Canterbury Today Issue 101

Issue 101 | May/June 2010

t o h f g il fancy F How George Currie got Aoraki Balloon Safaris flying high

INSIDE Incubating Innovation How to turn good ideas into practical business solutions

Agribusiness Investigating ECan

A World of Choice Offshore markets where you can make money

Emotional Intelligence Psycho-babble or a vital workplace ingredient?

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

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salvationarmy.org.nz Canterbury Today | May/June 2010 | 3

Issue 101 | May/June 2010

ight of fancy l F How George Currie got Aoraki Balloon Safaris flying high

INSIDE Incubating Innovation How to turn good ideas into practical business solutions

State of default The rising rate of loan payment failure

Emotional intelligence Psycho-babble or a vital workplace ingredient?

win

ic Fantast prizes

4

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

Canterbury Today

Issue 101

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

Head office Academy House 818 Colombo Street PO Box 1879 Christchurch

11

managing director Gary Collins

Emotional Intelligence

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

Psycho-babble or a vital workplace ingredient?

12

14

A world of choice

Cover Story

Offshore markets where you can make money

How George Currie got Aoraki Balloon Safaris off the ground and flying high is a piece of impressive piloting

admin manager

37

newsroom Jonathon Taylor Sandy Galland Melinda Collins Kate Pierson Marie Sherry

editor

Innovation

Business Features

6 Pipe dreams nGen’s sustainable energy system

28 So, what’s the problem? despite all the talk about inventiveness, New Zealand’s innovation rate has been stagnant for a decade

37 Solutions Ocean Outfall Pipeline project

7 Cutting your losses when too much tenacity hurts you?

8 The bottom line increasing the minimum wage is a multi-million dollar equation

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

9 The art of delegation running a business isn’t one job, it’s 12 jobs 18 Events diary where to arm yourself with information

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.

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4 | Canterbury Today | May/June 2010

Why the Government investigated ECan, how food hubs can aid the industry and companies making their mark

News

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

manager

The importance of original thinking and how to turn good ideas into practical business solutions

Agribusiness

Progress on the Ocean Outfall Pipeline project has seen a collaborative effort overcome significant obstacles

7 Database mining utilising the goldmine sitting under your nose

assistants

Incubating Innovation

43

On the pipeline

sales & advertising Robert Cochrane sales executives Tommy Leslie Grant Williams Jane Watson Jared Cox Steve Dando Doug Walker Graeme Tall James Brito Colin Morais Janet Campbell John Somerville Craig Mills

28

24 Lifestyles taking style to new levels 25 Products 4U techno treats 43 Investigating ECan why the Government intervened 93 Motoring finding out what makes the Santa Fe stand out from the crowd

Winning ways…  Be in to win a copy of Make Your Database

Your Goldmine with details on PAGES 7 and 14

29 Leaps of faith when making first moves, how you manage the risk is essential 30 An economic engine room innovation as a driver of growth 31 Broadening your horizons looking for inspiration offshore

43 Agribusiness Paul Smith Earthmoving, Cochranes of Canterbury, NZ Lavender, Beattie Insulation and Scitox 54 Focus Pike River Coal, Fin Sheetmetals, Central Heating, Skellerup Industries, Dual Design, Subsurface Drilling and Quartz Reef wines

32 Bright ideas just because it’s a novel idea, doesn’t mean it’s a good one

68 Property and Construction Clearview School project, the new Civic Building, Lincoln’s Community Centre, Spanbuild Holdings, Concretec Limited and Provincial Contracting

33 Getting your baby incubated turning concepts into creations

81 Business Development BatteryMasta and Hally Labels

Viewpoints 18 Management • if it’s not broken – fix it anyway!

• cost effective IT security • learning from Richard Branson

l^c

84 Initiatives Shantytown, Clarkson Electrical and Hawkins Refrigeration and Air Conditioning 88 Manufacturing Advanced Fuel Tanks, Arkay Benchtops and Carton Pack 92 Transport & Motoring Auto Restorations

And the winners are…

Canterbury Today congratulates Di Harwood from Hoon Hay on winning a set of swanky earrings from the Jewel Company.

* CONDITIONS OF ENTRY: One entry only per person and must be sent on the official entry form or as otherwise stated. Entry is free and open to all residents of New Zealand. All entrants must be over the age of 18, proof of identity and date of birth may be requested. Employees and their immediate families of Academy Publishing, the promoter and agencies associated with any promotion in this publication are ineligible to enter. Winner(s) will be notified by e-mail/phone. The judges’ decision is final, no correspondence will be entered into. No responsibility is accepted for late, lost or misdirected mail. Prizes are not transferable or redeemable for cash. Academy Publishing, the promoter and agencies associated with any promotion in this publication shall not be liable for any loss or damage whatsoever suffered (including but not limited to direct or consequential loss) or personal injury suffered or sustained, during the course of prize winning travel or in connection with any other prizes won. Academy Publishing, the promoter and agencies associated with any promotion in this publication accept no responsibility for health, luggage, insurances, travel, personal expenses and transfers other than specified. Entries remain the property of Academy Publishing, the promoter and agencies associated with any promotion in this publication and cannot be returned. Academy Publishing, the promoter and agencies associated with any promotion in this publication reserves the right to photograph and publish winners. Entries may be used for further marketing purposes by Academy Publishing, the promoter and agencies associated with any promotion in this publication but are not made available to any third party.

Been | Seen

Nu Skin black tie launch Nu Skin held a black tie cocktail function at the Netball Conference Centre to launch the new range of AgeLoc into New Zealand.

Everyone enjoyed the informative, easy manner of the presentation and especially the finishing touch of champagne and nibbles.

Great to see so many women there networking with each other.

What a great evening!

Nicholas Stick, Amanda Ward (Interior deZine. com), Graham Parratt (Nu Skin Enterprises)

Gabriella Swan, Jane Parratt, Louise Booth

Julie Madden (The Knowledge Gym), Adrienne Weston (Bean Bags & Beyond), Gail Cross (Bloom Endermologie)

Lyn Corson (Abundant Holdings Ltd), Denise and Don Alexander (Heartland Administration)

Jeff Ghaemaghamy (Nu Skin founder)

Carla Thompson (Carla Thompson Real Estate), Faye Parfitt (Faye Parfitt Real Estate), Pam Geard (Nu Skin)

Kate Nuttall (Pacific Blue), Gail Cross (Bloom Lyn Hogben (USparkle Therapy Centre), Endermologie), Jackie Chant (Parelli Professional) Lorraine Thompson (The Key)

Tracy Murcott (Floor Pride), Lyndi Philpott, Kerry Dawson

The Playboy Party The Playboy Party was held at Gary Boote’s Playboy Mansion in true Hugh Hefner style.

It was a glamorous evening with lots of people dancing the night away till the early hours of the morning

Lyn Waldergrave

Jeremy Richards, Noy Anderson, Sandi Mewes, William Scott

Sara Teasdale, Jan-Marie Jenkins, Gil Jenkins

Jade and Jane

Johny, Chris, Mark and Sandra

Pam Hunter, Antony Gough, Tarnz Biont

Teigan Reid, Matt Lovrich-Fitzspatrick

Bunnies and Mike McKenzie

Jimmy Boyd, Carolyne Murphy

Gary Collins, Tim Slater, Richie Gecko

Angela and John

Media Clearing House 1st birthday bash The Media Clearing House celebrated its 1st birthday at Vespa Bar with friends and associates, along with a few bevies, wines and pizzas!

Lynne Puddy-Greenwood, Tony Clarke, Annabell Judd, Angela Richards

Geoff and Tania Barnett

Di Grundy, Tony Clarke

Images taken and provided courtesy of Lynne Puddy-Greenwood, who can be contacted at lynne@onairads.co.nz Canterbury Today | May/June 2010 | 5

News

Pipe dreams

By Melinda Collins

Fossil fuels are the great enabler of the industrial age, delivering a lifestyle we’d rather not become unaccustomed to. But the hydrocarbon energy that has fueled 150 years of industrialisation now appears to be nearing its use-by date.

The answer? In the long term, that’s anyone’s guess, but in the interim it seems as if all eyes have turned towards renewable energy; the utilisation of natural elements such as the sun, wind, water, biomass and geothermal energy on the grounds they’re more environmentally friendly than burning fossil fuels and that they’re self sustaining.

Renewable generation accounted for 73 percent of electricity generation in New Zealand in 2009, the highest level since 2004, according to Energy Quarterly, a Ministry of Economic Development publication.

LooKing For staFF?

The previous Labour Government pledged in the 2007 New Zealand Energy Strategy Unlimited Access

to make New Zealand’s electricity 90 percent renewable by 2025. The current National Government may seem less enthusiastic, but maintains the goal, with the energy strategy yet to be reviewed.

it says “will see businesses and individuals reach 100 percent solar sustainability at costs lower than current electricity prices, without government subsidies, carbon taxes or tradeable carbon credits”.

If you’re thinking “90 percent renewable by 2025” sounds too good to be true, you’re not alone.

The system is much like that of a compressed air engine; generating electricity using compressed air as the operating medium.

The Institute of Professional Engineers (IPENZ) says it is nothing but a pipedream.

“IPENZ considers the 90 percent renewables target is not and never was a practical target,” the institute’s report into electricity generation states.

The report says New Zealand’s isolation, strong reliance on climate related generation sources and limited storage makes its electricity supply one of the most vulnerable in the developed world.

“As a result of this, New Zealand may need more sophistocated solutions than other countries to ensure security of supply,” it concludes.

A Christchurch company says it has this “more sophisticated solution” sorted, via a technology system it believes can solve the world’s climate change problems.

IndraNet Technologies is seeking investors to commercialise its nGen Systems which Money back Guarantee

Efficiency key The key, IndraNet chaiman Russell Fitts says, is energy efficiency. Where the heat generated by a common motor is allowed to dissipate, nGen Systems picks the heat up and re-uses it. Furthermore, the systems have the ability to run on a variety of fuels, fossil or non-fossil, including the transition to 100 percent solar derived energy. nGen Systems aim to deliver the energy streams that customers require, including electricity, process heat, hot water, air conditioning, chilling, freezing, recycling waste, heat and grey water, with energy storage as an option where required.

It can also generate the electricity the customer requires on, or close to, the customer’s premises. “In our view it can

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address squarely the world’s problems of diminishing oil reserves and climate change. We see the potential as limitless.”

Fitts says the company’s confident its nGen Systems can provide electricity at lower costs than is generated with other renewable energy technologies.

Applications for the technology include industrial sites, commercial centres, hospitals, schools, sustainable building, residential homes and eventually transport by retrofitting compact nGen Systems to existing vehicles.

Whether the technology is world changing or not, Bill Gates believes the most important innovation required to avoid climate change will be a way of producing electricity that is cheaper than coal and emits no greenhouse gases. “What we’re going to have to do at a global scale is create a new system. So we need energy miracles,” Gates says.

With New Zealand experiencing generation-related shortages in four of the last 10 years, perhaps nGen Systems is that very “miracle”.

For more information on nGen Systems visit www.indranet.co.nz

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Cutting your losses

By Kate Pierson

We have all heard and offered others the advice ‘just cut your losses.’ But like most social idioms of this nature, it’s always easier said than done.

Although persistence is an admirable trait, our quintessential Kiwi determination to never give up can also blind our better judgement.

In many cases, our commitment to holding, when folding is the logical answer, can be detrimental not only to our dignity but the livelihood of our businesses The notion of ‘fast failure’ is a conceptual sibling to the ‘cut your losses’ analogy. And while the denotative meaning of the word failure is enough to make anybody’s professional pulse race, this phrase is ironically being offered as a key recommendation to New Zealand.

Coined by a high-powered panel that emerged from the 2009 Entrepreneurial Summit, the definition of fast failure is offered by panel member and Designindustry Limited’s managing director, Dorenda Britten. “Fast failure is being brave enough and ego-free enough to let go of ideas,” she says.

“It is about embracing rigorous evaluation of ideas at all stages of a product or service development. Sometimes this can mean throwing out an idea in its entirety and sometimes it may be the goal is good, but the delivery is wrong.”

So is fast failure something New Zealand needs to do more of? “We think so!” Britten says. “New Zealanders admire tenacity above all things, but what’s the point of tenaciously venturing down the wrong path.”

In New Zealand, there is a societal tendency to take criticism personally, Britten says. Therefore, “what is most most needed, is for people to be able to stand back and welcome diverse inputs whether it be favourable or unfavourable.

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“If the idea is strong enough, it will come through even stronger. The best ideas are often amalgams of many ideas that couldn’t make the cut on their own.

“Killing an idea can be very empowering for a person or an organisation. Ideas are plentiful and cheap; we have no shortage of them.

Pinpointing those that have an even chance of meeting future market needs and backing them will, we believe, provide a better return on investment for both public and private funders and contribute significantly to New Zealanders future success.”

Britten says that in the pursuit of long term success, businesses need to have an evaluative process in place which involves measuring the validity of a product against existing or potential consumer demand for it.

“What we are suggesting — and that organisations who regularly develop new products do have in place — is a process for evaluating customer and community needs and balancing that against company resources and vision.

Strategic thinking “Decisions therefore, should be based on diverse and wide knowledge brought to the table early by various stakeholders and measured against mid to long term strategic vision through the use of known and trusted criteria.”

As the director of Designindustry in Christchurch, Britten has a wealth of knowledge and experience in conceptualising strategies and developing skills for success. Working in a panel alliance with members including former 3M boss Maurice Boland, Britten says it is time for New Zealanders to step back from the action to see the bigger picture.

“Too often we are simply in love with our ideas and schemes and this can make us blind to changes in the market and we can become increasingly divorced from notions of risk and return. It is vital that we keep abreast of changing contexts.”

Delving deep in your database

When the subject of mining is introduced, the illustrious sheen of gold flickers in our subconscious. And if you’re looking to mine your company database, the same connotative associations should spring to mind. Because what you have inhabiting your systematic residence is worth its weight in gold to your business.

“As I’m more of a small business girl rather than an enterprise, I’d rather say for businesses, your database can be a veritable goldmine for you.”

From a cafe to a clothing store, a dentist or a funeral home, MayoSmith says database mining is applicable to any business that involves customers and business to business relationships. “A database can be used to help you form critical business decisions. If you’re Debbie Mayo-Smith thinking of adding a new service or product, you can send a simple email to your Debbie Mayo-Smith is an international business database asking what customers think… in other speaker and number one best selling author. words your own private focus group.

As the mother of six children including twins and triplets, Mayo-Smith says her own success “You can use database mining to bring is testament to the effectiveness of database customers back to you and to continue a mining and marketing. ‘conversation’ with them until they are ready to commit or repeat a purchase. You can also use So what is database mining and what does it involve? database information for hiring — it is useful in so many ways really.”

“Well if you look for database mining in a search, Google will tell you it’s ‘data processing Mayo-Smith says dedicating money and time using sophisticated data search capabilities and to media advertising, cold calling or business statistical algorithms to discover patterns and development can be superfluous to requirement correlations in large, pre-existing databases’,” when businesses can utilise what she classifies Mayo-Smith says. as their ‘FREASY’ (free and easy) business tools.

“It’s so easy. It doesn’t matter where the data is put to sleep at night — in other words, where it’s stored. The important thing is to look at a formula which I have been following for years.” This formula is part of her database mining FREASY processes: information + communication + automation = profit.

Information: Collect relevant information about all your customers and prospects and put this in a database.

Communication: Keep talking to your customers. Form a ‘what’s in it for them’ (WIIFM) plan.

