary and out to sea, to the Port hills or directly up the road into the heart of Redcliffs.

Three sides of the home wrap around an in-ground heated swimming pool and spa, offering protection from the prevailing winds, while offering the utmost in privacy. Another indoor spa pool and bathroom, visible through large glass doors from the pool area, provide a window to a stunningly lit display garage for one of the owner’s prized motor vehicles.

Interior design features abound and a fusion of materials and styles again adds another edge to the home. The downstairs powder room features a pure cowhide feature wall, complete with complementary mood lighting.

Each bathroom has a completely customised stone vanity designed to accentuate the individuality of each room. Custom designed Ventech extraction systems to eliminate condensation are installed in each bathroom.

The clean, minimalist and unobtrusive looks do not deter from the superior efficiency of the custom designed units. Showers feature full glass fronts, or windows offering various vistas.

Uniting elements Repetition of material — both inside and outside of the home — tie the impressive design elements together.

Polished concrete floors, the Timaru blue stone and black oxide tilt slab panels not only provide visual lines weaving between the rooms and

“There is nothing about this house which is standard… many of the features are one-offs.”

levels, they form the structural frame for towering windows and doors.

Adding to the feel is the cladding of an exterior feature wall flanking the swimming pool and rock filled gabion baskets hang suspended up the walls and over windows. Other exterior cladding brings in the warmth of cedar shiplap and Loxo Cladding AAC system, which not only look stunning, but also have prominent thermal and acoustic properties.

The natural timber is again prominent in the interior with American oak being used in floor detailing and wall paneling, while walnut veneer is used in combination with natural stone in the kitchen.

The kitchen stands majestically at the heart of the home, with impressive views across the estuary, back to the water feature in the entrance hall and across the main living area.

Off to one side, a handful of stairs lead you down to the lounge, while on the waterfront

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68 | Canterbury Today | June/July 2010

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side another small set of steps lead you up to the elevated open plan living area. One of two floating staircases leads you up to the master suite while an overhead glass bridge connect an upstairs mezzanine floor with one of the numerous outdoor decks.

The kitchen itself has large sliding panels allowing the butler’s pantry to be opened up, then later closed off, as and when required.

“This modulated design allows you to link the kitchen with the surrounding rooms or close parts of it off when you are entertaining,” Stufkens explains.

The lounge features a custom built, three metre long gas fire with a continuous flame. This room also features a temperature controlled wine cellar which will be hidden by a silk curtain.

The lighting within the cellar space will highlight the silhouettes within this cleverly used part of the room.

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Property and Construction | Stufkens + Chambers Architecture/Stewart Builders

uncompromising and exacting detail on the exterior of the house.

Hidden magic All this visible detail is impressive on a massive scale, yet much of the intricacies and magic of this home lie in the smaller, often unseen, details. For Simon Stewart and his team, the brief and scale of the project is something he welcomes and complements the work they’ve done in the past.

“Quality has always been the main focus.

It is time consuming and there are often no tolerances but quality is what has been delivered. There is nothing about this house which is standard. It is all unique and many of the features are one-offs,” Stewart says.

Throughout the building, the lighting has been designed to add to the incredible accents, ambiance and reflect moods.

“The lighting is all about creating particular atmospheres. There are programmed mood swings in the lights to suit the time of day or night and the style of entertaining within the house.”

Running the impressive array of features throughout the building is the latest in technology. From the automated blinds and louvres throughout, to security, heating and audio systems to the automatic pool cover and the myriad of lighting — all is computer controlled from a main operations room opening off the kitchen, or remotely as required. Add in the double garage, floating decks, cantilevered

glass and there is not one room untouched by some out-of-the-box detail.

“Every aspect of the design and build has been well thought out, thoroughly researched and then meticulously constructed.”

Foundation challenges

The upper floors are constructed in concrete and steel. “The house effectively floats on a heavily reinforced concrete raft,” explains Stewart.

Two floating staircases, each with the individual treads weighing 980 kilograms, again highlight the scale of the project.

The first challenge was applying a highly technical system to the foundations. It was a six month project to raise the site the 1200mm required by council, and then install the foundation system.

The gabion baskets which create such a stunning feature have never, to the knowledge of the team, been used as a cladding on a house in this way. “The baskets were individually custom built and then we had to place every stone in them by hand.”

And with over 29 tilt slab panels, each entirely different, over 200 steel beams/columns and then countless panes of glass, some craned in, others requiring 15 men to place; the weight of the structure is enormous.

This is one of the many labour intensive aspects to the job the Stewart Builders team has undertaken. Placing the two kilometres of cedar cladding was another task of mammoth proportions, given the degree of

However, with him at the helm his highly skilled team has approached each and every challenge with a positive and pragmatic attitude and the craftsmanship is evident throughout.

Not a nail is out of line on any of the bamboo decks and exposed bolts in the visible steel beams bordering the mezzanine floor all sit at the exact same position. While these details may seem small, each adds to the level of sophistication and speaks volumes of the quality of the entire project.

Full height doors are effortlessly pulled into hidden recessed spaces and held in place by magnetic catches. Gargantuan sliding glass panels, which at first are so well ensconced within walls, slide out to divide or close off areas and allow for more economical heating.

Feature continues on next page >>

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Contact - Simon Stewart | Phone - 027 207 4554 Email - stewartbuildersltd@xtra.co.nz Canterbury Today | June/July 2010 | 69

Property and Construction | Stufkens + Chambers Architecture/Stewart Builders

Stewart was selected to deliver this project as he made the commitment to personally lead the construction team and manage the entire process.

“This project has involved us, the architect and the client working really closely together.”

The teamwork has also extended to the 200 plus sub contractors, all who have added to the immense levels of skill and expertise required to deliver each aspect of the tricky build.

While this build has been the most detailed Stewart Builders has been involved in, the 10 year old Christchurch company has worked

on larger scale projects. From top end residential to commercial and home renovations, the small but select team has never had the need

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“At Stufkens, we pride ourselves on the creation of innovative and functional design solutions that tell your story and meet your budget.

For Stufkens Architecture, homes of this calibre occupy around half the company’s time, with commercial projects forming the other half.

“We strive for planning clarity, logic, functionality and the element of surprise. We have built a reputation as an industry leader by providing clients with both high quality design and outstanding personal service — evidenced by our numerous awards and high percentage of repeat business,” he says.

With offices in Christchurch and Tauranga, the multi-disciplined practice has experience and expertise in a wide range of projects and takes great pride in consistently delivering creative architecture and interior design solutions. “Our approach is to work collaboratively, to challenge and inspire each other for to find the best possible outcomes on each project,” Stufkens says.

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70 | Canterbury Today | June/July 2010

Property and Construction | Fix-It Building Services

Making your home a

It is widely touted that your home is your castle and for many this makes updating your chosen kingdom, rather than moving to a new property, a viable option. Thus an increasing trend sees more and more New Zealanders doing up existing homes, rather than moving or building new properties, especially in today’s volatile property and financial market.

The company offers full design and project management service which takes the hassle out of the process; such as utilising its highly skilled and certified team to deal with council and regulatory processes. The company also has a stable of qualified and expert sub contractors who can manage every step of the way.

So decision made; you are going to enhance your castle — now the hard work begins; finding a reputable, qualified, experienced and passionate company who will take your vision and make it a reality in a way that will stand the test of time and not bankrupt you in the process.

He advocates that as well as creating capital gain when the market has stopped doing it for

Fix It Building Services fit the bill on every level. Christchurch franchisee Peter Noble knows his company brings the best in complete service in the renovation and house addition market.

“This is what we specialise in. We do additions and renovations every day, so our qualified tradesmen know how to match the old in with the new. We rely on tried and trusted building methods which have stood the test of time.”

He says this experience is quite different from that gained by builders who only specialise in the construction of new homes.

From the smallest of jobs, through to major additions worth several hundred thousand dollars, the Fix It team can assist. “If you want us there to do a small aspect of the job — we can do that, but we can also take the job from an idea and turn it into reality for you.”

Calling these services can enhance your bottom line. Renovation is a strategy New Zealand property guru Olly Newland touts as “a good way to shore up your home’s value”. His rule of thumb is to get a three dollar return for every dollar he puts in. He calculates this by getting a property valued as it is, together with an estimate of how much the value will increase by when the planned renovations are complete.

you, strategically enhancing your home now means it will be in prime position to go on the market if you decide to sell and want to get the best price possible.

Bathroom experts As New Zealand’s only nationwide home renovation specialist group, Fix It transforms more bathrooms than any other room.

“We can create your design around your existing bathroom layout to avoid costly plumbing changes. And because we are bathroom specialists, we’ll get your bathroom project done right, first time.”

Add in the versatility of payment plans, peace of mind guarantees and the huge wealth of knowledge with the company, and your home can be the castle of your wildest dreams.

From a design perspective, the bathroom presents some of the greatest challenges, but along with those challenges come opportunities.

With a little planning, you can create a bathroom or ensuite that is truly your own, with a little help from your friends at Fix It. And it need not cost the earth. The team can recommend and supply a wide range of vanity, shower, bath, toilet and tap ware options.

Fix It Building Services 163c Yaldhurst Road Christchurch T (03) 342 5910 E nrl@fixit.co.nz www.fixit.co.nz

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Proud to be associated with Fix it Building Services Canterbury Today | June/July 2010 | 71

Property and Construction | Arnold Jensen 2005

Taking care of the details

The all-new purpose-built Arnold Jensen building in Montreal St

Facilities management is a dynamic industry playing a diverse and integral role within various organisations. It helps ensure the delivery and achievement of the very purpose of the commercial entity it serves.

The International Facility Management Association defines facilities management as an industry which ensures the validity of an environment. “Facility management is a profession which encompasses multiple disciplines to ensure functionality of the built environment by integrating people, place, processes and technology.”

The European Committee for Standardisation expresses the importance of the facilities management industry in its definition. “Facility management is the integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of its primary activities.”

The dedicated customer service centre (above), and the administration offices (right)

Arnold Jensen 2005 Limited co-owner Lawrence Chicksen defines it quite simply. “It’s an inter-disciplinary field devoted to maintaining institutional buildings, performed both during the operation’s initial build phase and throughout the lifecycle of the building.

“Facility management is about looking after everything from heating, ventilation, air conditioning and refrigeration (HVAC-R) through to electrics and lighting.

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“A building owner needs contractors for each of those individual tasks — we essentially manage that process for them as a one-stop-shop, if you will, including regular monthly reporting to facility managers, KPI management and risk management tasks.”

Quite simply, its role is to co-ordinate and oversee the safe, secure and environmentally sound operations and maintenance of these assets in a cost effective manner aimed at long term preservation of the asset value. As a function, its role is fundamental. Without a building, its equipment, the services and environment being delivered to best practice

standards, an organisation could not deliver the core product or service it was designed and created for.

It stands to reason then, that the protection and maintenance of physical assets, along with the controlling of service costs, are essential to an organisation — so facility management plays an integral role in business performance.

Sophisticated systems With technology advancing at exceptional rates and workplaces integrating increasingly sophisticated systems, the services provided by facility management companies is also advancing. Arnold Jensen’s services now encompass security, data, closed circuit TV and electric door access, to name just a few.

As equally diverse as the range of services Arnold Jensen provides is the scope of industries it works with. “Every industry requires electricity, so that opens us up to a broad range of sectors from general commercial and retail through to hospitality, aged care and residential,” Chicksen says. Today, the company’s work covers commercial, residential, domestic, aged care, rural, air conditioning and heatpumps, refrigeration, emergency lighting, security, data and CCTV. Working within such a broad range of industries makes customer service the highest priority.

“Our customer service sets us aside from our competitors. We believe it’s not what we do but how we do it which has secured our position in the market. The significant investment we have put into the simple words of customer service has led to our recent invitation for nomination in the 2010 Champion Canterbury Awards and the ACC Workplace Safety Award.

“It’s not lip service to customer service. We have invested heavily in that area of the business.”

This investment includes working with the Canterbury Chamber of Commerce to streamline its customer service procedures, creating a dedicated customer service centre within the business and investing in the latest information technology, which covers scheduling and dispatch of field staff and GPS tracking in the vans. And then you can add the company’s new, state-of-the-art, purpose-built facility.

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72 | Canterbury Today | June/July 2010

Property and Construction | Arnold Jensen 2005

The Arnold Jensen in a showroom, part of the new Montreal St premises

The Arnold Jensen technical support desk

Staff members stock the new resource library

The fully equipped workshops and warehouse are an important part of the Arnold Jensen operation

Confident, committed Hanham and Philp Contractors Limited recently completed a complex on Montreal Street for the company. The two level, 700 square metre building includes office, workshop, showroom and customer service areas, allowing Arnold Jensen to more succinctly provide the very service it has founded its reputation on. The move, illustrating Arnold Jensen’s confidence in and commitment to the Canterbury market, goes a long way to cementing the company’s place in history and it represents the dedication to customers it’s renowned for.

“We had been trading in the same building in Addington that we had operated in for 30 years.

We found with our increasing range of services the premises was too small. So, we purchased some land in Sydenham, bowled over the old foundry and we’ve spent the past four months putting in a new facility to cater for our clients’ needs,” Chicksen says.

“It represents our commitment to the future of the company, the future of South Island businesses and it shows our confidence in the community around us. We deliver our electrical and mechanical programmes with a customer focus that they find easy to work with, so we make it easy for them to work with us. We get the job done and to a very high standard, always to their requirements. It’s very high quality workmanship delivered in a very customer friendly way.”

Superior service That very customer focus has always been the backbone of the company, Chicksen says.

Established in 1964, Arnold Jensen quickly established its roots in the Canterbury region with a corporate philosophy dedicated to high quality workmanship and building excellent customer relationships. This has continued over the years and the loyalty of its customers, many who have been with the company for more than thirty years, bears testimony to the success of this philosophy.

Founded by Arnold Jensen himself, the company has became one of Christchurch’s most preferred electrical contracting and servicing source for a long list of high profile customers.

“He had the drive to go out and start a business,” Chicksen says. “Arnold began a very long association with Canterbury’s leading architect of the time, Sir Miles Warren and many others. A lot of the leading industrialists in Christchurch were part of his client list.

are, but now we are very focused on the operational phase of a building as well. We are involved with the initial build and now we like to focus on the after sale service, if you will. Over the years our range of services has grown. We have developed from purely electrical contracting, to electrical and mechanical HVAC-R contracting, specialising in building facilities management support.”

“He was, and still is, an exceptional man who cemented our place in the history books.

We find that Arnold’s past values of integrity and honesty still hold true even in today’s competitive environment.