Automation: Use your everyday technology tools to work with the information you have collected and then to disseminate the information you create for clients. Use multimode touch communication such as emails, print, sms or mms. This is simple, clever thinking and it is free.

CANTERBURY TODAY has one copy of Make Your Database Your Goldmine to give away. Email your name and contact details to promotions@ academy.net.nz with the title of the book in the subject line, to be in to win.  Use the internet effectively — to have an online presence and give useful information  Communicate regularly. Persistence pays — heaps!  Use your software — and use it well — to get the most time and savings from it.

 Target — don’t bombard everyone with everything, relevance is the key

Mayo-Smith’s new book titled Make Your Database Your Goldmine is about understanding the value of your customer information. She offers advice on turning your database into a goldmine and how using programs like Microsoft Exel to collate and extract data can maximise your time and resources.

 Never let anyone go (unless they ask).

Have forms and signups on all sources of customer contact

To find out more about database mining or Debbie Mayo-Smith, log on to her website at www.debbiespeaks.co.nz

Tips for ascertaining and using customer information wisely:

Canterbury Today | May/June 2010 | 7

News

The bottom line

By Kate Pierson

Although we may not openly articulate the fact, many of us believe we are of more value to our employers than they give us credit for — financially speaking.

Perhaps we’re right, or perhaps our professional egos are slightly inflated. Nevertheless, wage bargaining, salary reviews, pay rises and unfortunately pay cuts are all part and parcel of being employed.

But beyond the usual challenges involved with work and pay, adding fuel to the employment fire is the “to raise or not to raise the minimum wage” debate. And in context of what a wage increase could cost our employers and economy, it really is the multi-million dollar question.

While they may be lobbying on opposite sides of the finance fence, New Zealand’s pro and anti minimum wage increase campaigners are working towards the same cause — protecting employees. Yet each is determined to achieve this result through contrasting methodologies.

ACT MP Sir Roger Douglas says we only need to look at the skyrocketing figures in youth unemployment since the abolition of youth rates in early 2008, to see the domino affect that occurs when employers are put under financial strain with wage payment.

“Since youth rates were abolished in early 2008, the unemployment rate for 15-19 year olds has almost doubled.”

Maintaining that there is a balancing act to be drawn, Business New Zealand chief executive Phill O’Reilly reasons that if the minimum wage is too high it creates a concertina effect.

“An excessive minimum wage denies young people the opportunity to get a job, as employers cannot afford to hire them. When unemployed, they can’t gain work experience, don’t receive job training and never develop a work ethic,” he says.

With an average hourly wage of $22.96 in New Zealand, O’Reilly says there is no denying many are earning less than this but that people earning minimum wage are an exception as opposed to the rule.

“Most are not on the minimum wage for long. Minimum wage earners are generally those who are episodically in the workforce or unskilled at first.” O’Reilly says it is also important to take into consideration the social protection low wage earners are afforded.

Pay up On the pro pay increase side of the spectrum, thousands are saying it loud and proud — ‘pay up’. Using protests, petitions and pickets, they won’t be silenced by the critics and one of the strongest voices of all belongs to Living Wage.

The Living Wage campaign established by Unite Union is led by organiser Joe Carolan and attests that New Zealand’s overwhelming support for an increase in the minimum wage is palpable.

“The New Zealand Herald poll (January 2010) found that 61 percent of New Zealand supports raising the minimum wage… it still underestimates the support we are getting from thousands of people every week,” Carolan says.

Beyond securing an increased minimum wage for youth, Living Wage is advocating for adults who fall into the minimum wage category.

“The working poor are not stupid and if the Government continues to attack us (Unite Union), National MPs shouldn’t be surprised they’ll be targeted for public shaming and ridicule in their local communities.”

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The Maori, Green and Labour parties have also added their voices to this cause and Labour MP Trevor Mallard and Maori Party co-leader Dr Pita Sharples have both spoken out in their support of a minimum wage increase. “We believe an increase to $15 per hour could be phased in incrementally if necessary, to provide immediate relief, along with the promise of a brighter future,” Dr Sharples says.

It seems everyone is willing to put their two cents in when it comes to the minimum wage controversy. But as we continue to watch wage increase activists cashing in on the media spotlight, whether their vocal demands actually buy a wage increase from the government, still remains to be seen.

By Melinda Collins Friends are an endless source of good, bad, inspired and sometimes ill-advised information and opinion. Often the best and worst of this advice is offered on request. Bloggers on the other hand, serve up unrequested recommendations to an audience of (potentially) millions and specific review oriented websites have been created to ellicit recommendations from virtual strangers.

So it’s not really a quantum leap to take the viral success of virtual ‘word of mouth’ and base a simple, cost effective and efficient marketing plan around it.

Hislops, a wholefoods cafe in Kaikoura operating since 1995, sought professional marketing help nine months ago.

know they enjoy something (in this case the Hislops Cafe experience), to contact their friends and people they know who will like it as well.”

But the best part is the cost. “Financially it was covering its costs. Now that it’s snowballing, it is more than covering the costs.

“Getting 10 percent return from traditional marketing isn’t great; not with the cost of it. The beauty is that this system is a win-win for all and it is completely measurable — you know what you’re spending and what you’re getting back.”

Business coaching

What the business gets back is cost effective and time effective marketing.

“It’s not a big expense for us, but it’s definitely generating business.”

Enlisting the help of business coaching company Sarah O, owners Paul and Elizabeth Hislop began a marketing scheme based on the art of friendly recommendation.

The system has built up an extensive database for future marketing, making it a concept which Paul says could certainly be integrated into other businesses from hairdressers to mechanics.

The business asks diners who have enjoyed the experience if there is anyone they can recommend who would equally enjoy the experience. Every month the café sends out approximately 200 vouchers to those recommended people.

Furthermore, the voucher system also serves as advertising in its purest form.

“There’s people out there with our vouchers on their fridge, in their wallets.

It’s getting the name out there.”

Paul says the scheme has been an astounding success. “The crux of it is that we are empowering people who already

While the recommendations are just one part of the marketing puzzle for Hislops Café, there’s no doubt they’re onto a winner.

News

By Melinda Collins

It is a critical factor for anyone wanting to be an effective leader. But for those of us who heard that well known phrase “if you want something done properly, do it yourself,” and took it to heart, a lack of delegation skills can be a real show stopper.

have in a leadership role. The ability to lead comes from our passion, enthusiasm, charisma and vision, but to get vision to happen we need to delegate."

"If you have an angry customer who wants to speak to you personally, get on the phone or get out and shake their hand — be the person who takes ownership.”

Caine says no one person can do everything a business will need to be able to grow beyond a start-up business.

So what are the keys to successful delegation?

"To grow to any great success you need people. When you bring in people you immediately need to delegate and do it well. When you're inside an organisation, delegating will make sure the right people are doing the right tasks at the right times that will create success in your business."

Caine runs a course through the Chamber on the subject and says delegation is as much a science as it is art. "Delegation is an art form because it involves humans and by our very nature, humans are complex individuals. This makes delegation a task of balancing communication skills, people understanding skills and empathy to name just a few. It's an area considered by most to be simpler than it is."

And, like any art form, it takes practice and constant improvement. "It is a skill that requires continual improvement because the people you are delegating to continually changes.

This is because running a business isn't a job, it's 12 jobs, so effective delegation is worth mastering. The typical small business owner who doesn't delegate is their own manager, marketer, sales person, PR specialist, product or services developer, fundraiser, bookkeeper, human resources department, receptionist and secretary.

Some even serve as their own accountants and tax preparers.

Stage one, he says, is to scope out the task fully. "Know what tasks need to be delegated, when it needs to be done by and how it needs to be done."

Secondly is to find out if anyone within the organisation has the skills, knowledge or experience to carry out the task.

The third step is figuring out how you are going to delegate the task. "Every person needs to be approached in a different manner which comes down to their personality, background and experience."

Step four is the actual delegation itself.

"Communicate the delegation to them.

Set time aside to do this. Not over the water cooler or coffee machine — the larger tasks need more time."

"Delegation is a skillset — not just a skill. It requires patience and persistence."

It's important, Caine says, to have a check point where you evaluate the progress, ensure the task is being done correctly and offer assistance if necessary. The most critical point, he says, is to provide feedback once the task is completed, "in a constructive way," he laughs.

However, there’s not a cardboard cutout solution to delegation he adds. The first thing you need to realise is that every individual you delegate to is different and therefore requires a different approach.

"Everyone can benefit from delegation, no matter how big or small the organisation. If there are two people you need to delegate, if there are 50 people you need to delegate even more."

Secondly, he says, you must never delegate what doesn't need to be done in the first place — it wastes time and resources. And thirdly, you must never delegate something you should be doing personally.

For more information on the Auckland Chamber of Commerce’s The Art of Delegation workshop, visit the chamber website www.aucklandchamber.co.nz

And all of these jobs are in addition to what the business owners actually got into business to do in the first place, be it creating a product or providing a service.

No matter what stage of development your business is at, you don't have to wear all these hats alone — if you just learn to delegate.

Auckland Chamber of Commerce Vital Training senior facilitator Graham Caine states the case in no uncertain terms.

"It's the most important skill a person can

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10:25

News

d n a h e h t o t talk Why won’t you listen to what I have to sa y?

Why c an’t you

understand ?

Why don’t you even try to underst and?

By Kate Pierson

In life we are taught the virtues of maintaining holistic balance in day-to-day life. But at times, sustaining that balance can be a challenge. Social, emotional and professional tides of change can disrupt our preferential patterns and propel us forward into unfamiliar territory, requiring us to re-establish the equilibrium.

Being emotionally aware and content is part of achieving balance and requires emotional intelligence — something we acquire naturally through our existence and through life’s experiences.

EI/EQ Emotional intelligence (EI) is also known as emotional quotient (EQ) — different terminology which carries the same meaning.

The words are ubiquitous, but what do they mean?

While there have been wider definitions offered by industrial psychologists, professional consultants and business analysts, these concepts have mutual meaning and are generally defined by the following five components:  Knowing your emotions  Managing your emotions  Recognising emotion in those around you  Choosing emotions  Dealing with your emotions in relationships.

While we may instinctively associate the concept of emotion with our family, friends and relationships, the professional environments we are involved with are just as capable of provoking strong emotions within us. For the preservation and promotion of a socially and professionally harmonious workplace, rationalising, understanding and dealing with emotion is essential.

Workplace EQ Within the work zone, people can feel emotionally affected by a myriad of positive and challenging experiences. A promotion, positive feedback or reaching a milestone can evoke feel-good emotion, while social and professional obstacles within the workplace can bring on the blues.

In an interactive, integrated environment like an office, personalities may not always be complimentary to each other.

Individuals may be intimidated by new ideas or projects, conflicting ideologies, or quite simply, verbal exchanges between well intended parties can get lost in translation resulting in misinterpretation and frustration. It is often these experiences which test our emotional character the most and require the application of emotional intelligence to find a resolve or resolution.

Discussing the legitimacy of the term emotional intelligence in context of the workplace is registered industrial and organisational psychologist, Crispin Garden-Webster. “It is of the upmost relevance. But essentially these concepts are a repackaging of what we have always known.

“I don’t want to upset the EQ illuminati but we are not explaining arcane or esoteric theories, as it’s not a radically new topic. Situational awareness and emotional maturity is not new.”

‘when you say this to me, it sounds like you feel like this — is that right?’ or, ‘I can’t do this for you, but I can do that — will that work for you?’

Garden-Webster says the anecdotal experiences we are all familiar with are evidence that EQ is a common tool utilised in workplaces, whether people consciously recognise they are demonstrating emotional intelligence or not.

“These people will not make statements like ‘it’s my way or the highway’ or, ‘get hard or go home’,” he explains.

“Sally’s not a morning person or don’t ask Cyril for help before he has his first coffee of the day,” are two of many examples of EQ in practise, Garden-Webster says.

But although we acknowledge the validity of this concept, the pertinent question is — do we understand it?

Understanding EQ To understand EQ, it is important to identify behavioural examples of someone who possesses high EQ. “People with high EQ are generally tuned into others and can identify their particular preferences,” Garden-Webster says.

“EQ helps you distinguish between introverted and extroverted personalities and therefore accommodate these differences.

People who are extroverted in the workplace like to experience the world to understand it while introverted individuals like to understand the world before they experience it.

“These same principles apply in the workplace. Extroverts will want to discuss things in a profoundly social way, whereas introverts will want to understand it and work through it internally before talking.”

Garden-Webster says many introverted professionals require logical concrete facts when engaging with projects or assignments and don’t like ambiguity.

Extroverted professionals however, are not numbers people and want to feel or experience things to make decisions. Therefore, making the distinction between contrasting professional styles is fundamental and having high EQ can enable people to not only make the distinction but also understand and accommodate both personality types.

The value of EQ High EQ is valuable when it comes to asking the right questions.

“People with high EQ will tend to ask the logical questions and engage in the right conversations,” Garden-Webster says.

“For example, a person with high EQ will present questions like,

While EQ enables understanding, Garden-Webster says that having high EQ is not about pandering to peoples sensitivities.

Instead, having EQ imbues people with the skills to manage difficult situations and helps them to lower the temperature when conflict arises.

But even difficult situations which involve personality clashes are great, he says, because individuals can air their problems right away, then pigeonhole them and not be stuck in middleground where there is no resolve. “If conflicting personalities are immediately engaged in dialogue, it will help them move forward with a better base understanding of each other,” Garden-Webster explains. With this understanding, people will increase their EQ.

Building EQ To guide employee acquisition of EQ, Garden-Webster says businesses can utilise various methodologies that can be conducted in house or through assessment centres.

One methodology involves developing simulations of situations that demand EQ. This exercise will help employers identify which employees have higher EQ than others and how people will interact with one another.

To measure an employee’s EQ, psychometric testing or robust interviewing during recruitment can reveal behavioural traits and tendencies. “Ask questions like ‘can you tell me about a conversation or experience that was difficult for you? What did you do? What worked and what didn’t?’

“You need to be looking for an indication of how well they can read mood and whether they even thought this difficult conversation or experience was an issue in the first place,” Garden-Webster explains.

For more information on EQ courses and ways to improve and further understand EQ, contact your regional Chamber of Commerce or contact an industrial psychologist through the New Zealand Psychological Society, www.psychology.org.nz Canterbury Today | May/June 2010 | 11

News

A world of

choice

By Sandy Galland

 ASEAN

It would be true that for the majority of companies to grow they need to sell more. The New Zealand market place is small and to achieve bottom line acceleration, the obvious place to look is offshore.

Other trade highlights of 2010 include the Association of Southeast Asian Nations (ASEAN) free trade agreement with Australia and New Zealand which entered into force on January 1.

This opens up trade to and between Australia, New Zealand, Brunei, Malaysia, Myanmar, the Philippines, Singapore and Vietnam.

There are tremendous growth opportunities in many regions of the world and as our government and the various trade arms and agencies work to open up easier access with increasing numbers of international neighbours, both near and far, the export opportunities for our home grown companies expand.

Knowing how to get your foot in the door is often the hardest part of the process and over a series of features in Canterbury Today, we will look at what is happening in the international trade sector, and how you can jump on the band wagon.

Prime Minister John Key has identified increased trade opportunities as a priority for 2010. In the trade mix, he has identified working towards free trade agreements (FTA) with the United States, India and Korea, the hope for conclusion of the WTO Doha Round and the continued push for the single economic market with Australia.