When Arnold decided to move on, the company passed to its present owners, Tony Robinson and Lawrence Chickson. The pair combined their expertise in electrical design build of high spec homes, large project contracting and electrical servicing to provide a professional, can-do service for customers.

“In the early years the business was primarily concerned with the initial build phase. We still

During the past 20 years the pair have experienced a broad spectrum of challenges in

the electrical contracting and servicing industry, catering to varied clients, often requiring cost effective solutions to complex situations.

The team now comprises a group of multidisciplinary experts in the field of electrical, air conditioning, refrigeration, re-newable energy, data and security.

“Plans for the future are to grow the business, cement our position within the facility management area, continue to be part of the Canterbury community and serve the needs of the region for another 46 years.”

Arnold Jensen 2005 114 Montreal Street Christchurch T (03) 374 8060 E lawrence@ajelectrical.co.nz www.arnoldjensen.co.nz — Advertising Feature

Proud to be associated with Arnold Jenson 2005 Ltd Meet the industry leaders in commercial construction Proud to have been involved with Lawrence and Tony throughout the construction of their new building in Montreal Street Office • Warehouse • Industrial • Retail Community • Accommodation • Supermarket Heritage • Aged Care • Educational Recreational • Refurbishment • Interior

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03 344 5505 sales@telferhornby.co.nz www.telfer.co.nz Canterbury Today | June/July 2010 | 73

Property and Construction | HRS Construction

In the zone Whether it be building something new, or renovating something old, HRS Construction has the skills and experience to work on any project.

The company has built libraries and classrooms for schools, manufacturing buildings for factories and multi-storey inner city office buildings designed for hundreds of workers. One of the HRS Construction directors, Andrew Marshall, says the staff thrive on different challenges.

A more recent challenge has been HRS Construction’s involvement in building projects for Rolleston’s Izone Southern Business Hub.

Izone was initiated due to the increasing lack of reasonably priced industrial land in the greater Christchurch area. A business park with warehouses and offices have been created and more are being built. The Warehouse and Westland Milk are examples of companies who have moved major operations to Izone.

“It’s an exciting place. Things are happening out there,” Marshall says. HRS Construction has just finished building a 9000 square metre warehouse for PGG Wrightson which includes a seed coating facility and supporting offices.

The tenant required a very tall building with a joint free highly loaded slab. HRS Construction, along with its design partners, met the requirements of this $6 million build, with use of a post tension floor and 50 tonne pre-cast panels, which required the largest mobile crane in the South Island.

Marshall says PGG Wrightson was pleased with the final result, which gave the HRS team a lot of personal satisfaction. “To build something that meets the client’s dreams, and to make those dreams a reality is very rewarding. It’s the best part of our job.”

The PGG Wrightson building was the third project HRS Construction have built for Izone.

The first one was an 8000 square metre bus manufacturing building for Designline, completed in January 2009, two months early and on budget.

“We see collaboration as vital. In this case, we were part of the team from project inception. The advantages of early engagement has benefits across the board and this is a perfect example.”

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Proud to support HRS Construction in the Izone Business Park Development Mike Buckley Managing Director 49 Phillips Street Christchurch P (64 3) 366 6519 M 027 658 1188 F (64 3) 366 6782 E ravenindustries@clear.net.nz www.ravenindustries.co.nz

www.hrsconstruction.co.nz | Phone 03 338 5194 | PO Box 1055, Christchurch 74 | Canterbury Today | June/July 2010

Property and Construction | HRS Construction

with construction The Designline building led to the PGG Wrightson project as well as another — building the eating hub for Izone. It’s a 50 seater café/restaurant, lunch bar and fresh fish‘n’chip shop under one roof.

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Cafe Izone opened its doors in mid-April and also includes a boardroom available for Izone businesses to hire.

The above three projects also showcase the companies interior fit-out skills. These have been born out of numerous projects for national department stores, banks and professional offices during the last twenty years.

Heritage projects But it’s not just new buildings HRS Constructions are involved with. The company is also passionate about extending the life of Christchurch’s heritage buildings. Andrew Marshall says HRS Construction staff love the thrill of restoring parts of Christchurch’s past.

“Working on heritage buildings provides an excellent opportunity for us to demonstrate the wide range of skills within our company.

The PGG Wrightson building under construction (above) and completed (below)

As a director of HRS Construction since 2006, Marshall says his experiences during this time have taught him many lessons — the most important of which is communication.

“I think I’ve learnt a lot about the importance of communication at all levels. The client being at the top of list — understanding their needs and their business, not just understanding how to build a building but why they need that building.

“This lesson is also crucial with working with staff. Communication is how you make sure issues are worked through together, and all requirements are complied with. That’s the only way we can make sure we exceed expectations.

Cafe Izone which opened in mid-April is one of three projects undertaken

by HRS Construction in the Izone Southern Business Hub at Rolleston

“There are huge opportunities in the Canterbury region. We’re excited to be part of Canterbury going forward, we can see with various developments this is going to be a really exciting place to operate in.”

“This ranges from the heavy civil-type work to strengthen these buildings, to the intricate work of matching new finishing details to those of the past. In keeping with our commitment to sustainability, we always try to re-use as much of the existing materials within the building as possible.”

Some of the historical buildings HRS Construction has worked on are the ANZ Chambers building on High Street, the Southerwaites building on Latimer Square and CPIT’s Te Aranga House.

HRS Construction Ltd 7 Vulcan Place Christchurch 8140 T (03) 338 5194 F (03) 338 8428 E hrsconst@xtra.co.nz www.hrsconstruction.co.nz

Marshall says heritage projects require a high level of health and safety awareness as the structure may not be self-supporting.

“We have the systems and the knowledge to work safely and efficiently on these projects.”

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Canterbury Today | June/July 2010 | 75

Transport and Motoring | Holland’s Suzuki

A business with

The Japanese term ‘kaizen’ refers to a philosophy of continuous improvement. You’d need to look far and wide to find a more applicable ethos when it comes to an iconic Canterbury business.

76 | Canterbury Today | June/July 2010

Canterbury’s Holland’s Suzuki operates under the kaizen principle, endeavouring to constantly strengthen and reinvigorate the very business model that has ensured its success. It’s an apt strategy for a business founded under the umbrella of a brand which has become a global success through innovation and change.

Now one of the world’s most successful automotive brands, Suzuki started life designing weaving looms for Japan’s giant silk industry, filing as many as 120 patents for the complex machines before the move into automobile

manufacture. Today, the brand enjoys a reputation as an innovative leader in the compact car, motorcycle, marine and 4WD markets illustrated by its status as Japan’s second largest manufacturer of compact cars.

Much like the brand itself, Christchurch-based Holland’s Suzuki has reinvented itself repeatedly since its inception in the early 1950s.

It started as a bicycle business, run by managing director Gordon Holland’s parents Mick and Alison, before moving onto motorbikes and finally cars.

Transport and Motoring | Holland’s Suzuki

Holland’s Suzuki in Shakespeare Road, Waltham, is a constant on the Christchurch motoring scene and has now opened a branch in Timaru

From 1986 to today, Holland’s Suzuki has been a top selling Suzuki dealer. “It is thanks to enormous customer support from Canterbury — it’s our customers who have helped us get there,” Gordon Holland says.

Holland has worked in the family business for 46 years, but he remains passionate, rapidly firing out one-liners about what makes the business work. And there is no doubting that Holland’s Suzuki has worked; the numbers say it all.

Despite a drop in 2009 sales, the franchise still sold more Suzuki cars than any other dealer in the country last year. “The market has shrunk about 28 percent,” he says. “What we’ve done is held onto our market share — but in a way we’ve done even better than that —surviving where many have failed.”

The dealerships that survived the past year have been willing to take a punt on something new, while those that clung to time-tested methods of selling tended to sink, he says. “We are in for big changes — the whole market is changing.

You can see top performers go end over kite by not adapting to the new market. You’re only worth what you’re doing next, not what you’ve done,” he adds.

Cost-free servicing For Bell it was the telephone, for Edison it was the lightbulb and for Gordon Holland it was, and is, the cost-free motoring programme. Because, despite the talk of constant change, the biggest key to the success of Holland’s Suzuki was introduced 24 years ago — the offer of a unique, cost-free motoring programme to every person who buys a car.

“The cost-free motoring programme is only possible because of our enormous customer support in Canterbury. This support has allowed us to maintain the largest volume of sales across

— having 46 brains working together is much better than one, he says.

the country over all these years, that’s why this offer is unique to Holland’s.”

Holland introduced the cost-free servicing programme in 1986, involving a warranty, maintenance and service programme, all rolled into one. “We give far more value than others in the market and we have blended our divisions within the business to facilitate the needs of clients and the focus on clients ensures ongoing repeat business.”

While the policy has cost the company millions over the years for no tangible returns, Holland says it has kept people coming through the door. “It’s not quantifiable, which scares the hell out of accountants, but because we’ve been running it for 24 years they put up with it.”

And it’s a lot to put up with. Since the free servicing was introduced, Holland’s Suzuki has given away more than 41,000 tyres, 120,000 oil filters, 14,000 batteries, 31,000 spark plugs, 22,000 light bulbs, 37,000 wiper blades and 500,000 litres of oil.

The business has chosen not to build the service costs into the price of the cars and Holland says the continuing cost of servicing sees profits fluctuate dramatically, but it also means more sales and stronger customer loyalty. “We work on small margins and big turnovers.” But, he adds, the strategy has only ever been possible due to strong customer support. “Our customers are what makes the programme work. Without the high level of customers coming through the door, we couldn’t possibly hope to pull it off.”

and enthusiasm pumping into the company.

“When a firm grows old, you don’t want the ideas to grow old. Everyone is thinking entirely different today than they did 10 years ago, even one year ago.”

Holland’s Suzuki has a big focus on the future.

The way Gordon Holland sees it, if you don’t plan for the future, you won’t be around to see it. He also believes in empowering staff to make their own decisions and have input into the business

Despite the focus on the future, Holland says one thing is unlikely to change. “People don’t want to talk to an answer machine, they want to talk to a real person, hear the warmth in their voice.” Holland’s Suzuki is here for the long haul and customers will continue to get a warm response on the phone when they call.

Feature continues on next page >>

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Team Suzuki The Suzuki franchise employs 46 staff, including 10 in its Timaru yard which opened its doors in 2001. Most of the staff are in their 20s or 30s, and Holland says having younger “Y generation” staff is an important part of keeping fresh ideas

“Our staff are everything to us. Without a stable, long term workforce we wouldn’t be here. Our loyal staff and loyal customer base have made Holland’s Suzuki what it is today.”

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Canterbury Today | June/July 2010 | 77

Transport and Motoring | Holland’s Suzuki

Kizashi – the new boy on the block Suzuki is one of the world’s most successful automotive brands, enjoying a reputation as an innovative leader in compact car, motorcycle, marine and 4WD technology.

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The brand has come to represent quality innovation in the strongest degree of the terms, now offering a range of more than 25 model variants, from New Zealand’s most popular compact car, the Suzuki Swift, to the classleading Grand Vitara 4WD range.

But the latest in vehicle innovation comes with the brand’s latest development, the Kizashi — Suzuki’s first mid-size sedan and the largest ever passenger car from the automobile manufacturer.

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Proud supplier to the Hollands Suzuki Cost free motoring programme

While the Kizashi is the first of its kind for Suzuki, take it for a test drive and you’ll understand why the Japanese automaker has risen to number two in car production in Japan.

Offering a large passenger area, featuring bold and sporty styling inside and out, the Suzuki Kizashi delivers unrivalled value.

Powered by a 2.4 litre, double overhead

camshaft, in-line four cylinder engine and using a continuously variable (CVT) automatic transmission, the Kizashi is well specified for the New Zealand market.

programme, you can be sure something good is about to happen — because only with Holland’s Suzuki can you get the cost free Kizashi experience.

“This is an impressive acquisition for the Suzuki line-up and will broaden the brand’s appeal, while providing a step up for existing Suzuki fans seeking a larger vehicle,” Holland’s Suzuki general manager Gordon Holland says. “We expect the name and the product itself to clearly demonstrate the bold statement Suzuki made with the debut of the Kizashi.”

Kizashi prices start at $35,990 for the GLX Manual, $37,990 for the Ltd Auto and $42,990 for the GLX Auto.

Instant contender Benchmarked against some of the leading cars in the world, the all-new Kizashi becomes an instant car-of-the-year contender in its own right. With the launch of the Kizashi, Suzuki delivers a unique blend of dynamic performance attributes with premium design aesthetics and craftmanship yet to be experienced in this category.

Roughly translated, Kizashi is Japanese for ‘something good is about to happen’ and with Holland’s Suzuki and the cost free motoring

Proud to be a long term supplier of panel repair services to Hollands Suzuki cars and their clients

78 | Canterbury Today | June/July 2010

As one of the biggest car markers today, with a proud history that reaches back more than 100 years, the Suzuki story is far from complete.

From the brand’s beginnings as a small private company in turn-of-the-century Japan, to its celebrated position as one of the world’s leading automotive innovators, entwined with Holland’s Suzuki’s reputation for business excellence and a top Suzuki seller with one of the best service offerings around — Suzuki and Holland’s Suzuki are the winning combination.

Holland’s Suzuki 2-4 Shakespeare Road Waltham Christchurch T (03) 366 5261 www.hollandstimaru.co.nz

114 Hazeldean Road PO Box 9039 Christchurch Ph. 03 3797 952 A/H. 349 2136 Fax. 03 3797 912 e.mail.colin@bandp.co.nz

— Advertising Feature

Transport and Motoring | Driving On

A new world order The global car industry may be returning to profit, but it’s hardly back to business as usual. Tim Grey reports.

Barely 18 months after the recession first hit the doom-mongerers have been forced to eat humble pie.

GM has paid back its bail-out loans early, Ford just announced its fourth quarterly profit in a row — of $2.1 billion — and even Saab is surviving to fight another day.

The landscape however, has irrevocably changed with a new world order of automotive groups banding together to cap prohibitive costs and compete with the waking giants of Chinese and Indian car manufacturing.

It’s hardly a first for an industry which coined the term “badge engineering” but it is happening on a scale where risks of brand dilution are often being put aside for the sake of potential gains.

Take Daimler for instance, owner of one of the most valuable premium car brands in the world.

In April it signed a platform and drivetrain partnership with the Renault-Nissan alliance which will see Mercedes-Benz become a blood relation to these two famous pioneers of value motoring. After signing on the dotted line Daimler’s chairman of the board, Dieter Zetsche, stressed that “individual brand identities will remain unaffected”.