This is our third largest export market, growing by 110 percent since 2003, with two-way trade in goods worth $12.2 billion in 2008. Globally ASEAN represents a market of more than 566 million people and accounts for more than US$1,400 billion in trade, according to the New Zealand Ministry of Foreign Affairs and Trade (MTFA).

Unfortunately, other key markets — Indonesia and Thailand — were unable to complete the pre-entry into force steps and during the early stages of the year, the MFTA will work closely with Australia to help both those countries to complete the required steps. The MalaysiaNew Zealand Free Trade Agreement is expected to enter into force in May 2010, according to New Zealand Trade and Enterprise (NZTE).

 China On October 1, 2008 New Zealand became the first developed country to enter a free trade agreement with China. NZTE cites securing preferential access to China’s economy as having the potential to deliver significant gains to our exporters. As our fourth largest trading partner, taking over $1.6 billion of New Zealand’s merchandise exports and over $1 billion of services, China is the planet’s fastest growing major economy, currently growing at 9.5 percent per annum.

Its middle class is now estimated to be more than 100 million people and growing — which will fuel the demand for New Zealand’s agricultural products. There should also be gains for manufacturers and services operators.

 India India’s economic ascendance is undeniable and this is acknowledged by John Key saying our relationship with India is a priority. “Its leading position in the region and internationally, and its economic significance, makes it strategically important to New Zealand.”

New Zealand Trade Minister Tim Groser and Indian Commerce Minister Anand Sharma announced on January 31, that all approvals had been secured for FTA negotiations to commence.

Meanwhile, a recent visit by an Indian Member of Parliament helped to strengthen ties between the two nations.

12 | Canterbury Today | May/June 2010

India is one of New Zealand’s fastest growing markets, with our exports having tripled over the last decade. The start of negotiations offers significant opportunities for businesses in both countries. New Zealand’s exports to India were valued at NZ$630 million in 2009, a 280 percent increase on our 2001 exports and overall bilateral trade between India and New Zealand grew 180 percent between 2001 and 2009, from NZ$353 million to NZ$985 million.

 Gulf nations It’s anticipated the long awaited FTA with the Gulf Co-operation Council (GCC) will be signed in April, with details of the agreement being made public upon signing, says the MTFA. This will ease trade between us and six Arab nations — United Arab Emirates, Kuwait, Bahrain, Saudi Arabia, Oman and Qatar.

The FTA is a significant achievement for New Zealand and secures new and improved access into some of our most important Middle East markets. Exports to GCC totaled NZ$1.3 billion in the year to June 2009, an increase of 218 percent since 2000. The group now ranks as our seventh largest trading partner with bilateral trade worth $3.85 billion.

Christchurch-based Innovative Travel managing director Robyn Galloway has been doing business in the Gulf since 1987. She believes this agreement gives us a huge advantage over Australia, who are nowhere near concluding negotiations.

New Zealand is only the third country in the world to sign a FTA with the GCC. “Politically, we also have a huge advantage over Australia. There is a lot of recognition in the Gulf of our more neutral political stance and, as a country, we are very well received over there.”

Galloway, a member of the NZ Middle Eastern Business Council, adds many Kiwi businesses think of the Gulf and look at the bad press and failed investments in Dubai recently, but the United Arab Emirates are only a small blip on the map in the region, she explains. “There is so much growth and wealth across this area and people shouldn’t be influenced by Dubai alone.”

It is well recognised the Gulf is generally made up of conservative societies, and Galloway recognises there is a degree of nervousness among potential Kiwi exporters, but encourages anyone interested in expanding into this region to seek more information. The work, over the years, by New Zealand delegations and businesses already exporting goods and services to the region, has paved a smooth road to significantly increased potential in these Arab

countries. “We are seen as a good place to do business with and this give more impetus to the agreement,” Galloway adds.

The objective of an FTA with the GCC would be to move towards deeper economic integration between New Zealand and the GCC countries.

The aim of the FTA, at this stage, would be to substantially cover all trade, including goods, services and investment, and other issues including trade and labour, trade and environment, government procurement and intellectual property.

According to the MFAT there are currently three broad benefits accruing to New Zealand; the removal of tariff barriers to maintain our competitive edge, a platform to develop trade in services and investment and reducing non-tariff barriers to trade.

 Japan New Zealand and Japan are establishing a joint Officials Group to examine ways to further develop our bilateral trade and investment relationship.

The MFTA hopes to see advancement in the bilateral relationship and expects the process will provide both governments with information they need to decide whether to move to FTA negotiations in the future.

 Korea The first rounds of FTA negotiations between New Zealand and the Republic of Korea took place during 2009.

It is our sixth largest market, taking goods worth nearly NZ$1.4 billion in 2008, while over the same period New Zealand imported NZ$1.3 billion worth of merchandise from Korea. New Zealand’s exports are dominated by primary products, food and wood products in particular, while main imports from Korea are automobiles and electrical goods.

It is also our sixth largest source of overseas visitors, with almost 80,000 Koreans visiting New Zealand in 2008. Korea is also the second largest source of overseas students.

For further information, statistics and assistance on the existing and pending FTAs New Zealand has in place visit mtfa.govt.nz and nzte.govt.nz In the next issue of Canterbury Today, we will explore how you can leverage off trade delegation visits, get your piece of the FTA cake and where to turn for expert assistance.

Canterbury Today | May/June 2010 | 13

Cover Profile | Aoraki Balloon Safaris

t h o g Fl i f

By Melinda Collins

Floating along, watching the world amble by beneath you, without being enclosed in a cabin wracked by engine noise is a unique experience. The serenity is as intoxicating as the sense of freedom as you peer down, observing the world from your own little viewing platform.

George Currie, dressed for the part, brings breakfast to the balloonists after another successful flight

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It is a wonderful and for some, truly addictive experience — but there’s a catch; hot air balloons can only operate under optimum conditions. Clear skies and calm air are the order for any ballooning day.

Navigating nature is one thing, but successfully steering a tourism venture through the recent financial storms is a piece of pretty impressive piloting.

George Currie, the business pilot behind Aoraki Balloon Safaris, is adamant that the hot air ballooning business itself is relatively simple. The real story is how the venture got off the ground, both figuratively and literally.

Currie was a crop farmer in the outskirts of the south Canterbury town of Methven when the 1987 sharemarket crash hit. “It hammered us around quite a lot,” he says. “Interest rates were over 20 percent, product prices fell, land prices fell.

It was a harrowing experience. It was something one really wouldn’t wish on anyone.”

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Chief pilot and company director Bruce Leonard operates the camera as well as the balloon controls

14 | Canterbury Today | May/June 2010

Cover Profile | Aoraki Balloon Safaris

fancy When losing the family farm became a real possibility, Currie sought other avenues to bring in much needed revenue, joining an insurance and investment company where he remained for seven years, nursing the farm back to financial health before his son Andrew was able to take over the operation.

with freedom of movement in the air, while not being any concern to the airport and it is the only place in New Zealand which has vast plains lifting abruptly into mountains, making for a picturesque backdrop.”

Then the idea for his next business venture came from the most unlikely place. At Christmas 1991, Currie was listening to the radio featuring a host who also doubled as a ballooning pilot.

“The more I listened, the more fascinated I became with this aviation adventure.

The location which is now very much an operational asset was not always seen that way.

“We had no population base, but as we grew we found that was to be an advantage.

“The farm was coming along in good style having recovered from the recession. Andrew was old enough to take it over in his own right and I thought it would be great to start up a new venture, right from scratch.”

A trip to Auckland to meet the host himself and the dream was reaffirmed, but then came the homework. “I did a lot of research into the region to find out if the weather was suitable.

The more I went into it the more it became obvious that a hot ballooning venture was well suited to the region.

“But not being an aviator I had to get help from someone who was familiar with aviation.”

This led him to the Ashburton Aeroclub, and perhaps more importantly, Bruce Leonard, now the chief pilot and a fellow director. “We discussed it, had meetings with people and the long and short of it was that everything pointed to the venture being a goer.

“Our gut feeling was that it was a venture that people would want to do. That optimism over-rode anything pessimistic about it. Without doubt there was no proven track record, nothing even in New Zealand to compare to. It was a blind move into the open void of space, it was an unknown.”

They brought a balloon and the rest, as they say, is aeronautical history.

Off the ground Not only has Currie got the ballooning business off the ground, but he has catapulted it into an iconic tourism company.

But in a case of classic old-school humility typical of farmers, Currie refuses to take credit for the operation. When pressed about the business acumen he undoubtedly possesses, he puts the operation’s success down to location.

Nestled under the umbrella of Mt Hutt and the Southern Alps on the Canterbury Plains is where it all happens. “The region has proved exceedingly perfect for ballooning. We’re very central in the Canterbury Plains. We get views of the whole 300 kilometre panoramic view from south of Timaru to north of Amberley.

“We’re far enough away from a city and an international airport to utilise height,

“As we got properly into marketing we became a venture to do en-route,” Currie says with regards to its central location. “People have a time budget. When they are holidaying in a centre there are so many activities to do and some will be missed out. If people know they can go ballooning en-route to their next destination, we still get the booking.”

Furthermore, as with any venture connected to aviation, ballooning is weather orientated. “We found Methven’s location is well placed for this.

If someone misses out due to weather, they can continue on their travels and have a second attempt on the way back. And they’ll almost always come back,” he laughs.

The ups and downs While the customers keep coming back, the operation’s non-essential nature concerned Currie in the onset of the recession. “I was really uptight when they started talking about this recession wondering if I should look for another job. Ballooning is a discretionary expense.

People don’t have to go ballooning, I thought it would be the first thing to go.”

But then it isn’t a hard product to sell, he adds.

“With ballooning you’re dealing with a product that has romance with it. People want to do it. It’s enthralling, you’re wowed by it. There’s just something about sitting in a big basket way above everything and looking at the world going on beneath you.”

So, while he says numbers have been fickle, it hasn’t been an issue. “There are people out there with money. There are always going to be people travelling.

“The exchange rate is often in New Zealand’s favour for tourism. That’s a big thing — people have money when they come to New Zealand.”

While many businesses have taken the recession as reason to under-cut competition in a bid to gain market share, it is not something Aoraki Balloon Safaris would consider — and the company is reaping the benefits. “We’re not the cheapest operator. We get questioned on that a lot and we want people to question that — then we can give them all the answers.

“You pay for what you get, but the key thing is you have to be providing value. If you’re asking for more, you’ve got to give more. To provide value you have to put in a lot of effort and energy.”

Back to basics Value is certainly what Aoraki Balloon Safaris provides. “These are not just tours you climb aboard, come and get breakfast, get in your vehicle and drive away.”

The value, he says, is in the service and some good old fashioned small talk. “People from Western Australia come here and I’ll say ‘did you know Mt Hutt and Western Australia have something in common? Mt Hutt was named after the second governor of Western Australia who was the first chairman of the Canterbury Association after his governorship’.”

His trivial knowledge is certainly amazing. How many timezones does New Zealand have, he asks? “When you are arriving in the Chatham Islands the pilot will say to you ‘please advance your watches by 45 minutes, you’re in a new time zone’. It’s silly trivial stuff like that, but it makes people feel at home.”

It’s also one of the few tours which introduces its tour companions. “We go to the effort of introducing them. In tour groups you don’t get introduced, we’re small enough to make that happen.

“We ask them where they’re from and what they do, they go out on the ride and all of a sudden they’re mates, not just companions — that’s important.”

Advice What’s also important for a business of any size is to take what you can from your mistakes and learn what you can from the experience of others. “Knowing your strengths and key points of difference from your competitors is an important one. Don’t ever be ashamed of your price, so long as you have the value to back it up,” he says.

You should never discount for vouchers and the like, he adds. “Do added value instead. Offer something at the end; some lapel clips, wine glasses, post cards.”

The added value, he says, should be at retail price, not the price you paid for it. “So, if it’s a twenty dollar giveaway, it might have only cost you five or ten dollars, and you’re still getting full value for your product.”

But despite all the advice, no venture is without its faults, it’s what you take from your mistakes that will determine the success. “When a rose bush pricks you, you jump aside. Further down the path a thistle pricks you and you jump back to the centre again. Then you come to crossroads and you’ve got to make a decision.

“Business is like the pathway of life.”

Canterbury Today | May/June 2010 | 15

Challenge to se lf: The way we are doing thing s in our business right now is the best way - RIGHT ?

CHALLENGING BUSINESS PROCESSES “OUTDATED HABITS CAN HURT YOUR BUSINESS” Ricoh knows the ‘my way is the right way’ mentality within organisations can easily affect a business’ overall performance. However, understanding that applying innovation to simplify your business processes, particularly in the area of document management, will usually result in improved productivity and efficiency gains. Ricoh challenges you to read on and ask yourself how efficient are your document processes and how well managed they are or could be.

“RICOH enabled us to identify all of our document output costs, which in reality were far higher than we expected.

The solution has made us more productive, streamlined and has saved us money too. We’re delighted with the journey AND the results.”

- Wayne Riggall, University Of Canterbury What Ricoh provides through its Office Consulting Services is a customer focussed program that targets the following outcomes:

• A document management system which will deliver long-term business value through faster, easier and more cost effective management of business documents. This covers all areas from input, storage, accessibility to distribution and output.

• Transparency and rationalisation of document output costs and a more streamlined environment.

• Elimination of manual data entry through a smart scanning (digitization) and distribution solution • Streamlining paper based processes into smooth digital workflows Ricoh’s Office Consulting Services, challenges existing managed document systems by offering an alternative that provides an optimised business solution tailored specifically to your organisations business needs.

If you want a no obligation discussion with one of our Office Consulting Team about this opportunity call 08002RICOH and ask to speak to one of our Christchurch Consultants, or email your enquiry to christchurch@ricoh.co.nz

Did you know?

Did you know that the average organisation spen ds up to three pe rcent of its annual revenu e on document ou tput?

Did you know that by actively focusin g on how documen ts flow and devices are utilised, there is the potential to save up to 30 perce nt of these costs, improve productiv ity and rationalise your document fleet?

Ricoh believes that success in busines s relies on having th e right systems in pl ace so you can spend your time and reso ur ce s concentrating on your company’s co re business. To achiev e this, Ricoh provid es a document solutio n service that acqu ire s a comprehensive understanding an d appreciation of yo ur business proces ses through the utilis ation of its proven methodologies an d proprietary tool s.

WHAT CAN YOU ACHIEVE WITH RICOH OFFICE CONSULTING SERVICES? Identify potential cost savings through the optimisation of your document environment The process starts with Ricoh conducting an in-depth analysis of your existing document environment. This analysis extends from a review of document workflow and demand on resource through to high level software and hardware customisation. From this, a strategic, fact based Executive Summary is produced. This makes recommendations on what devices and software should be utilised within your office environment to meet demand and ensure maximum efficiency and productivity.

Realise savings of up to 30 percent By recommending an efficiently designed document fleet and eliminating devices that are surplus to requirement, Ricoh can help you obtain significant cost savings. Optimising your fleet ensures you only use the devices required to meet demand and that they are being well utilised and are cost effective.

Single partnership Your documentation solution is developed so there is no need for you to work with multiple suppliers. Fleet management is made easier by way of a single point of contact that minimises demands on your time.

16 | Canterbury Today | May/June 2010

Have total cost control Ricoh’s document solutions allow you to achieve visibility and take control of your entire fleet.

Transparency of document output costs results in cost reduction, which is easily measured. The Office Consulting Service is all about optimising this critical aspect of your business and finding logical ways to improve processes and drive down costs. In addition to traditional contractual arrangements, Ricoh offers several innovative payment mechanisms including cost-per page contracts.

Your professional partner Ricoh’s Document Solution Consultants are experienced professionals. Through developing an indepth knowledge of your business and establishing a trusting relationship, they can assist you in managing your business more effectively and help you make it more profitable. Ricoh’s objective is to provide this added-value service to enhance your business efficiency and productivity while ensuring the lowest possible total cost of ownership and a pleasantly surprising return on investment.

RICOH PO Box 4041, Christchurch 8140 P (03) 374 8370 E christchurch@ricoh.co.nz www.ricoh.co.nz

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Canterbury Today | May/June 2010 | 17

Events | Diary Grow your business

Viewpoint | Management

|

events

Friday, April 30

Accelerated Growth Programme — New Zealand Trade and Enterprise

A programme of six workshops developed to raise the performance of small to medium businesses. Fridays from April 30 to June 4. To register visit www.cdc.org.nz

Monday, May 3

Performance Appraisals — Canterbury Employers’ Chamber of Commerce

Improve human performance, recognise commitment and improve overall performance. $340+GST. To register contact Sara Lexa saral@cecc.org.nz or phone (03) 366 5096

Thursday, May 6

Governance Essentials — Institute of Directors

Exploring the legal framework of governance and codes of practice, directors’ duties, roles and responsibilities and directors’ codes of conduct. From 8.30am-5pm. Registration via the Wellington office, contact Lisa McMillan (04) 474 7651, Nick Leadley (04) 474 7654 or email professionaldevelopment@iod.org.nz

Friday, May 7

Coach or Referee — EMA Central

Coaching and refereeing are smart managing and leadership skills, assisting employees to reach their performance goals. Learn how to get the most out of your team using this method.

From 9am-4.30pm at Beachcomber Inn Nelson. Members $330+GST, non-members $414+GST. To register visit www.emacentral.org.nz/seminars or email training@emacentral.org.nz

Tuesday, May 11

Get Tribal — The Knowledge Gym

Company culture when understood effectively can lead and inspire to add value to your brand, customer experience, staff engagement, managerial effectiveness, productivity and even profit. From 8.30am-noon. To register visit www.theknowledgegym.com

Thursday, May 13 Sales Techniques and Tactics — New Zealand Trade and Enterprise

Today an SME has to build good relationships with clients to ensure repeat business and long term success — the days of hard selling are long gone. Learn basic sales skills in a way you can implement yourself or pass on to your team. From 9am-noon. To register visit www.cdc.org.nz

Friday, May 14

Sharing the Vision: Values and Leadership — EMA Central

How engaged and committed are your employees to achieving your organisation’s vision?

Learn the ingredients of a compelling vision and identify ways of achieving this. From 9am4.30pm at Beachcomber Inn Nelson. Members $330+GST, non-members $414+GST. To register visit www.emacentral.org.nz/seminars or email training@emacentral.org.nz

Monday, May 17

Management Skills for Personal Assistants — Canterbury Employers’ Chamber of Commerce Interactive course provides assistants with an overview of management roles and assists those who are, or will be, managing staff and or budgets. $340+GST. To register contact Sara Lexa saral@cecc.org.nz or phone (03) 366 5096

Monday, May 31

Minimum Employment Conditions — Canterbury Employers’ Chamber of Commerce

A thorough knowledge of the basics of employment law is essential for anyone employing staff. $50+GST. To register contact Sara Lexa saral@cecc.org.nz or phone (03) 366 5096

Wednesday, June 2

Finance Essentials — Institute of Directors

Learn to translate financial language and concepts and use case studies to help confidently apply the analysis and interpretation tools commonly used in determining an organisation’s financial health. From 8.30am-5pm. To register contact Lisa McMillan (04) 474 7651, Nick Leadley (04) 474 7654 or email professionaldevelopment@iod.org.nz

Wednesday, June 2 to Thursday, June 3

Skills for Counsel — Leadr NZ

Two day workshop tailored to the needs of junior and intermediate lawyers, covering the range of settlement based processes such as judicial settlement conferences, mediation and settlement negotiations. For more information visit www.leadr.co.nz

Thursday, June 3

Strategy Essentials — Institute of Directors

The purpose of an organisation and the strategy to achieve must be owned by the board.

This course aims to clarify the roles and responsibilities in the creation of strategy and guiding strategic direction, identifying commonly used strategic techniques and the application of these to case studies. From 8.30am-5pm. To register contact Lisa McMillan (04) 474 7651, Nick Leadley (04) 474 7654 or email professionaldevelopment@iod.org.nz

Tuesday, June 8

Funky Thinking — The Knowledge Gym

Using funky thinking as a platform or tool, learn to develop the flexibility of thinking you will need to successfully navigate a constantly shifting business landscape, providing for a new zeitegist of business. From 8.30am-noon. To register visit www.theknowledgegym.com

Tuesday, June 29

Introduction to People Management — EMA Central

There are those who enter leadership positions because they are good workers and find themselves having responsibility for employees. This course provides principles for managing employees. From 9am-4.30pm at Beachcomber Inn Nelson. Members $330+GST, non-members $414+GST. To register visit www.emacentral.org.nz or email training@emacentral.org.nz

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? $170+GST. To register contact Sara Lexa saral@cecc.org.nz or phone (03) 366 5096

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 18 | Canterbury Today | May/June 2010

If it’s not broken…

fix it anyway!

By Ngahihi o te ra Bidois

I was talking with one of my friends who had just completed his IT degree when he told me that my business degree, which I completed a while ago, was now out of date.

I asked him to explain and he proceeded to give me an example. “Ok Nga, finish this statement ‘If it’s not broken...’,” to which I quickly replied “don’t touch it”.

He explained that the ending of this statement had changed and the new correct answer was ‘If it’s not broken… fix it!’

“Fix what?” I asked, “There is nothing to fix”. He then convinced me that a paradigm shift had occurred regarding this proverb.

If it’s not broken… fix it, because there are many other products and services out there which are also not broken but are continually being ‘fixed’ or improved.

Take the humble mobile phone for instance.

Once upon a time it was just a phone, until it was ‘fixed’ or improved into a camera, an MP3 player, a GPS device, a PDA and a video camera.

So what are you fixing?

Like the mobile phone there are always developments for us to make. Improving our time management, being a faster reader or updating our out of date degrees are examples of how we can fix ourselves.

I can hear some of you saying, ‘I am working very well, thank you’, and congratulations to you, however, so is the person next to you who may be improving their performance

and skills in some manner and may one day be promoted ahead of you, or even take your position in a restructure.

Swiss watchmakers were the outstanding world market leaders and enjoyed a well earned reputation. They were offered the opportunity to ‘fix’ their watches through quartz digital technology and declined.

The people offering the new digital technology took their new ideas to a world watch convention where a Japanese company bought the rights and, as they say… the rest is history.

In fact these so called technological upheavals in the 1970s and early 1980s and the consequential economic situation saw their number of employees fall from some 90,000 in 1970 to a little over 30,000 in 1984.

Don’t be like that market leader. If you are the number one in your industry — fix it.

My work with leaders has shown me that leaders are always looking for ways to fix themselves. Good leaders also look for ways to improve the people they lead.

One of our Maori proverbs says “Ka pu te ruha ka hao te rangatahi”. One translation says “When the old net is worn out and cast aside, the new net is put into use”.

One of the things that makes a net old and worn out is a lack of maintenance or improvement.

Don’t be like that net.

Ngahihi o te ra is an international leadership speaker. He can be contacted for training, conference or seminar work by contacting Celebrity Speakers on (09) 373 4177 or via www.celebspeakers.com

Viewpoints | Management

Richard Branson’s lead

Increase security to reduce IT costs

By Ratu Mason

Although many businesses today have a workforce on computers and store most of their data on a central server, information technology security continues to be an issue.

In the current economic climate where cutbacks have been and are a necessity for many, IT systems are an easy target.

Businesses could delay hardware or software refreshment programmes until the next financial year, source cheaper options online or outsource non strategic services.

However, there are easy ways for businesses to reduce IT spending while at the same time increasing shareholder value — the key is to dig deep and find where savings could be made without negatively affecting your business.

Take this example — Lateral Security recently completed an independent external IT security audit that identified a number of issues which, at first glance, might seem like big-budget fixes.

What we found were:

 High computer processing times  Excessive bandwidth usage  The computer network was sluggish  Mobile devices weren’t synchronising efficiently with the office

 Staff were becoming frustrated by ongoing failed log-in attempts.

By thinking smart we identified excessive bandwidth, high computer processing times and sluggish network performance as areas where savings could be made.

The high computer processing times and network sluggishness were caused by viruses and database synchronisation errors, which led to more bandwidth being used. We easily and quickly resolved these issues costing a fraction of the significant savings we made the client.

Ask yourself, “When was the last time you had an external IT professional look at our network and internet security?”

Investing time and money now could see you with faster, secure and more streamlined systems and pre-empt larger issues.

Strategic planning for IT risk is another option to save businesses money. Media recently reported the case of a staff member using an (unknowingly infected), USB drive to bring down the entire network of a major organisation.

Planning for the worst-case scenario can prevent this kind of viral attack.

We recommend:

 Understanding and documenting what your IT infrastructure network looks like.

For example, the number of servers, their locations, patch levels, age, software licenses, telecommunication providers and connection points to your network.

 Make the time to practice and carry out virus threat modeling exercises.

Include the senior management team and any outsourcing partners you may use. Your business’s ability to recover from any incident depends on how these people and organisations react in any given situation. Such modeling gives management more insight into the business risks and actions required.

 Invest in ongoing IT security testing (and not just for the new projects), which protects the future of your business.

IT security is something that’s easy for businesses to forget about because when it’s working perfectly you don’t notice it. Smart businesses plan for their worst case scenario and recover from it quickly without harming their sales, client base or reputation in the market.

Ratu Mason is a co-owner of Lateral Security, an independent information security team. Known as professional hackers, Lateral Security work for some of New Zealand’s wellknown businesses and can be found at www.lateralsecurity.com

By Peter Burdon

A new business offering online lead generation at a fraction of the cost of others in the market has followed the model used by Sir Richard Branson when he set up the Virgin Group.

With all of his businesses, Sir Richard finds industries where the incumbent providers are giving bad service, over promising, under delivering, experiencing high levels of customer dissatisfaction and charging high prices.

He then moves in and builds his business by addressing all of these factors. He has not only done this successfully with airlines, but also in the mobile phone, credit card, fitness and even wine industries.

The new venture, GetSalesLeads.co.nz, has identified website design and hosting as an industry that would meet Sir Richard’s criteria for entry.

Company director Nic Dale says they’re following Branson’s approach of identifying an industry where people are crying out for better service and offering them what they want and need. “We offer a solution to the indifferent and overpriced service local business owners have got from web designers and hosting companies,” he says.

He identified the opportunity when talking to numerous local businesses about their experiences getting their businesses online.

The problem is that most web designers are graphic designers with a print background.

That’s great if you want a web brochure, but not if you want people to find your website, when they’re ready to buy.

“The owners I talked to said their websites took longer to build than promised, cost more than

expected, didn’t generate sales enquiries and didn’t appear in search results when buyers searched on the internet.”

GetSalesLeads.co.nz has found the answer to all of these problems, just as Sir Richard did with his industries. It now offers a service where it rents websites to clients, rather than selling them. This saves clients thousands in development cost and reduces their risk.

“This risk is further reduced by only paying us once their sites are on the first page of the search results for the keywords that people would be using to find their business. We use our own in-house expertise to get the websites on the first page of search results,” says Dale.

Although websites are now a vital business tool, sites should deliver pre-qualified buyers to your business without breaking the bank.

Peter Burdon is a director of Seeking Publicity, a Christchurch-based company that specialises in the generation of media coverage for clients. It also offers freelance writing services. He can be contacted at info@seekingpublicity.co.nz Canterbury Today | May/June 2010 | 19

right now may g in o d e ar u yo g in is rt WNeRs: The adve o s s e IN s u B To G IN ly unaware of this.

N te le p WAR m co e ar le p o e p s – and most be downright dangerou

REVEALED: Discover the new and exact methods you can use to create powerful, money making ads and sales letters which blow your competition away and generate an avalanche of new customers no matter what the state of the economy!

Dear Friend

•

Hello, I want to reveal some proven strategies most business owners have never heard of - about how you can instantly generate an endless supply of new customers using FREE, or almost FREE techniques!

•

Copywriting expert Scott Bywater, has recently released a new report about how you can flood your company with all the new business you’ll ever need. And it won’t cost you a cent. That’s right – it’s free if you request it in the next five days.

I was so excited when I first saw this brand new report, I just knew I had to get the word out there and into the hands of business owners like you.

Scott Bywater is one of the leading copywriters in Australia and the information he exposes in this report you are unlikely to find anywhere else. You’ve never seen anything like this. Scott’s taken the unorthodox methods which he’s learned through writing ads and captured them in a step-by-step manual that’s easy to follow called CASHFLOW ADVERTISING: Your step-by-step proven system for writing ads and sales letters that will deliver more new customers than you’ll ever need, no matter what industry you’re in—even if you’re on a limited budget!

It retails for $29, but I’d like to know what you think of it, and that’s why I’ve selected a handful of select business people in order to gather your thoughts on it. All you need to do is send me a quick email or a fax and I’ll give this report to you for Free.

What will you discover?

Advertising is probably one of the most untapped resources by most businesses - because most business owners suffer from a lack of knowledge. How would it feel to get the edge on your competitors and attract hundreds of cashed-up customers eager to hand you their money? Everything is revealed in Scott’s report.

Here’s just a sample of the ‘special information’ you’ll be privy to: • •

•

• • • •

The five most common advertising mistakes that could be costing you thousands of dollars The single most important thing you need to know in order to write high voltage ads that get customers into your business… NOW! The sort of words that will add so much impact and guts to your marketing material you’ll get more customers into your business… right away How one business owner instantly increased his response rate by 50 percent - overnight The 13-step process that will immediately double your response rates The 12 most powerful words in the English language and how to use them to make you rich Why this three-word definition of advertising could double your profits

• • • • • • •

The three most important elements that will ‘make’ or ‘break’ the success of your advertisement even if you do everything else right The three types of photos which magically draw customers into your ad like a kid to a candy store How to start the first paragraph so it hooks customers into your copy The three step ‘psychological triggers’ formula that makes targets prospects to feel a need to have what you are selling How to slash your advertising expenses by 55.5 percent, no matter WHAT industry you are in 12 amazing trade secrets that will give you the ‘edge’ over your competition A checklist for creating headlines that SELL! Discover what advertising actually is – you will be astonished!

Some professionals aren’t even aware of this The 3 fatal mistakes that you’re probably making right now in your advertising that are probably costing you a heck of a lot of cash.

And that’s only a small insight into what’s enclosed within this explosive manual. It comes with a 100 percent money back guarantee and is full of ideas and strategies you can use in your business immediately to generate instant results – no matter what industry you are in.

I know that right now you’re thinking this information could transform the way your business runs… forever! And you can have these proven secrets for FREE - if you respond to this fax right now.

Once you’ve finished reading every word of this report, you’ll have the skills to transform any business, delivering an endless supply of new customers and creating a bonanza of profits.

Here’s a question for you: Did you know that new research by Drake shows that 55 percent of people took off only public holidays last year? How about you? When was the last time you had a reasonable holiday?

Wouldn’t you love to spend more time with your friends and family? Aren’t you over the burnout involved in working so hard?

Get your explosive copy of this FREE report right now!