Volkswagen however, seems to have no such qualms — at least not in Asia at any rate. In December the world’s largest car manufacturer by volume bought a 20 percent stake in Suzuki.

The Japanese brand, which built its name

Renault Nissan CEO Carlos Ghosn and Dr Dieter Zetsche, the Daimler AG CEO, formalise the alliance of the two industry heavyweights

building ultra-affordable “Kei Cars”, is also the owner of Maruti Suzuki, the Indian subsidiary which makes the Alto among other models.

According to New Delhi TV the first fruit of this union is likely to be the re-badging of Suzuki cars built by Maruti as VW and Skoda products for the Indian market.

“This will be a good move for Maruti, which will see volumes increasing while also maintaining margins on the models in question,” Maruti Suzuki India managing director Shinzo Nakanishi confirmed to NDTV. This rationalisation of car manufacturing doesn’t just mean badge engineering for the Asian market though.

On April 21, the same day GM repaid its last $4.7 billion bail-out loan, the Fiat Automobile Group (FGA) revealed in startling detail, to its shareholders and the European motoring press, its plans going forward – plans which epitomise the mantra of rationalisation.

According to reports, each platform could be the basis for at least seven models, with each underpinning up to one million units each year.

By 2014, Fiat expects to double its revenue by ramping up production to 2.2million units from its current 1.6m, while overall FGA – which includes Ferrari, Maserati, Lancia and Alfa Romeo, as well as every arm of Chrysler — will increase production to six million.

A similar process is further along the track at Ford, which despite off-loading Jaguar, Land Rover and more recently Volvo, is facing a potential badging issue — but of an entirely different nature.

However, half of this product will be based on just three platforms — known as Mini, Small and Compact — with Lancia and Chrysler in particular being positioned as “sister” brands.

That’s compared to only two models to a platform by today’s standards.

The FG-series Ford Falcon, by any measure, has been a huge success in Australia and New Zealand, but many pundits across the ditch are now asking whether it can survive the “One Ford Mission” put in place by the company’s CEO Alan Mulally.

The plan, like Fiat’s, is to make as many distinct models from as few platforms as possible.

By 2013, Ford plans the Focus platform, for example, to be one of just 13 Ford platforms around the world and one responsible for no less than five variants from hatch to SUV. Mulally told Fairfax Media at the Detroit Motor Show in January that Ford also planned to have only one large car platform for all its global markets.

“The best thing for Ford is to bring our scale and volume (to the market),” he said. “(Carmakers) who make one vehicle, a different vehicle for one country, I think those days are gone, because you can’t compete with the global companies, and Ford’s going to be a powerhouse globally.”

With its recent 10-year $1.8 billion investment in Australian manufacturing, Ford is not walking away from the local large car market.

It’s also not likely to dump a badge like Falcon which has deep heritage with its brand and a huge, cultish following in its home market.

The latest Ford Focus MkIII — will it survive Ford’s plan to make as many distinct models from as few platforms as possible?

However, if Ford chooses a European or American front-wheel-drive platform as the basis for its global large car, the next Falcon might just struggle to live up to its billing.

Canterbury Today | June/July 2010 | 79

Solutions | Hurrell Holdings

Marks of

distinction When participating in a competitive marketplace, drawing consumers eyes away from the opposition can be all about aesthetics. Dressing your business for success means having a strong visual identity; one which conveys professionalism and represents efficiency.

Hurrell Holdings is a company committed to helping not only New Zealand businesses project their image and vision, but also schools, sports teams and anyone who wants to stand apart from the rest.

Defined by its key professional ambition, which is to provide a one-stop garment supply and branding facility, Hurrell Holdings’ services extend to onsite embroidery, screen printing, trophies and engraving.

It feels good to be back in Canterbury with Hurrell Apparel Beefy-T

New competitive pricing Contact Hurrell Apparel Tel 366 0760 www.greatsouthern.co.nz to view the range

Professional foresight After David Hurrell had acquired 20 years experience in the embroidery industry, he wanted the opportunity to channel the knowledge and knowhow he gained from this commitment into his own business development. So, in 1994, equipped with his tools of trade and the professional currency he had acquired — his knowledge, reputation and customer relationships — Hurrell invested these resources into his own business brainchild and built a company based on the principles of smart business practise. Today, the result of this investment is located at 54 Brisbane Street in Christchurch.

“Because of my previous experience, I had a strong understanding going forward into this business. I had the foresight on where to go and I knew what to do because of the

knowledge I had gained from 20 years in the industry,” Hurrell says.

Recognising the importance of preserving the professional relationships he had established and maintaining familiarity within the industry, Hurrell gave the business his surname.

“I wanted to maintain the professional reputation I had established by using my last name for this business. I knew that way my customers would know where to find me.”

Hurrell says beyond the accessible location, good service and quality affiliated with Hurrell Holdings, the efficient team gives the operation its competitive edge. Having created an effective in-house process to maintain comprehensive quality control, optimum turnaround time and highly competitive pricing, Hurrell Holdings continues to evolve with changing consumer wants and needs.

Hurrell Apparel, Avon Screen Printers, Totally Stitched Embroidery and Olivers Engraving and Trophies are the four constituent members of Hurrell Holdings Limited and these divisions work as an integrated network to deliver a comprehensive service for clients.

Business acumen Utilising the latest technological equipment, Hurrell Holdings can manage multiple projects simultaneously and deliver quality results within a sharp timeframe. And while the introduction of new machinery has certainly enhanced productivity, Hurrell acknowledges his staff as being essential elements to the operation’s efficiency.

Hurrell himself also maintains a hands-on role in the business, working interactively with staff to achieve and maintain the high standard of work the company prides itself on. “It’s true you have to have good products and good machinery, but it is also very important to have good staff,” he says.

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80 | Canterbury Today | June/July 2010

Solutions | Hurrell Holdings

services “Because of the diversity of what we do, my staff have very interesting jobs to complete and they are not just reproducing the same things every day.

“For our staff to see the product they have made on television on a sports team, or on a national show like What Now, it is something they are very proud of. In fact, one staff member’s reputable specialist skill in working with merino has actually attracted new business for us.”

As a ‘one-stop shop,’ Hurrell Holdings is committed to offering flexibility, versatility and practicality within the ranges available for viewing at the Christchurch based showroom.

“When clients come in asking for a specific product, we ask them what business they are in, as what we try and do is provide them with a garment that is relevant to their industry,” Hurrell says as an illustration of the company’s practical approach to its service.

“For example, when we are dealing with electricians and their companies who are looking to purchase uniforms including overalls and work shirts; we would provide them with an overall featuring a non-conductive plastic zip, not metal, and a shirt option without polyester in the fabric as this can be a safety risk when performing electrical work,” he explains.

To help the company keep professional pace with changing consumer trends, its website is constantly updated and as a result, business activity has significantly increased.

Hurrell Holdings has also formed a seamless online integration with one of its suppliers’ newest developments, Biz Custom Express.

And while the location of some businesses constrains their participation in the national market, Hurrell Holdings’ online order system means business relationships can be formed easily with North Island neighbours.

“This is a key to our business, because it means we can handle national corporate accounts,” Hurrell says.

Flexibility is another attribute of the online system as it allows customers to have an active involvement with the design of their apparel.

This design flexibility means clients can exercise their creativity and explore their options.

Hurrell Apparel

Avon Screen Printers

Hurrell Apparel offers Biz Collection, Biz Corporates, Calica Sport, Cotton Force, Legend and Headwear, Lichfield, Essentials and Johnny Bobbin. From stock-service corporate suiting, business shirts, polo shirts and jackets, to safety wear, caps and T-shirts as well as sublimated rugby jerseys, netball dresses, hockey tops and shorts. These are part of the Hurrell Sportswear brand, custom designed and locally manufactured in New Zealand.

Servicing small to large companies, Avon Screen Printers offers competitive pricing for one through four colour process printing from one to thousands of units.

Offering direct printing and transprinting depending on the product being screened, Avon Screen Printers can advise clients about the best type of printing available for their purpose. From textile garments through to bags, umbrellas and compendiums, the longevity and quality of a screenprint from Avon Screen Printers means it will stand the test of time.

Totally Stitched Embroidery With more than 50 years knowledge and experience, Totally Stitched Embroidery caters for manufacturers, large and small companies, sporting teams and individuals. Embroidery needs can be met utilising garments supplied by Hurrell Apparel or the client. In order to ensure the customer is 100 percent satisfied with the end product, Totally Stitched will provide an embroidery sample for approval, prior to proceeding with the monogramming of garments.

Olivers Engraving Trophies As a respected name in the business for many years, Olivers Engraving and Trophies offers a competitive professional service. Combining engraving with a comprehensive range of silver cups, trays, goblets, medals, shields and plaques for clubs, schools, corporates and individuals, this business has been a respected name in the industry for many years.

“A school for instance can go into the order system and design their uniform shorts or shirt and then send through their request. We can then reply to them within the same day with a quote and in six weeks, have their delivery out of China,” Hurrell explains.

For the future, Hurrell Holdings will remain focused on providing a consistent service and introducing new market products into the manufacturing mix. Needless to say, like its products, the Hurrell Holdings businesses will continue to stand the test of time.

Hurrell Holdings Limited 54 Brisbane Street Sydenham Christchurch 8023 PO Box 22211 T (03) 366 0760 F (03) 366 5435 E accounts@hurrells.co.nz www.hurrells.co.nz — Advertising Feature

Sewing Supplies Ltd as NZ Agents & Distributors of

embroidery threads congratulate HURRELL HOLDINGS LTD on becoming a one stop shop for embroidery, screen printing, apparel and engraving.

Ph. 03 366 7536 | Fax. 03 379 5395 www.abbottgroup.co.nz

Ph: 09 579 0401 Fax: 09 579 0408 Canterbury Today | June/July 2010 | 81

Business Development | TwinNeedle Outdoor Equipment

Threading their own path We all love a good story, especially tales of triumph in the face of adversity. This is probably because life has a way of ensuring nobody gets a smooth ride; if success was easy we’d all be on the bandwagon. So the stories of those who do triumph over the challenges presented to them usually makes good reading.

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We also specialise in • Wedding Gowns • Evening Wear • Duvets, Bedding • Sleeping Bags, Down Jackets • Drapes Master Valet provides a high quality result and high customer satisfaction.

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TwinNeedle Outdoor Equipment is a classic illustration of triumph in the face of adversity.

Its survival a feat that could not, and was not, taken for granted, and its victory a testimony to human effort. Because at the very heart of the TwinNeedle story are three people who lost their jobs.

When new owners purchased outdoor equipment company Macpac in 2008, it meant job losses for some of the 50 Macpac staff.

Trina McLeod was the senior technician and trainer, Steve Haase ran the repair team and Matt Hobbs handled technical product support enquiries, among other things.

With some 30 years experience in the outdoor industry and more than 20 years experience in the repair, manufacture and customisation of outdoor equipment, the loss was potentially a big one for the New Zealand industry.

Recognising their combined talent, the three joined forces to become TwinNeedle Outdoor Equipment Repairs in 2008 to service the country with outdoor gear repairs. “Most repairs cost a small fraction of what a new piece of clothing or equipment does, so there really is no point buying new when your old gear only needs a small repair,” Hobbs says.

“Keeping your outdoor gear functioning even for one more trip keeps it out of the landfill,” he adds.

Hours Monday – Friday 7.30am – 5.30pm Saturday 9.30am – 12.30pm Closed public holidays and long weekends.

As a strategy it has been a success, with the company moving to new premises later this year to accommodate growth. “It’s just been a massive boom over the past two years,” Hobbs says.

“We’ve kept growing and growing. We have just been appointed the official warranty repair agents for GoreTex products — that’s huge.”

Two years on, TwinNeedle doesn’t look set to slow down any time soon. The past six months have seen the company develop its own line of backpacks soon to hit the New Zealand market. “With years of experience selling new

Bringing ‘simple’ and ‘robust’ back to your outdoor world.

products and repairing old products, we know what works and what doesn’t.

“We’ve spent the past six months out in the field testing these backpacks — we expect them to be the strongest New Zealand made backpack on the market.”

It’s a simple and robust design, Hobbs says, but the beauty of the pack will be its customdesigned nature. “Customers will take the basic design and add as many additional features as they want; a side pocket here, a roll top there — the choices will be endless.”

What’s more, the innovative group are utilising all the technology at their disposal to design what’s possibly the world’s first backpack designing website. Customers will be able to log on to the website and — taking the standard base pack — choose colours and accessories to design the pack which will suit their needs.

“It’s been an amazing journey,” Hobbs says.

“We could have taken the easy road and got another job, but how boring would that have been,” he laughs.

Luckily for the outdoor industry in New Zealand, it was the latter choice the three chose and it is to the betterment of the industry as a whole. “There are very few scenarios where we have to say no. We have the ability to fix almost anything.

“With 60 years of experience in manufacturing, designing, marketing and sales in the outdoor industry, we are keeping New Zealanders in their much loved gear, sustainably.”

TwinNeedle Outdoor Equipment 161 Ferry Road Christchurch T (03) 943 4444 E info@twinneedle.co.nz www.twinneedle.co.nz — Advertising Feature

The masters of Outdoor Equipment Repair and Customisation present the new, fully configurable TwinNeedle ‘‘Bombproof’’ Sack.

You design your custom sack from our range of options, and we build it…

Simple as that.

03 943 4444 | 161 Ferry Road, Christchurch 8011 | info@twinneedle.co.nz | www.twinneedle.co.nz 82 | Canterbury Today | June/July 2010

Business Development | Christchurch City Council

a

dripping tap

may waste

2000 litres

of water a

month…

Worthy return

for little effort Getting minimal investment to equal big cost savings… could it really be that simple? If you’re working for a business and want to save money, there is an easy and supportive way to make small changes and get big returns.

The team can help you carry out a waste, energy or water audit, which gives you a greater understanding of your wastage and overuse in these areas.

Christchurch City Council’s Target Sustainability Services provides free support to help Christchurch businesses become sustainable through reducing waste and being energy and water efficient.

Each year, local businesses use vast amounts of water on essentials like production, catering and bathrooms. The chances that you are using more water than you need to are high. You could reduce this amount with minimal investment.

This would not only achieve cost savings, but also reduce your water consumption.

The type of support depends on your business and ranges from step-by-step self-help guides at www.targetsustainability.co.nz/ Download/, a hotline question service at www.targetsustainability.co.nz/Contact/ through to tailored consultancy services.

Find out more information at www.targetsustainability.co.nz.

Every month Christchurch generates enough rubbish to fill a rugby field to a depth of four metres — that’s one metre above the crossbar!