If you want to get your hands on an exciting copy of this report, then simply contact me within the next five days: Phone:

(06) 8766 4899

Fax me:

(06) 8766 494

Mail me:

Living Words, PO Box 94, Hastings 4156

Why Are Some People Raving About Scott Bywater?

This report reveals a goldmine of proven methods that generate unlimited sums of money without breaking a sweat. You’ll discover how to multiply your profits by two, or even three times - with less effort – forever – just like these business owners: “Scott, I believe that conservatively, the advertisement you wrote will double my domestic turnover. It is attracting a better class clientele, in the 45 & over age group – the ones that don’t quibble over the price and just want a good job done. It’s not attracting the price shoppers.

My conversion rate has also increased and I am getting a lot less price resistance. Thank You.” Jim Howes, Australian Technical Cleaning, NSW “Scott Bywater does with words what an accountant does with numbers. He makes them work. Before using Scott we were getting okay results in the business, but since we’ve generated a 32% increase in turnover, which equates to $100 - $150K a year. Plus, the new half page phone directory advertisement you wrote is generating bigger and more lucrative leads than ever before. I believe the investment of $37,000 will generate over $300,000.00 in sales.”

David Warne, A Crown Roast, NSW “Thanks to the letter you wrote, we received 140 registered people to our seminar, out of 800 mailed. I was impressed with it being an unexpectedly high 17.5% response rate. As a result of the night I received 6 new clients at $25,000.00 that signed up with me there and then. That’s $150,000 in sales! Not to mention what will come in the future and with the additional exposure I received.”

Jacqui Attard, Excellence in Practice, NSW “When I ran the ads the phones rang off the hook.

They generated over 500 leads and a total of $200,000 in sales so far (which I expect to double by the time we follow them up properly).”

Theo Tsiamis, Accountants Choice

You’ll be glad you did!

First Name:_______________________________________________________Surname: _________________________________________________ Business Name: _____________________________________________________________________________________________________________ Address: ___________________________________________________________________________________________________________________ ___________________________________________________________________________________________________________________________ _______________________________________ Post Code: _______________Phone: ___________________________________________________ Fax: _____________________________________________________________Email: ____________________________________________________

For your free report, fax to 06 8766 494, call us on 06 8766 499, or mail us: Living Words, PO Box 94, Hastings 4156

20 | Canterbury Today | May/June 2010

our y s e o D : s r e n ? r o Business ow t c o D e h t ee s o t d e ?ro ruo e n e t websi tco y se w D e oD sho l l i w T R O P ht e :sr E w R E E o R F s i enw hs l Th ing m e r o g f s s n a n r t l ot o ss imr iw T t to e r c e s e h t dee en u o yo R f s e l a sna OP as n e isuB o t n i e t i s b E e r tis s t R your w e w e o n bew las t t EE s in g w n i r b e t a h t n n a o erc RF machine i sg tni es sih 7 / nirb eti eht T business 24 tah sbew uoy 7/4 t en ruoy 2 s ihca sen m isub

If you’d like to discover how to get more visitors to your website... and turn them into paying customers, this special report will reveal a revolutionary (but common-sense) system, which business owners and marketing experts around the world are raving about.

When a website is designed and optimised correctly, it will bring in new enquiries and sales faster than any other method of marketing. But 95% of websites in New Zealand are failing dismally to bring in any new business. They’re just sitting out there “gathering dust” in cyberspace. They are terminally ill!

Is your website like that?

If so, you need to get hold of this report now. It is focused on just one objective - putting more money in your pockets as a business owner. And it is written specifically for the New Zealand marketplace.

After reading this report, you will see how your website is absolutely overloaded with untapped potential. It will change the way you view your website forever. It will open your eyes to the massive untapped opportunity that awaits your business on the Internet!

If you have a website for your business and it’s not getting you the amount of visitors, leads, or sales that you wish it was... you need to read this report!

So call 06 8766 499, fax 06 8766 494 or send us a letter of interest to PO Box 94, Hastings 4156. The report will be rushed out to you at no obligation.

Canterbury Today | May/June 2010 | 21

22 | Canterbury Today | May/June 2010

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

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Canterbury Today | May/June 2010 | 23

Living | Today

Travel style Known as the pearl of the Andaman Sea, Phuket is what you picture when you think of a tropical holiday paradise — white sand beaches, emerald bays and swaying palm trees. Awaken to an island sea view as the light spills into your room and across your bed.

new style icons

lifestyles

Perched on a secluded headland at the southern corner of Patong, Phuket’s most popular beach and surrounded by 28 hectares of forest, is Amari Coral Beach, where you can start each day immersed in the natural beauty of Phuket. With first-class restaurants, affordable luxury accommodation and a quiet private beach, this island resort hotel offers a holiday experience like no other. Indulge in some well-deserved relaxation at the renowned Sivara Spa, offering a wide range of spa treatments and massages.

Live it up with some of the best scuba diving and snorkelling in the Gulf of Thailand as well as the most happening nightlife. The superb service and idyllic setting of this luxurious resort will provide guests with a truly unforgettable holiday experience.

Available: For more information, www. amari.com RRP: From $NZ270 a day

Relax in style Noosa chair Kiwis enjoy a relaxed attitude to living, spending time chilling out on the deck or in the garden so why not create an outdoor space as inviting and comfortable as your living room?

This ultimate pool-side lounger lets you feel like you’re on holiday at home. The large 1.8 metre wide Noosa daybed by Coastal Design features a unique solid woven canopy hood that reclines back when you want the full sun, or leave it up for shelter, privacy and UV protection. It is available in dark chocolate or beige rattan, fully weatherproof with rust resistant powder coated aluminium frames, designed and guaranteed for the New Zealand outdoors all year round.

Available: Coastal Design Co, order online at www.coastaldesign.co.nz, phone (09) 300 7250.

RRP: $4990, includes Sunbrella marine squabs, throw cushions and canopy top

Wine style Sacred Hill 2008 Halo ’Hawke’s Bay Chardonnay Sacred Hill has released its 2008 Halo Hawke’s Bay Chardonnay to an exciting response. It delivers captivating aromas of peach and rock melon with subtle nuances of nutty oak. The palate is mineral and tight with generous stone fruit flavours confined with a fine chalky texture. This is an elegant and long drop with ripe peach flavours which linger on to a clean and dry finish. Only a limited number of each varietal of the Halo range is produced each year.

Available: From premium wine outlets, restaurants and bars.

RRP: $25.90

Designer style Phoenix Pendant When it comes to exquisite baubles of captivating beauty, the name on everyone’s lips is Robinson Designer Goldsmith on Auckland’s North Shore. The jeweller was personally invited to show his wares at a Hollywood pre-Oscar party with all the big names.

Each year the company designs and creates around 200 unique one-off pieces, the heirlooms of the future, like this Phoenix Pendant, handmade in 18ct gold with purple, pink, yellow and orange sapphires and hand carved mother of pearl clouds.

Each concept is sketched in detail with some designs completed in water colour.

After sourcing the best materials at home and from overseas, the dream becomes a reality.

In-store you can view one of New Zealand’s largest range of quality handmade diamond rings and jewellery, or plan your own unique creation in conjunction with Robinson Designer Goldsmith.

Available: www.rdg.co.nz, phone (09) 489 9948, email info@rdg.co.nz RRP: Phoenix Pendant $6500

24 | Canterbury Today | May/June 2010

Techno style GPS-600 Asset Tracker ‘Peace of mind for your loved ones’ is the catchcry from the innovative company behind this asset tracker — and the peace of mind it would give you while trying to keep tabs on an errant golfing hubby would be invaluable.

Spy Pen

The magnet mounting GPS tracker can locate and monitor any remote target by SMS (by cunningly attaching it to a golf bag perhaps). It can transmit the longitutde and latitude co-ordinates to your cell phone or you can find its location on the internet for free.

The tracking devices from GPStracking4u come in all forms from wristwatches to products which can also listen to the sound around the tracker.

Indulge your inner spy next time you’re taking part in a business meeting — all you need is this special gadget. It looks like a pen, feels like a pen, even writes like a pen but — just like something out of the movies — this pen takes photos and digital videos with full voice recording. It is the ultimate device for recording important notes in business meetings, or for catching up with what really happens “on tour”.

Available: www.gpstracking4u.co.nz email info@gpstracking4u.co.nz, phone (03) 382 4459 RRP: $525

Available: www.e-gadgets.co.nz phone (09) 948 2090 RRP: $89.99

Living | Today

techno treats

products

Life is a network of challenges. The social, physical and emotional obstacles presented don’t discriminate; at any age, being well equipped goes a long way if you want to live life to the full. And because every moment is precious, irrespective of the distance you have walked through life, there are always ‘things’ that can make the journey a little more fun — so here are some of life’s little techno treats to make sure your path is one well travelled.

Tomtom Start In-Car GPS navigator

Logitech Marathon Mouse M705

Our world today is alive with the sights and sounds of change. We have archived the vintage days of horse and cart and penny farthing bicycles and now our streets are explored by the latest modes of transportation. And with motorcycles, mopeds and super mini cars of every breed on the road, it is no wonder many of us find it hard to get a sense of direction in the midst of the hustle and bustle.

It’s a mighty little mouse and no doubt you’ll want to trap it. But that’s where the similarities end between the mammal and mechanical siblings, because unlike its furry counterpart, the Logitech Marathon Mouse M705 is a designer breed. A no mess, no fuss, ultra-portable asset to your computer, it’ll be a welcome resident in your home.

In the game of on-road orientation, The Tomtom Start in-car GPS Navigator will help you find your bearings. Featuring a 3.5 inch touchscreen, the latest GeoSmart New Zealand map and preinstalled speed and red light camera information, it has an inbuilt help guide and EasyPort Mount for hassle free installation.

This portable pathfinder will be your on-road intuition; talking you through the ups and downs and ins and outs of the world around you, to help map out your life and get street smart.

Available: Order online from www.ascent.co.nz RRP: $299.99

Eco Reader Getting lost in the world of literature feeds the imagination, promotes intellectual curiosity and offers the best form of escapism.

So take yourself to a different destination every day with Eco Reader. This electronic book reader has revolutionised a nostalgic practise, but is still as small and lightweight as a paperback book.

The laser tracking technology delivers smooth cursor control on virtually any surface and this model can run for up to three years on one set of batteries.

Featuring advanced 2.4 GHz wireless connectivity, the Marathon Mouse’s itty bitty plug inand-forget unifying receiver means your mouse is always at the ready.

You can take document scrolling to the next generation of speed with the nearly frictionless alloy scroll wheel.

A new concept in PC navigation, this feature will revolutionise the way you work.

Available: Bond and Bond, www.bondandbond.co.nz RRP: $129.99

The model features a six inch screen which is viewable in most lighting conditions, including direct sunlight. With a 512 MB storage memory, which is expandable to 4GB via a secure digital card, the Eco Reader sorts files by name and the longevity of the battery means your mind and imagination can travel to the world of fantasy, romance, science fiction or history for days on end.

iPhone Who knew that the infinite wisdom of technology could be consolidated into a telecommunication tool that fits right in your palm? With an innovative essence that knows no bounds, the world is in your hands with the third generation (3GS) 32GB Apple iPhone.

Beyond its integration of bread and butter phone features, the iPhone is anything but basic. With a longer life battery, a high quality three megapixel camera and hands free voice control, its countless creative companions can also be yours.

With iPhone applications aka ‘apps,’ you can take the earth with you wherever you go. Travel to the stars, map out the sea, explore the planet and let your iPhone do the navigating. The 3GS iPhone can be whatever you want it to be; your memory, your brain, your culinary inspiration or your conscience. The iPhone lets you decide.

After its launch, more than one million 3GS iPhones were sold in the first three days. But we’re not bragging on its behalf. Find out for yourself, get lost in the magic of iPhone and explore your world from top to bottom.

And because this technology supports multiple file formats, you can download and read eBooks from pay sites the world over as well as sourcing thousands of free books through online institutional and educational libraries.

Available: Order online at www.vodafone.co.nz RRP: $1379

Elite Regatta 300

Available: Order online from vicbooks.co.nz RRP: $599

Cisco FLIP Mino HD 60M Video We are taught to live for the future, but it is our past that has made us who we are today. To thread self definitive moments into our lifetime quilt, we need to preserve them just as they are. And to preserve the memories which have become part of our human fabric, we have to entrust their existence into the memory of another.

Life’s too short to resist indulgence, yet exercise is at the heart of every healthy person and that age old adage ‘a moment on the lips, forever on the hips,’ should be incentive enough for us all to get moving.

It’s also the key to spiritual and emotional wellbeing, thanks to those cheerful little compounds we know as endorphins. It’s scientifically proven that exercise gets the jolly juices flowing and better yet, endorphins work as natural pain relievers.

And with this ultra small, super sleek camcorder in your possession, the power of time is in your hands. You can revisit your past, relive your memories and make time stand still. It has been said that good things come in small packages and the Cisco Flip video recorder is no exception.

To sustain a healthy body and happy mentality, the Elite Regatta 300 rowing machine from Elite Fitness can help you help yourself. Featuring a foldaway body, transport wheels for maximum convenience and a contoured polyurethane seat for comfort, this model will get your muscles warmed up while cooling you down with its resistance building fan wheel. The Elite Regatta 300 is a smooth operator, which means you can row your way to health central, any time, any day, anywhere.

Available: Order online at www.noelleeming.co.nz RRP: $279.99

Available: www.elitefitness.co.nz, phone 0800 2 GET FIT RRP: $799

The Cisco Flip Mino video recorder is your memory bank. As a master of producing unspoiled memories, it has made the impossible, possible.

Canterbury Today | May/June 2010 | 25

With more than 16 years experience in digital printing Phil Walding, director of Christchurch based company Labelman, believes the business is well resourced to deliver a cost and time effective solution for customers.

As a specialist in self-adhesive label production, Labelman is delivering a comprehensive range of labelling options through a range of printing and conversion capabilities.

Walding says the company’s primary focus is labels. “We are committed to delivering quality, cost effective solutions for your labelling requirements through innovative utilisation of the latest in digital technologies.”

Labelman’s flagship printing system incorporates a high-resolution, four colour process solvent ink printer, that is able to output in both sheet and roll formats. In order to deliver as comprehensive a product range as possible, Labelman’s printing and conversion capabilities also include thermal transfer spot colour printing of roll stocks and high-resolution four colour process laser printing of sheet stocks.

While Labelman is capable of enacting minor adjustments to digital artwork files, clients are requested to provide the company with completed design files. Labelman is more than happy to discuss your requirements and advise either you or your graphic designer on the best formats for files to forward through.

Files of up to 8m/b can usually be accepted via email and for larger files the company accepts CD and DVD or can provide you with an ftp address to directly upload your file to if you are familiar with doing so.

Labelman services Type - Solvent Ink: Suitable for high quality 4-colour (CMYK) text and graphics.

Result: Labels produced on this system are printed to the same graphical quality as continuous tone laser output, but are produced with solvent ink on mostly synthetic label stocks. Label size and shape is effectively unlimited and being synthetic, these labels are robust, waterproof and UV colourfast.

Through its utilisation of totally digital production methods, Labelman is unique in its ability to offer labels of this quality in short print runs and in roll format. Through the innovative combination of digital printing and roll conversion technologies, Labelman’s solvent ink system is able to offer clients a cost effective solution for short-tomedium volume print runs of graphic quality four colour process printed labels supplied either in sheets or on rolls.

26 rop | Canterbury Today | May/June Labelman ct101 OFP hb.indd 1 2010

Type - Laser Printing: Suitable for high quality 4-colour (CMYK) text and graphics.