A mere two percent reduction in energy used would result in a saving of $32 million every year to the Christchurch community.

One dripping tap can waste 2000 litres of water per month. Over one year this is equivalent to 28,000 glasses of water. Target Sustainability is a free service that can help you create a competitive advantage, make your business a leader in sustainable business practice and take pride in working for an environmentally conscious business.

By measuring the types and quantity of waste generated and the energy and water used in your business, you will be able to highlight areas where often big savings can be made. It’s as simple as that.

To see how well this has worked for Christchurch businesses, have a look at some of the simple and clever ways proactive and forward thinking businesses have made small changes with big results. Find out how a range of house builders, demolition and construction companies and AMI Stadium have all achieved great results at www.targetsustainability.co.nz — get started today.

Christchurch City Council Civic Offices 163-173 Tuam Street Christchurch T (03) 941 8999 E info@ccc.govt.nz www.cecc.govt.nz — Advertising Feature

MONEY DOES GROW ON TREES Cut down on resource wastage in your business, improve your bottom line and the environment.

You may be eligible for up to 20 hours free resource efficiency consultancy. Join the many other Christchurch businesses already using the Target Sustainability services.

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Canterbury Today | June/July 2010 | 83

Goods and Services | Canterbury Christian Funeral Services

Stephen Roberts and Mark Johnson installing handles on a casket.

The Dowagers! Aka the restored Daimler Hearses

Simon Lyford, operations manager

Remembering the Kendal vehicle services • Tyre Sales & Services • Battery Sales & Service • Full Mechanical Repairs • Cambelt & Clutch Repairs • Courtesy Cars • Warranty Repairs & Servicing • MTA Assurance • WOF Inspections • Lubrication Service • Mufflers & Exhaust Repairs • Local Pickup & Delivery • Pre-purchase & Holiday Inspections • Comfortable Waiting Area • Parts & Workmanship Guarantee

20 Sheffield Cres, Russley, Christchurch Ph 03 358 5381 www.kvs.co.nz

While death is not usually associated with choice, everything that happens after is. Choices for families and the loved ones of the recently departed forms the foundation of Canterbury Christian Funeral Services, the McKinnon family’s business. By viewing its role as an event manager, the company endeavours to deliver a specialised occasion, celebrating the individual and distinctive person who has passed, and the family which is coming to terms with its loss.

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“And that’s what funerals are really about — those left behind,” managing director Roddy McKinnon says. “Funerals are all about supporting the living and meeting their needs to help with the grieving process. We do everything we can to help them to focus on their time together as a family and not on the wider funeral logistics.”

While the company has the word Christian in its name, McKinnon explains that his team thinks of this more in terms of upholding the Christian values of honesty, transparency and empathy in all they do, rather than focusing on the religious connotations.

Two years ago Roddy and wife Jane, along with Eion and Lois McKinnon, bought the business and since then have been working hard to make the realm of death more open and accessible.

“We have taken what is often perceived as a ‘closed door industry’ where people only ever see the front office and invite them to see what happens beyond the reception. There is very little that we will not allow the family to be a part of, if they wish.

Encouraging accessibility “We want to encourage people to talk about bereavement and make it as accessible as possible in the wider community. Birth is widely celebrated and expectant parents want to learn as much as they can about the process in advance; yet as a nation, we rarely discuss or plan for a loved one passing until it is too late.”

Death is the flip side of the coin and is as significant as birth. Therefore the McKinnons encourage people to openly discus their wishes with their family well before they need the services of a funeral provider.

“Get the conversation going now, commit your wishes to paper and lodge it with your solicitors along with a will if appropriate.”

McKinnon, a businessman in his early 30s, believes the current generations like to be in control of their own destiny, and in death

why should it be any different. He is pleased to acknowledge the move toward funerals based entirely around the wishes of the family and the deceased, rather than the traditional model where a funeral director would roll out a package then try and get the process to conform to a standard model.

“I don’t believe in cookie cutter packages. There are so many unique, special and celebratory aspects which can be entwined into a service — we are here to provide these options, so families can make choices.”

He uses the example of a recent burial of a young man where hundreds of balloons were floated into the sky and white doves were released at the graveside.

“You tell us what you want and if it’s within legal and moral boundaries we will do our very best to make it happen.

“We have had co-ordinated funerals on the shores of the southern lakes, flown helicopters into remote country cemeteries and even scattered ashes at the end of the runway at Christchurch International Airport.

“We are a service industry, but always we are called upon at a point of tragic loss for the family. People need someone to take care of things but given a choice they would rather not be dealing with us. We are here to do the most appropriate thing for them as best we can, based on the information they provide us with.”

All these things take co-ordination and this is where the funeral director smoothes the way and deals with each and every detail of delivering exactly what the client wants and needs.

Education The education process is an important element at Canterbury Christian Funeral Services and recent regular slots, including a question and answer session, on local television station CTV have proved to be one of the channels most popular segments ever.

At Canterbury Christian Funeral Services we honour life.

We have the privilege of serving Canterbury families through very difficult and emotional times.

We are available 7 days a week, 24 hours a day. Call us today on 03 358 8807 | www.canterburychristianfunerals.co.nz 84 | Canterbury Today | June/July 2010

Goods and Services | Canterbury Christian Funeral Services

Julie Johns, detailing one of the Canterbury Christian Funeral Services fleet

Kathy Hansen, on reception

Grant Silvester, working on a street rod hearse to add to the fleet of specialist vehicles

way you want to agencies and authorities to help put right what went horribly wrong.

The newly updated website also provides huge amounts of information on all things related to death.

“Funeral directors often get a hard time in the media, rarely featuring unless it is a generalised complaint about rising funeral costs, but the role we play in society goes far beyond the community funerals you see. We are part of a national response plan, here to take a very important role in society — a role people would rather not think too much about.”

Canterbury Christian Funeral Services has the New Zealand Police contract to transport bodies from the scene of any sudden death within Canterbury (north of the Rakaia River). Often these can be traumatic or tragic occurrences, but as the deceased are in general terms not transported by ambulance, in Canterbury, the responsibility falls upon McKinnon’s team.

“This sort of behind the scenes role is a vital component of the dignified care we as a nation demand for those we have loved and lost.”

Funeral directors are also part of national response teams in disaster scenarios. Floods, tsunamis, earthquakes — when tragedy strikes and people die, a team of professionals is needed to deal with this.

Funeral teams from throughout New Zealand have been involved in many large scale disasters in the Pacific region, assisting other

“We provide large amounts of on-going training for all our team. Often they are exposed to difficult scenarios where someone has to go in and clean up after a tragedy. At the end of the day we are a profession society needs in order to function as well as it does.”

McKinnon talks of the extensive infrastructure his business must maintain to ensure the team can respond immediately, 24 hours a day, 365 days per year. The industry is often accused of making excessive profits from death, but when you make a commitment to providing a top flight service, McKinnon says there is a massive commitment to infrastructure, systems, staffing; all incurring on-going expenses.

“Unfortunately from a business perspective, bereavement does not tend to fit a nine to five schedule so we have to have the capacity to deal with events as they unfold.”

This is also where the transparency comes in.

“When we are called in to meet a family after a death, we listen to what they want and then provide a detailed estimate.”

He believes anyone receiving a shock after receiving an account for a funeral does so because the communication at the planning stage was insufficient. “Again it is all about

choice — we make everything very clear at the beginning and then work with people to ensure they get what they want but at a cost that meets their budget and is set upfront so there are no surprises or hidden costs.”