Result: Labels produced on this system are available from a library of pre-cut matt paper stock as most synthetic media will not withstand the heat utilised in this method of printing. The base label colour is always white with full colour continuous tone coverage available within the CMYK colour gamut.

While these labels are paper and therefore not waterproof, splash-proofing protection can be provided with an additional finishing process. This system is suitable for clients looking for superior colour output albeit at a higher cost than thermal transfer printing.

Type - Thermal Printing: Suitable for printing text and half tone graphics either in monochrome or two spot colours, although registration of the separate colour passes is not tight enough to produce duotone quality graphics.

Result: Labels produced on this system are available from a library of pre-cut paper and synthetic stock with a range of label colours and ribbon colours available. The advantage of this system for clients is the relatively low production cost of labels which are delivered in rolls from small through to reasonably large volume print runs.

Clients wishing to contact Labelman are encouraged to do so via email to sales@labelman.co.nz in the first instance. Pricing queries are always responded to in a timely manner provided information detailing label size, media type and quantity is specified in the original request. Ideally, a low resolution image of the artwork should be attached to quote requests.

Contact Labelman today To assist with ensuring that all relevant information is provided, clients are encouraged to email Labelman via the quote request page on our website at www.labelman.co.nz.

Whenever possible, Labelman prefers to receive files in generic ‘eps’ format but files in ‘jpg’, ‘tif’ and ‘pdf’ are usually also acceptable. Where ‘pdf’ files or vector artwork files are involved, all fonts should first be converted to paths / curves / outlines and all layers should be flattened.

To simplify payment and thereby expedite shipping, Labelman provides a mail order merchant facility for both VISA and MasterCard and is therefore able to process credit card payment when duly authorized.

Labelman PO Box 37357 Halswell Christchurch 8025 T (03) 322 4042 F (03) 322 4042 E sales@labelman.co.nz

14/4/10 3:10:40 PM

hospo hospitality PUTTING THE

BACK INTO

“Cocktail is a stimulating liquor composed of spirits of any kind, sugar, water and bitters - it is vulgarly called a bittered sling and is supposed to be an excellent electioneering potion, inasmuch as it renders the heart stout and bold, at the same time that it fuddles the head. It is said, also to be of great use to a democratic candidate, because a person, having swallowed a glass of it, is ready to swallow anything else.”

It was 1806 when the word cocktail was used in print for the first time and in May of that same year in a New York publication, the word was defined for what was believed to be the very first time.

“Cocktail is a stimulating liquor composed of spirits of any kind, sugar, water and bitters - it is vulgarly called a bittered sling and is supposed to be an excellent electioneering potion, inasmuch as it renders the heart stout and bold, at the same time that it fuddles the head. It is said, also to be of great use to a democratic candidate, because a person, having swallowed a glass of it, is ready to swallow anything else.”

However, the art of mixing drinks to create flavour and texture extends much further back than this, with references in Shakespeare’s Hamlet of a mixture of egg, cream, dark ale, sugar and spices.

The bartenders, mixologists and alchemists of the past have gifted us with sumptuous libations that affirm and promote a youthful exuberance to life.

Because when do we feel more youthful and exuberant than when we are galivanting precariously around the dance floor with a cocktail in hand?

One of Christchurch’s best loved bars also has a historical relevance, much like the cocktail itself.

Zymergy Cafe and Wine Bar derives its name from a branch of chemistry which deals with wine making and brewing. The term, despite the name’s origins relating to the more traditional alcoholic beverages, has nevertheless tapped into a vein of interest in contemporary cocktails.

Nestled within the Christchurch business district overlooking the greenery of Victoria Square is Zymergy, an elegant and contemporary tapas and cocktail bar which is putting the hospo back into hospitality.

A vast array of beers from New Zealand’s most popular breweries, an extensive wine list and exceptional food make Zymergy one of Christchurch’s most exciting venues.

The stylised feel of Zymergy Cafe and Wine Bar is a pleasant change from the typical bar scene. Each element of the decor seems distinctly co-ordinated to create an upscale, downtown feel in a bar that is not just a bar, managing director Steve McGirr says.

“We take hospitality seriously. What we provide is so much more than a bar - it’s an experience. We have what we think is the most exquisite view in Christchurch, the best function venue around, terrace seating for 30 people sheltered from the southerly wind, warmth and comfort in a safe environment.

“We have fun with our customers. We take hospitality seriously, but not at the expense of fun.”

Zymergy certainly has pulling power, reflected in the myriad of clientele it draws for after work drinks, dining, birthdays, weddings and corporate events.

The list goes on for the range the stylishly modern venue can cater for. And its dining leaves nothing to be desired. Zymergy’s decor creates the feel of a stylish lounge bar; bright, and roomy, athough the extent of this spaciousness is not immediately obvious, with secluded areas for more intimate gatherings.

It’s a bit off the beaten track, nestled in near the corner of Armagh and Oxford Terrace, but what could be seen as a downfall for the owner, is clearly a positive for its clientele. The avoidance of the more raucous and disorderly side of a night on the tiles is much appreciated by the clientele who come back time and time again.

You don’t need a stampede of revellers to enjoy a night out and clearly the distinction has clearly been made with Zymergy

Zymergy Cafe and Wine Bar 90 Armagh Street, Christchurch T (03) 374 6026 E ots1@xtra.co.nz

Canterbury Today | May/June 2010 | 27

Innovation | The Way Forward

Dancing in the rain

By Jonathon Taylor

“If you do what you’ve always done, you’ll get what you always got.”

It’s an oldie, but a goodie and never a more pertinent word has been uttered when it comes to business. And as the shape, nature and arguably the rules of post recession business practice re-write themselves, Mark Twain’s words seem ever more pertinent.

Now while there’s said to be no such thing as a bad idea, there are a billion

and one ways to turn a good idea into road kill before it’s half way across the street.

Bright ideas aren’t the problem — realising them is.

This is where ‘innovation’ gets a bad rap, because many forget that big things come in small packages. It’s not all about Richard Branson and space tourism or Bill Gates and software; innovation for the average small to medium enterprise, is, in the main, about taking care of the little things. Little things which if left to their own devices can become liabilities.

It isn’t necessarily about doing new things, it’s about doing things a new way, as good ideas are overtaken by better ones.

Innovation in business is as much about questioning not just what you do, but how

you do it. The guiding principle is all about embracing change.

Failure to service operational reality will see any venture rusting on the side of the road as a thunderstorm of more efficient competitors breaks overhead.

While change for nothing more than change’s sake falls directly into the ‘if it ain’t broke, don’t fix it’ box, failing to evaluate where you can perform better, or operate more efficiently, makes it difficult to keep pace with the competition. The result is that doing nothing means you’re not only not moving forward, but actually moving backwards relative to others.

The key to keeping your wheels turning is marrying ideological flights of fancy with the realities of running a company. In real, practical terms, innovation is more than bright ideas; it’s as much about evolving systems and processes as it is about creating products and concepts.

Starting a company or launching a new concept is of course a burst of inspiration, but running this business or ensuring your concept gets off the ground is an exercise in pragmatism, where attention to detail and logistical logic are the vehicles delivering that entrepreneurial dream.

In order to help you embrace change of your own we look at innovation as a driver of growth, broadening our horizons, the mechanics of risk management and where to find help when that burst of inspiration arrives. Waiting for the storm to pass won’t work. It’s time to dance in the rain.

What’s the problem?

By Melinda Collins

New Zealand is ranked highly in international comparisons, from economic freedom through to ease of doing business. It also provides the ideal environment to foster a sound innovation ecosystem — at least on paper.

Robust technical, financial, commercial and legal support levels and vast organisational, social and marketing knowledge provide the basis for a strong innovation hub within our small, isolated economy. And it’s what we’ve always been known for, right?

Yet, in spite of a macro-economic and institutional framework ideal for fostering innovation, we are failing, and failing miserably.

Not only has the New Zealand Institute accused New Zealanders of not caring about the country’s “innovation eco-system” but a newly released report shows the true extent of our dismal innovation performance.

The Innovation Index of New Zealand is an interindustry, multi-indicator study measuring our innovation effort since 1998, published by IBM New Zealand and the University of Auckland.

The research looks at innovation across the whole of the aggregate New Zealand economy, as well as within 16 separate industry sectors, spanning both commercial and non-commercial.

And its contents are no less than astounding for many within the business community.

The research reveals that, while some industry sectors have performed reasonably well, New Zealand’s overall rate of innovation, an attribute we have become renowned for, has remained stagnant for almost a decade.

After rising 13 percent between 1998 and 2000,

28 | Canterbury Today | May/June 2010

the overall rate of innovation in New Zealand remained virtually flat for the next seven years before dropping sharply in 2008, almost certainly in response to the then-deepening economic recession.

IBM New Zealand managing director Jennifer Moxon says innovation performance is widely acknowledged as a key driver of economic growth.

“Given the critical role that innovation plays in creating wealth and prosperity, it is concerning that the rate of innovation in this country has been virtually stagnant for the last decade,” she says.

From an industry sector point of view, the strongest innovation performance came from the agriculture, forestry and fishing sector where the index more than doubled between 1998 and 2008 — the only sector where innovation activity consistently increased year on year.

throughout the past 10 years. Registered Master Builders Foundation CEO says construction companies shy away from being innovative as a result of the increased regulations stemming from the leaky homes syndrome. “They (construction companies) stay conservative to stop themselves being exposed to litigation or claims down the track.”

The industry’s hierarchical process doesn’t engender innovation and he suggests a holistic approach to curve its innovation results. For innovative elements to be injected into the process, architects, builders, tradesmen and homeowners need to collaborate ideas and concepts from a project’s inception and this represents the exception rather than the rule.

“Changing this culture and working smarter is what will drive innovation and productivity.”

But this finding came as no surprise to the researchers, University of Auckland Business School Associate Professor Basil Sharp says.

“Given that agriculture, forestry and fishing is responsible for more than half of New Zealand’s export income — by far the largest single export sector — we would expect to see greater than average investments in innovation in this sector.”

IBM New Zealand chief technologist Dougal Watt says it is time for New Zealand to prioritise innovation to secure a brighter future. “Innovation has the power to transform organisation, industries, even our whole country.

But, improving New Zealand’s innovation performance will not be simple or quick. It will require collective investment and long term commitment from many stakeholders, including industry bodies, research institutions, universities, business leaders, government policymakers and investors.

According to the index, the construction industry had the biggest innovation decline (15 percent)

“To drive meaningful change, this will have to be a truly collaborative effort.”

e L -

s p -

Innovation | The Way Forward

a - of faith

By Melinda Collins

We recognise courage as a quality of spirit that enables one to face danger without showing fear.

Some organisations have it. Some don’t. But how does courage play out in business?

University of Southern California professor Kathleen Reardon offered this insight via the Harvard Business Review in 2007. “In business, courage is really a special kind of calculated risk-taking. People who become good leaders have a greater than average willingness to make bold moves, but they strengthen their chances of success — and avoid career suicide — through careful deliberation and preparation.”

Despite all the preparation in the world, risk taking is not always what it’s cracked up to be.

On April 23, 1985 The Coca-Cola Company took arguably the biggest risk in the history of consumer goods, announcing the first formula change for the world’s most popular softdrink in 99 years. It promptly spawned extreme consumer angst. The ensuing public protests, boycotts and emptying of bottles in the street saw Coca-Cola promptly bin the whole idea, returning to the original formula just 79 days after the “new, improved” formula introduction.

But, as they say, nothing ventured is nothing gained and the late chairman and CEO at the time Roberto Goizueta, said the venture stands as testimony to the power of “taking intelligent risks”.

Risk management The act of creating a business is, essentially, a risk in itself. Then, once established, risk comes with the territory. Deciding not to take opportunities and not look for new ways of doing business can be a greater risk than doing so. Fact is, all businesses face risks — it’s how you manage them which ensures corporate survival; making risk management, rather than the act of risk taking, the prerequisite of business success.

Risk management is not about either taking or avoiding risks, according to New Zealand Society for Risk Management executive Steve Vaughan. It involves taking appropriate actions relating to risks to ensure your business can achieve its goals — quite simply, it is taking risks, but assessing the risk involved and acting accordingly.

“Risk management is systematically identifying what you want to achieve, working out what might affect that, how likely it is and deciding what systems and protocols to put in place to address those situations,” Vaughan says.

“Good risk management requires two way communication with those affected and continually monitoring what is going on.”

schedule, designed to keep costs and, therefore, airfares low. “A number of things, weather, mechanical problems etc, caused delays which meant late and cancelled flights and unhappy passengers. Jetstar did not have spare aircraft to fill the gaps so passenger backlash got worse.

“Finally Jetstar was forced to take a number of steps including offering compensation and a Jetstar customer guarantee.

“The question is, did Jetstar identify and assess these risks before they launched? Did it have the communication with customers to make them aware that a trade off for really cheap fares was the possibility of delay? Were the steps Jetstar took already set up as part of its risk management, or was it invented ‘on the fly’?”

Once you have identified and understood the risk, you can decide whether or not it is necessary to act, develop a strategy for action and decide the right time to strike, which is determined by the scenario. Acting unnecessarily may result in wasted time and cost when risks are not pertinent.

 Improved information for decision making  Enhanced reputation  Director protection  Better accountability and improved governance  Better health and safety.

The key, he says, is not to treat risk management as an add on but to wire it into the organisation’s management. “The process of risk management can be described in one paragraph but doing it successfully requires discipline and skill.”

Key steps to achieve solid risk management:  Be clear about your objectives and write them down  Understand the context you are working in, including your capabilities, your stakeholders, regulatory requirements and financial requirements  Work out who you need to communicate with and how you are going to do it and do it

Vaughan also points out that most organisations manage risks in some way or another. “It’s just if they don’t do it systematically, they are not likely to get the benefits from it.” And the benefits, he adds, are diverse.

 Using your objectives, systematically identify risks

Risk management benefits include:

 Assess those risks

 Fewer surprises  The ability to see and exploit opportunities

 Decide which ones need treatment and do so

Well, that’s debatable. What isn’t debatable is the power of strategic risk taking — witnessed by the launch of cut-price airline Jetstar and evidenced by the daring launch of New Zealand’s Two Degrees mobile network, with its $250 million price tag.

Had Coca-Cola identified public backlash as a risk when developing the new formula, it could have assessed the risk and worked out a way of dealing with it. A sound risk management process would have seen the company actively monitoring for early signs of public backlash, allowing for a back up plan (or to ditch the venture entirely) and the company would have had no sudden surprises.

 Improved planning, performance and effectiveness of the business

 Monitor to make sure the treatments are happening.

 Improved efficiency (by focussing effort on the risks that really matter)

While it takes courage to make the first move, how you manage the risk is essential.

The launch of Jetstar is another prime example, with its low number of planes and tight

 Improved relationships with stakeholders (a result of effective risk communication)

Most importantly, he says, get expert help if you need it. The society has a list of consultants available on its website www.risksociety.org.nz

Canterbury Today | May/June 2010 | 29

An economic

Innovation | The Way Forward

engine room

By Sandy Galland

New Zealand sits in the bottom quartile of the OECD in productivity, GDP per capita and personal wealth. Yet, in some areas, we are near the leading edge — our higher education levels sitting well above the average.

The productivity puzzle is complex; on one hand we are a model of good policy and practice, we’re well trusted in our business dealings, yet the wealth discrepancy between us and many of our neighbours is growing.

More accurately our neighbours’ wealth and economies are growing and we are sitting stagnant, if not falling backwards.

Our geography adds to the issues we face. We are the most isolated of the OECD countries, making global integration challenging but even more necessary. No one disputes the vital role increased exports play in raising our wealth and productivity, but what is holding us back?

Again, no one disputes there are three key areas we need to work on to raise our rankings; infrastructure, human capital and innovation.

When it comes to the last two, The Icehouse is doing its bit, growing determined entrepreneurs and their businesses. CEO Andy Hamilton believes the biggest barrier to growth is our lack of confidence.

“People need to believe they can actually do it and they can be competitive globally. From what I have seen, once people become confident, then all of a sudden they realise they can grow a business into America, or into Asia or Europe or Australia.

30 | Canterbury Today | May/June 2010

“It appears we have taken our eye off the ball and ultimately we have lost pace with many other countries around the world,” he says.

Hamilton echoes the sentiments of many on increased productivity. “Nobody else is going to get us their, except our businesses and our people. So providing the environment to support them to be successful is fundamental. No matter how much we simplify regulation, or how much we simplify the government sector, that on its own will not be enough to really get us to the top of the OECD. “Fundamentally as a country — everybody knows we lack scale so we need government interventions or activity to enhance this fact — not worsen it. We need more focus around a centrally planned economy.

“All I mean is we just can’t have, in my view, so many repetitions of resources across New Zealand — with lots of water companies, and lots of electricity companies and lots of economic development authorities. We have just got to find a way to be more effective with that scarce dollar we have.”

Productivity Commission

It appears the Government is changing its approach to our productivity issues with the announcement that a Productivity Commission, based on the successful Australian model, is to be established.

While specific details are not available (at the time of writing), Finance Minster Bill English’s office says it will support “the goals of higher productivity growth across the economy and improvements in the quality of regulation”.

Meanwhile, Prime Minister John Key says the commission would be mostly focused on the public sector, suggesting it will play a role in looming reforms.

Motivation is an internal thing... and from motivation comes innovation It is a move long campaigned for by the Wellington Regional Chamber of Commerce and one, chief executive Charles Finny, is very happy to see. “A significant improvement in productivity growth is necessary to secure better economic growth for New Zealand. A Productivity Commission with that outcome as its focus will make a welcome contribution.”

Finney adds such an organisation should cover the economy as a whole, as well as the public sector. “Australia has a much better productivity record than New Zealand and the Chamber has been enormously impressed by the work of the Australian Productivity Commission and we are pleased that the new New Zealand entity is expected to be based on that.”

Innovation

In the meantime, innovation is an area where individual businesses can focus their attention.

OECD secretary general Angel Gurría says innovation in business is key to raising productivity. “To allow firms to innovate, governments must be vigilant about barriers to entrepreneurship and the growth of small firms; foster enhanced access to venture capital; and establish the right incentives for firms to undertake R&D. “More productivity enhancing business investment also depends on boosting household financial savings, which is important for deeper capital markets, less dependence on foreign savings, lower real interest rates and greater exchange rate stability.”

Hamilton believes every business can improve its own innovation. However, if there is one lesson we have learnt over the years, it is that you can’t motivate people, he says. “Motivation is an internal thing.”

And from motivation comes innovation. He reminisces about the education system. “There wasn’t encouragement to be entrepreneurial, but I see the way kids are going through school now and through university, they are certainly encouraged to be more creative and innovative and set up businesses. That’s fantastic.”

Back to the here and now of business — what can you do to raise innovation and productivity among your team? “As a business owner you don’t think of it in terms of productivity or innovation, you just think about what resources are at your disposal and how do you go out and please your customer. How do you get more customers and make more money and contribute to society more?”

Face the brutal facts, he says. “Be very honest with yourself about your own strengths and weaknesses and how you can create the environment for your team to really grow themselves and their contribution.”

Ask yourself — what are the small things that I can do that give me more time in my day? Do I need to invest in my technology?

“It’s all small steps — how can you improve productivity through technology, how can you grow your existing customers, as opposed to necessarily getting new customers. These small things will help get you further ahead.”

Innovation | The Way Forward

Broadening your

By Kate Pierson

horizons

While the expression ‘the grass is greener on the other side’ is a metaphorical proverb used to describe peoples’ instinctive desire for wanting what they don’t have; its ulterior meaning is pertinent when applying it to the subject of broadening your business horizons.

It’s not so much that offshore companies and business brains seem to always have what we don’t, but more that their industries and international experts can give us more of what we need to feed our own markets and economy — innovative attitude.

By exploring and learning from international markets and leaders, you can grow your innovation and therefore grow your potential profitability, meaning our financial landscape will be greener for it.

According to a collaborative survey between IBM and the University of Auckland, our innovative heartbeat in New Zealand is flatlining. Evaluating the research and development that drives innovation in New Zealand and how this is translated into products, the index indicated that innovation was on the rise between 1998 and 2000 before stagnating for seven years and falling in 2008.

The innovation index has garnered mixed responses with many industry experts questioning its validity. These same experts also maintain that the concept of broadening business horizons is not just about innovation, but also building offshore business relationships to make the most of what we already have.

Follow the leader We are taught the game of follow the leader as children, not in the hope we will always assume a position of subordination, but so we may learn to accept guidance and how to be led by others when we recognise a time in which their assistance will be of great value to us.

And while most strive for professional independence and aspire to dress their businesses with their own identity, deriving knowledge from other industries and experts and applying it to our own businesses, is essential for organisational growth and development.

It’s not about modelling your business on international conglomerates or seeking to

community per capita. Making connections with these people and applying their global experience here means we can identify specific needs and validate our services and products.”

We have the second largest expatriate community per capita... making connections with these people and applying their global experience means we can... validate our services and products. achieve a market monopoly. You can retain your business identity and preserve the fundamental characteristics of your operation, while reinvigorating any areas which are lacking in innovative essence or could be furthered by the application of offshore intelligence.

Foundation for Research, Science and Technology (FRST) investment services manager, Hamish Campbell says the proposition that innovation is flatlining conflicts with what the organisation has observed in its operation. As a complete contrast to the index’s revelations, FRST has seen a maturation of innovative research and development (R&D) in New Zealand. Campbell says the foundation has worked with various business to accelerate growth through innovation and R&D and from FRST’s perspective, recognition about the importance of innovative practises is progressively on the rise.

But while there are some New Zealand businesses who are placing significant emphasis on developing innovative services and products

through R&D, Campbell concedes that in the context of our standing in the OECD, New Zealand businesses as a collective, have yet to gain real momentum in this area.

“We need to lift our game in the quantum of investment. To succeed on the international scale, R&D is essential, but are there enough New Zealand businesses doing this? Probably not. And until we out-think and keep pace with offshore businesses in the same industries, we will always be behind the eightball.”

Campbell says that to operate and compete in a global marketplace, New Zealand businesses need to understand global markets and trends and part of this is looking at offshore industries.

“We can’t succeed by just looking at activity onshore. We need to participate in a global marketplace by looking offshore for ideas and through utilising existing offshore networks and associations.

“There is an estimated one million New Zealanders living outside of our country, which means we have the second largest expatriate

FRST offers a Global Expert service which utilises a network of more than 20,000 New Zealand and international experts from leading universities, research institutions and companies around the world. From concept through to commercialisation, Global Expert can help evaluate ideas, accelerate product development and inform business decisions. Onshore and offshore experts will offer validations on new technologies, assess market opportunities and solve technical challenges. For a small fee, New Zealand businesses can connect with the international market and ultimately, broaden their business horizons.

Canterbury Employers’ Chamber of Commerce chief executive Peter Townsend also acknowledges the value of importing offshore inspiration and applying it to our businesses here. He too challenges the idea that innovation is flatlining in New Zealand. “We are very innovative people, but we are often poor in our implementation of innovation. We have good concepts but we are yet to convert these concepts through implementation into good business activity,” Townsend says He explains that trepidation, risk aversion and being ‘too comfortable’ are all common hindrances, although we should never understate our innovative expertise. Instead, seeking offshore inspiration should be more about the processes for implementing innovation than finding innovative ideas.

“Of course it is a good idea to bring innovative ideas from offshore. Certainly in my work I’ve seen this happen many times and even more so in reverse, whereby offshore markets are taking on New Zealand ideas. But more significantly, we should look offshore to build up relationships we can can learn from. Having offshore relationships means we can learn about cultural differences and market expectations — these are much more significant factors for us.”

Developing innovation is only the start, because broadening your business horizons is also about learning to speak new business languages and opening your mind to new professional possibilities offered both here and abroad.

For more information on FRST and Global Expert go to www.frst.govt.nz To contact the Canterbury Employers’ Chamber of Commerce go to www.cecc.org.nz

Canterbury Today | May/June 2010 | 31

Innovation | The Way Forward

Bright

ideas

By Kate Pierson

While it would be great if life imitated art when it comes to sensing danger or smelling success, the reality is, we need to learn to see and read the signs ourselves. Because unlike fictional characters that inhabit the world of animation, we don’t see or hear warning bells as we approach a danger zone. And our alter-ego won’t appear over our right shoulder to whisper words of wisdom in our ear.

In life, our behaviour and actions are often directed or governed by the signs of social and legal law. Through trial and error, our observations of others and the social education we receive, we learn what behaviour is expected of us when we see these signs. And much like our interpretation and identification of these day to day signs, we need to learn to read specific signs when we are travelling down the commercial highway.

Trouble is, sometimes we don’t know what we should be looking for and because these signs do not assume the shape of tangible red or green lights or STOP signs, they may not attract our attention.

But learning to spot the ‘accelerate, slow down or break’ signals is critical when you are looking to invest time, resource and energy into a new project.

Because while your innovative idea may be a novel one, it doesn’t mean it has market potential.

Stop, look and listen Bringing innovation to life is a game of two parts. First and foremost, it is about conceptualising a market-specific product, service or technology that is scalable.

PowerHouse venture partner and technology entrepreneur Jane Hill knows all about this, as well as the ins and outs of the innovation game.

Hill has been working in venture development for the last five years, advising start-up businesses. She started at the Canterbury Innovation Incubator at powerHouse in 2004 — an organisation that specialises in venture creation and venture development. This hands-on experience, in conjunction with the knowledge she gained from developing her own software start-up in 2000, has educated Hill on the language of commercial signs.

Hills says that in pursuit of innovative success, the first step for entrepreneurs is to ensure their idea is the best it can be. “To do this, entrepreneurs need to truly understand how customers will value their proposed solution.

They should aim to increase customer satisfaction on dimensions that are important to them and know how businesses conduct their operation currently as well as talking to plenty of potential customers.”

Heads up: Danger ahead

She adds that finding a low risk market segment to start with, validating this market, as well as conducting customer trials, bringing in advisers and learning how to synthesise the information given by these advisers, are also fundamental factors. Once a concept with real market potential has been formulated, the next step on the business path is to stop, look and listen.

It’s a cardinal rule for human existence; an age-old method of protecting ourselves against imminent danger.

 No interest from customers; if you are

The same rule applies in business. Before leaping, it is important to take a moment and reflect on your surroundings and any potential signs of danger within it. It is about identifying signs that something is amiss, or that success is on the radar.

 If you have developed something which is

Hill discusses some key warning signs that an idea or technology may not evolve past the preliminary stage of development as well as discussing signals for success.

32 | Canterbury Today | May/June 2010

Whether you’ve invented a whole new widget or have come up with another way to breathe new life into an old idea, it pays to take a measured approach to assessing its potential... unable to find interested trial customers at a very early stage

 If you have to spend a large amount of money or time before you believe you can present the concept to a customer, this could be a major issue

 If the idea or technology is high risk for your potential customers, this can present a constraint in conflict with current industry trends.

Hold on: Success is in reach  When you see market trends that are

comparable with your product or service, are gaining momentum

 When you are delivering a solution that customers are prepared to pay for

 Industry leaders confirm the value proposition

 Customer satisfaction is being voiced  Interest from investors is evident.

While the simplicity of these signs can detract from their critical importance, recognising them is essential. Because often, that which is deemed too simplistic to be of any relevance, is what can make or break an idea.

It’s about having business intuition minus the superstition. Because having business intuition is not akin with relying solely on your gut instinct for answers, or trying to forecast or predict a result.

It is about being wide eyed and open eared to the signs which will inform a result.

Signs can spell out danger or give you the injection of motivation you need if selfarticulated doubt is clouding your ability to see that success is on the horizon.

Innovation | The Way Forward

Getting your baby

incubated

By Sandy Galland

New Zealand’s incubator industry has come of age and is gearing itself to deliver the next wave of high growth companies, with many incubator residents enjoying tremendous international success.

A start-up business’s survival rate is increased from 35 percent to 87 percent if it works in an incubator, according to American statistics.

Incubators New Zealand, a national umbrella body for the sector, agrees with this statistic however, chairman Jonathan Kirkpatrick says local incubators should focus on growth, not just survival.

“If you focus hard on and achieve growth, survival will be a by-product of that.”

And growth is alive and well in our incubation sector, he says. While the data for the financial year ending 2010 is yet to come in, Kirkpatrick says the 2009 figures show regional incubators had an estimated economic impact of $417 million last year and now employ around 1000 people nationwide.

Last year 120 companies were in incubators and another 177 businesses had graduated from one in the last five years. Kirkpatrick says currently there are close to 200 companies in incubation.

The data shows the graduated companies now average $1.1 million in annual revenues with 44 percent of revenue coming from exports.

These graduated companies have raised almost $30 million in capital to date with the current incubated companies having secured another $9 million. “The data also shows our graduating companies now average over 10 staff. This places them among elite company as only 6.5 percent of New Zealand firms employ greater than 10 employees,” he adds.

“This research showed that incubators provide up to 20 times more jobs than community infrastructure projects. That doesn’t mean that investment in roading, schools or telecommunications shouldn’t happen but rather that investment in our country’s entrepreneurial support infrastructure is also vitally important.

We need to leverage this investment to generate new jobs and help people start their own high-growth businesses,” he says.

Incubators New Zealand represents business and technology incubators from throughout the country. These incubators assist and encourage high-growth start-ups to achieve full potential by providing them with expertise, networks, tools and access to capital.

Kirkpatrick says the three most powerful tools an incubator can offer a passionate entrepreneur are:

 Assistance to someone who is most often

technically capable but not particularly business savvy and might not understand fully what it takes to grow a business

 Establish where the technology the

entrepreneur has developed can be used in the marketplace. Finding the best market pull and converting the technology into a product is critical

 Introducing entrepreneurs to potential

investors and helping them to articulate their value proposition.

Kirkpatrick describes the role of an incubator as an environment which will minimise the need for luck.

“There is always a bit of luck involved in business, but we like to remove a lot of this by putting everything in context. We can introduce businesses to the right people, the right customer and the right investor at the right time and the right place. Hopefully we can ensure any piece of bad luck which might come along is not the end of the road.” However, paramount in all this is the passion of the entrepreneur.

“This is what will drive everything.”

So who will an incubator accept into its nurturing embrace? While each will have slightly different criteria, the fundamental attributes include having attractive intellectual property and serious growth potential. And of course, in a New Zealand context, this means serious export potential.

Unlike the traditional business growth model where you might grow and establish your business locally first, incubators will help

entrepreneurs get to international markets quickly. “With so much of what we are creating, you have to move quickly or you are too late.”

Case Studies RPM Retail

John Saywell was one of those entrepreneurs who had a great idea, but little else other that the passion, dream and dedication. He entered his business plan in a competition and earned himself a place at the Canterbury Innovation Incubator (Cii) in 2002.

His dream was to bring to the market his computer programme which delivers plain English advice to retail chains to help motivate branches to improve business performance.