He adds that while his team are not counsellors or grief/bereavement specialists, they will be as comforting and as supportive as possible while maintaining professional objectivity. “Part of this process is to align a funeral director to the family based on empathy, shared interests and even cultural similarities. While making this appropriate match is highly important, more importantly we are here to take care of the logistical aspects of loss, allowing the family the ability, time and space to grieve.”

Where appropriate, matching the hearse to the personality of the deceased is also important.

“We have an extensive fleet of specialist vehicles from family arrangement cars to transfer vehicles to custom built hearses. We are currently completing the restoration of a 1970s street rod hearse; we have two Cadillacs and also two classic English Daimlers.”

McKinnon adds the fleet is one of the most diverse in New Zealand and hopes to be able to unveil more restoration projects in the next 12 months.

of the Funeral Directors Association of New Zealand, a body dedicated to developing and improving funeral services.

On the national scene, he also adds that FDANZ funeral companies lead the way internationally on standards of care, embalming and burial/ cremation. The fact that the standards in New Zealand are so high reflects the importance we, as a nation, place on the significance of death and its attendant processes.

As for the company, the McKinnon family strives to continually find the best, most unique and professional ways to stay ahead in an industry that often flies under the radar.

“We are not your average funeral directors, in an industry constrained by tradition we are striving for innovations that allow us to serve families better.”

Canterbury Christian Funeral Services 24 Sheffield Crescent Christchurch T (03) 358 8807 E reception@ccfs.co.nz www.canterburychristianfunerals.co.nz

Canterbury Christian Funeral Services is proud to have Eion McKinnon serving as vice president — Advertising Feature

Cremation Society of Canterbury Trusted by generations of Cantabrians for Cremation Services Guardians of your loved ones Memorials in Perpetuity incorporating Canterbury Crematorium & Woodlawn Memorial Gardens

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Flaxton Park: 135 Youngs Rd, RD1, Kaiapoi | Ph 03 327 7249 Email: admin@gulliver-tyler.co.nz

Pre-arrangement of memorials available | admin@cremsoc.co.nz | www.cremsoc.co.nz

Canterbury Today | June/July 2010 | 85

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86 | Canterbury Today | June/July 2010

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Ironclad Safety

Empowering safety culture inside your business And what about safety systems and training - can you also provide those?

Of course; simple, straight forward and geared to achieve up to 20 percent discount on ACC Levies on an annual basis!

Safety that’s Ironclad Nobody in this country should be killed or maimed at work! The physical, emotional and economic cost of workplace injuries to individuals, their families, friends, workplaces and the economy as a whole is tragic. But what makes each and every injury more disastrous than it already is, that many of them might have been easily avoided.

This is where Ironclad Safety can help. Ironclad specialise in working in partnership with executive management and with all staff, right down to the coal face, to provide positive and enduring outcomes to those vexing questions. Their objective is simple – to empower management and staff to create a positive culture of health and safety. Ironclad’s Director Peter Newsome explains how and why his company can help you.

Why would an employer want to pay for your services?

Ironclad will reduce workplace injuries, and increase profitability in any industry.

How? By: • Adding value • Empowering operational performance • Defining and empowering safe behaviours • Empowering managers to deliver a real safety culture.

So what?

So nobody in this country should be killed or maimed at work! Injuries slice profit off the bottom line. Ironclad adds value, empowers operational performance and unlocks productivity. That transfers directly to the profitability and in these times the sustainability of any business or organisation.

That’s fairly bold given that most employers have health and safety systems or safety management already. What makes Ironclad any different?

Ironclad’s Director Peter Newsome has a proven track record of reducing the frequency and severity of workplace injuries by up to 35 percent within six months! That’s fairly dramatic!

What type of workplaces were involved?

Big, small or medium - from corporate to one man and a collie! Commercial and civil construction, log saw milling, engineering, plastering, roofing, flooring, deep sea fishing, landscape gardening, plasma cutting and sheet metal engineering, agricultural implement manufacturing and repair, retail, road transport, marine engineering, residential health care and so on.

So what difference does Ironclad make to all this?

By: • Adding value.

• Empowering operational performance.

• Defining and empowering safe behaviours.

• Empowering managers to deliver a real safety culture.

Ironclad safety director Peter Newsome, no nonsense approach.

Hey mate, you look cut up. Was that machine guarded?

And how are such significant results obtained?

Peter takes a personal and no nonsense approach.

He works out why people are being injured, what it is that’s hurting them where, how and when.

How? By working in partnerships. It’s about speaking to the people in the workplace, understanding their work and tasks and their thoughts on safety. It’s about doing the same with managers and line supervisors and then looking at the workplace physically as an environment.

About getting a flavour for the culture.

It’s also important to check out the existing safety systems and how they are being used. Are they effective? Are they relevant? Are they understood?

You used the word culture there - what’s that about?

It’s not about paintings and sculpture, or drama and opera. Culture is the single most important factor in any workplace. It boils down to a simple statement. It’s the way we do things here.

How so?

Well, if a supervisor walks past an employee using an angle grinder without safety glasses and ignores it, then that’s as good as saying it’s accepted.

And it’s the same for a co-worker. Two guys working two levels up on a roof. One is harnessed up properly, the other isn’t. In a real safety culture the conversation would run something like this.

“Hey mate, you need to be harnessed up, let me help!”

In a poor culture that never happens and the guy falls, suffers a brain injury and spends the rest of his days watching TV and having his nappies changed, not understanding any of it!

The key difference we make is by understanding behaviour and systems, because behaviour never occurs in a vacuum, there is always a reason for it.

We achieve this by defining safe behaviours and linking people into safety systems that work for them - all written in plain, simple terms. By delivering training aimed at the needs of the target audience and supporting that with simple resources that reach everyone. Also by giving managers the skills to take leadership and ownership of safety.

In short, by supplying the foundations and tools for a real safety culture.

Ironclad will mentor and coach safety in partnership with its clients, a partnership with Ironclad is not an open and shut relationship. Its enduring and continually improving for the benefit of the business.

Peter’s Experience Peter has • Designed and implemented award winning injury prevention strategies for the construction industry.

• Project managed and developed a national level ACC injury prevention program.

• Provided legal compliance and safety advice on the handling distribution and storage of explosives to the Warehouse Ltd. • Reduced injury rates in engineering and construction companies by up to 35%.

• Delivered health and safety training to various industry groups.

• Delivered key note session at Health and Safety.

• Master Class conference on safety investigations.

• Designed leadership and behavioural safety model for the South Island’s largest health care provider.

• Successfully investigated serious crime and serial criminal offending.

• Awarded commendation for investigative and analytical excellence while investigating a homicide.

• Supplied operational intelligence support and analysis to high level investigations.

That happens?

Unfortunately it does and far too often. Check the ACC stats – lives are being ruined!

It’s that real then, isn’t it?

Yes, it is that real. Add the cost of injuries, rehabilitation, prosecution, recruitment, hiring and training temps, or working short-handed, and it comes into focus sharply.

Injuries at work weaken our economy, weaken a business and drag its profits down!

Wrestling with Safety?

Ironclad Safety helps you beat the beast!

Safety isn’t about not wrestling with the beast.

It’s about being able to do it safely and come back tomorrow and do it again.

Systems + Behaviours = Culture = Safety = Productivity