“One of the first things Cii did for us was help raise our expectations.” Saywell says aiming high is an important step. The next few years under the wing of the incubator saw the dream become reality. A company was formed, the plan fully detailed, partners formalised, investment sought (and found).

Shapeshifter The ball was set in motion and Saywell knows without the incubator, his company might never have made it off the ground — certainly it wouldn’t be the success it is today.

Hamish Dean also had a great idea, one he explored in-depth in his PhD research. In 2003 he entered Cii and the idea began to take shape.

“I didn’t know about business. I didn’t know you could get investment. I would have run out of money before I had a product to sell,” he says.

Eight years in and he says Cii was “the safety zone enabling us to produce and develop the prototype and go through the entire R&D process without failing, because at the time we still had nothing to sell. Our product is a world leader in what it does. The hard part is going into international markets with credibility, capital and experience.”

His product, a software package for the clothing sector which reduces the amount of fabric used when cutting the parts from cloth, has been sold to clients in 25 countries. “I would never have made it on my own. I didn’t understand the complexities of business and just how difficult things were. The incubator provided a good environment to grow and learn.”

However, eight years since the seed of an idea started growing, Saywell and his team have developed a robust business and he is confident the future is bright.

While the process took longer than Dean expected, he says the company has gone further than he ever anticipated. “We were aiming to get 10 customers. We now have over 300.”

Canterbury Today | May/June 2010 | 33

Ashburton - Captor area being installed for a Next Energy Geothermal Home Heating System

Canterbury based Next Energy Ltd is successfully delivering an affordable Geothermal home and hot water heating solution to New Zealand. The company’s new website, www.nextenergy.co.nz is a great resource for anyone who wants to learn more about Geothermal, as well as dispelling some of the inevitable myths and showcasing their growing installations.

Says Next Energy’s MD, Dave Arrowsmith, “In NZ there is significant confusion about Geothermal heating, many are under the misconception that it relates to heat from thermal hot springs and therefore only available in those areas. Geothermal heating is actually available in most areas of the country, the main criteria is having access to an area of land that can be used for the captor field.”

Latent low temperature heat all around us So when you think Next Energy Geothermal, don’t think geysers, think latent low temperature heat that is in the ground all around us, unused but accessible wherever we live in New Zealand.Or visit the Fast Facts section of the Next Energy website which sums things up nicely. Did you know for instance that?

Geothermal literally means ‘heat from the earth’ and comes from the Greek ‘geo’ meaning earth and ‘thermos’ meaning heat.

Wanaka - Captor area being installed for a Next Energy Geothermal Hot Water System

Kaikoura - Captor area being installed for a Next Energy Geothermal Home Heating System

And Next Energy’s solutions use a minimal amount of energy to capture this free natural energy, (3 to 4 times less than traditional diesel and gas systems), not just kind on the environment but also kind on your pocket! And as the owner of the land you own the energy source, future proofing against escalating power costs.

Sounds great what do you need?

Geothermal systems are made up of three essential components; a ground loop system or Captor Field to capture the heat from ground, a ground source heat pump to force the heat transfer and a heating system, (such as in floor heating), to distribute heat.

Focus on Energy Efficiency Next Energy supply a complete turn-key service from initial advice to full heating design, installation and servicing. All components are chosen for their Energy Efficiency, a real philosophy behind the company. Says Dave “We want to ensure our clients get the most energy efficient system available. We see this as a major differentiator from competitors.”

Kiwi owned Next Energy is part of the Enersave Group that has been keeping NZ homes warm since 1996.

Next Energy was established with the aim of providing an affordable Geothermal solution ideally suited to New Zealand.

“We took our time sourcing the right solution and we are extremely happy with our choice. It’s proven in Europe and we will push for industry standards to ensure everyone is offering a similar high quality.”

Or that the soil is a living system that contains massive amounts of energy that is constantly being replenished from sunlight and rain that fall upon its surface, even if the temperature in the air outside is -5oC, a metre underground the earth can still be warm at +10oC and this remains constant, year round, regardless of the weather.

Next Energy pride themselves on being the specialists in the market and have already established good relationships with the Architectural Community, many of whom provide testimonials on the new website. There is also a Next Register of Architects for those who want to find an architect with Geothermal experience.

The perfect contribution to sustainable living From an environmental perspective Next Energy Geothermal is obviously important; the latent heat the systems capture is essentially clean, safe, and natural and presents an unlimited energy supply, offering the perfect contribution to sustainable living.

Sizeable reference portfolio Continues Dave, “Even though the product was proven in harsher climates than ours, there was scepticism when we started back in 2007. We now have a sizeable reference portfolio that proves our systems work here and in some of the harshest conditions – for instance Manuka Point,

a High Country lodge where last winter temperatures dropped to -15°C. We are also receiving increased interest from Central Otago, with systems installed and others underway, the area also experiences colder winters and heating solutions need to be proven and capable.

Interestingly many of the enquiries are also coming from foreign settlers who know the advantages of Geothermal from their home markets.”

TV programmes like Grand Designs which often feature advanced solutions like Geothermal are also adding to awareness and interest. A visit to the testimonial section of the Next Energy website highlights those already enjoying the comfort and benefits of Geothermal Home Heating and Hot Water Solutions.

A renewable solution that works irrespective of weather Next Energy Hot Water Solutions are capable of supplying 60°C of hot water whilst reducing power consumption by approx 60%. The system uses a purpose designed 300 Litre mains pressure cylinder without the need for boost elements; a significant advantage over other renewable solutions, like solar, as it works irrespective of the weather.

Again the main criteria for successful installation of the Hot Water system is access to an area for the captor field, which should in this instance be approx 35 m2.

Importantly captors cannot be buried under concrete driveways but need to be buried where ground can be replenished with energy from sun and rain.

But wait a minute, I hear you ask, before I get too excited about doing my bit for the environment and saving money, how much is it going to cost to dig a great big trench in my garden? This is another misconception that the Next team are keen to dispel – Next Energy captors are installed to a shallow depth of approx 50cm, which is significantly shallower than any other system currently available in NZ. You can even see a time lapse video of one being installed on the website.

So next time you want to find out more about Geothermal you’ll know to visit the Next Energy website – that’s www.nextenergy.co.nz – pretty easy to remember and well worth a visit.

Geothermal Unit Energy efficient manifolds

Next Energy Ltd Unit 10, Midway Business Park 303 Blenheim Road, Christchurch T (03) 341 7711 Freephone 0800 RENEWABLE 0800 736 362 253 E info@nextenergy.co.nz www.nextenergy.co.nz

34 | Canterbury Today | May/June 2010

SB

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SB Law is a refreshingly relaxed law firm that adopts a problem solving rather than adversarial approach to legal issues but will engage in litigation options when necessary.

It is SB Law’s view that a stifling formal environment is a barrier to getting good information, so employees work hard to relax you and build mutual trust by offering a friendly, welcoming atmosphere and professional service.

SB Law adopts the maxim: If it turns to custard we are here to help!

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EMPLOYMENT LAW SB Law is happy to represent employers and employees. SB Law will help you identify your legal obligations and understand employment law so you can apply it to the operation of your business.

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CONVEYANCING (buying or selling a property) SB Law helps clients through each stage of the house selling and buying process by explaining all the various obligations and decisions you may need to make, including: Checking the sale and purchase agreement before you sign to make sure it covers all the necessary conditions

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EDUCATION LAW SB Law has a comprehensive first hand knowledge and practical understanding of the New Zealand early childhood, school and tertiary sectors and can tailor legal solutions which are applicable to the professional environment in which employers and employees operate.

SB Law can help with: All employment related issues

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Canterbury Today | May/June 2010 | 35

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36 | Canterbury Today | May/June 2010

Solutions | Ocean Outfall Pipeline Project

Working on t he

While it could not be defined as the most glamorous civic makeover, the Ocean Outfall Pipeline Project has all the qualities of a strategic, revolutionary and innovative construction milestone.

Progress on the Ocean Outfall Pipeline project has been challenging and a credit to all parties involved.

One shining example is the new pumping station at the water treatment plant, taking just two years to complete

A super civil team made up of the Christchurch City Council, McConnell Dowell Constructors, Downer EDi and a tunnelling machine dubbed Dora the Bora, united their professional forces to dedicate world-class workmanship, experience and expertise to its development.

The project began in October 2003, when Environment Canterbury granted the city council a six-year resource consent.

Feature continues on next page >>

URS iS pRoUd to have

pRovided ChRiStChURCh with waStewateR SolUtionS SinCe 1998 Options Studies Assessment of Environmental Effects

Geotechnical Investigations Hydraulic Design Microtunnel and Outfall Design

Contract Documentation

Construction Supervision

‘Creating Tomorrow’s Solutions Today’ Canterbury Today | May/June 2010 | 37

Solutions | Ocean Outfall Pipeline Project

February 07 – sheet piling fo r excavation completed

commencement November 06 – central pier As the longest ocean outfall built in New Zealand to date, the $87.2 million project serves approximately 150,000 households connected to the city’s wastewater system and Christchurch’s Wastewater Treatment Plant, which is where the treatment process takes place.

The Ocean Outfall Pipeline consists of a new pumping station which has been constructed on the edge of an oxidation pond at the Christchurch Wastewater Treatment Plant. A 5km underground pipeline has been built to take treated wastewater from the pump station under the Avon-Heathcote estuary, through the South New Brighton Spit and sand dunes and then three kilometres out to sea.

Christchurch City Council The city council has used its green fingers to shape a project of lengthy proportions. The three kilometre length Ocean Outfall Pipeline was a response to Environment Canterbury’s request for a new approach to discharging treated and UV disinfected wastewater in Chrischurch. As the biggest construction project this civic body has undertaken to date, CCC city water and waste manager Mark Christison explains the process.

January 07 – coffer dam in place and dewatering complete “When the Resource Management Act (RMA) came in, councils across the country were given time to address options for the treatment and discharge of wastewater into the local environment. For the CCC, this meant specifying the best path forward.

“When the council agreed to consents to discharge to the ocean, the consents laid down parameters for the design and delivery of the Ocean Outfall Pipeline. At the same time the Ocean Outfall Pipeline Project was under development, a major upgrade of the Christchurch Wastewater Treatment Plant was taking place at Bromley.”

Christison says the design innovation latitude of the project methodology was not vast, although options were presented to constructors which then gave them an opportunity to bring additional ideas to the table. “Through the early workshops we participated in, the city decided which design solutions to put to the construction market but we left the door open for constructors to bring innovation into the construction and delivery of the project.”

Christison credits how well the project teams united their construction forces to work together

on the project in an integrated effort. Despite what he describes as some “pretty challenging issues,” McConnell Dowell and Downer rose to these challenges, were open in their communication and looked for good solutions within the appropriate commercial context.

. Well point d e ll a t s in s p o r ilings and p April 07 – Wnader way dewatering u

Christison concedes one of the most important tasks during this project was allocating risk to the parties who could manage it. Therefore, early risk identification and communication was critical to successful management of the project risks.

While it is no secret the project did not meet the forecasted time deadline, Christison says it is important to acknowledge that the marine section of the project, which pushed the completion date out by 18 months, was a task of immeasurable difficulty. Despite the extensive marine experience of the McConnell Dowell team, the unpredictable weather and subsequent poor visibility for the divers made this aspect of the project difficult for all involved.

Although deadline was not achieved on time, Christison says the fact that the project was completed under budget and at no additional cost to the rate payer, are important achievements to take into consideration. “Also, for McConnell Dowell to have stuck at this marine project for an additional 18 months is real dedication.”

While McConnell Dowell was granted a time extension due to unforeseen delays associated with weather, the company undertook this work without further financial compensation.

And although this was a stipulation in their contractual agreement, Christison says it was a considerable point of commendation.

From his own personal perspective, Christison says he considers the Ocean Outfall Pipeline Project to be a great project in his professional career. “It is a step towards preserving the estuary and the coastal environment and a big step forward for Christchurch.”

Christchurch City Council PO Box 237 Christchurch T (03) 941 6419 F (03) 941 8786 E info@ccc.govt.nz www.ccc.govt.nz

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Solutions | Ocean Outfall Pipeline Project

valve May 07 – Excavation for pt point chanber 2 and TBM rece ion May 07 – Exc avation below t he wailings and props Going the distance

New Zealand’s industries have long formulated strategies to overcome the tyranny of distance imposed on them due to our country’s geographic location. But for infrastructure industry leaders McConnell Dowell Constructors, its professional objective was quite the opposite when it was commissioned by the CCC for the Ocean Outfall Pipeline project. Its mission was to create distance.

In the pursuit of a sustainable living environment and the preservation of Canterbury’s unique organic environment, McConnell Dowell dedicated a 120 strong workforce to the mission.

As the independent contractor selected for the pipeline construction in the CCC Ocean Outfall Project, the company participated in a competitive tender for the contract.

Pre-selected by the CCC among several other joint-venture candidates, McConnell Dowell’s acquisition of this contract could not be narrowed down to any one factor.

Because if it was not McConnell Dowell’s longstanding reputation or expertise in this area that earned the company its place in the project, its selection was likely to do with the strategic methodology it formulated for the onshore section of the pipeline.

Unlike many civic procurers who present tenders with prescriptive methodologies, the CCC presented various project completion options to the prospective candidates. McConnell Dowell project manager Ian Campbell says it was it was not only McConnell Dowell’s background and experience which made the company’s tender so attractive, but also the minimum disruption tunnelling methodology it presented for consideration. The process of microtunnelling was used to construct the 2.3 kilometre

July 07 – structural work commences on wet walls

land-based section of the pipeline. Reinforced concrete pipes with an internal diameter of 1.8 metres were jacked in behind a microtunnel boring machine, to form the pipeline ranging from eight to 18 metres below ground.

The 50 tonne microtunnel boring machine (MTBM) utilised in the Ocean Outfall Project was specially designed, manufactured in Germany and shipped to Christchurch for the project. It was christened ‘Dora the Bora’ by children at South Brighton School. Painted in Canterbury colours, Dora can operate 24 hours a day, seven days a week. When it is operating at full capacity, 15 metres of pipeline is constructed per day, depending on ground conditions.

Tunnel characteristics Tunnel one:  Runs from South Brighton Park under the estuary to the edge of the oxidation pond  875 metres long and believed to be the longest single drive of this diameter in the southern hemisphere  The jacking shaft at South New Brighton Park was 14 metres in diameter and 12m deep.

August 07 – wet walls cast, up to 1.9m thick Tunnel two:  Runs under Jellicoe Street from South New Brighton Park to a shaft constructed in the sand dunes, opposite the end of Jellicoe Street between Marine Parade and South Brighton beach  This tunnel is 600 metres long  When the tunneling machine completed this tunnel it continued to the start of tunnel three. The jacking frame was relocated behind it, from the park shaft to the dune shaft.

Tunnel three:  Runs from the shaft in the sand dunes under the New Brighton beach and out to sea to a point around 500 metres off-shore beyond the surf zone where the water is eight metres deep.  This tunnel is 830 metres long  Dora the Bora was retrieved from this location approximately 6 metres deep in the seabed. The tunnel three pipeline was then connected to the marine section of the pipeline which continues out to a point three kilometres off-shore.

Feature continues on next page >>

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Canterbury Today | May/June 2010 | 39

Solutions | Ocean Outfall Pipeline Project

February 08 – GRP pip and manifold installed e

kes shape.

December 07 – structure ta The sea-based pipeline Made from light, tough plastic (HDPE), with an outer diameter of 1.8 metres and a wall thickness of 70 millimetres, the marine pipeline was created in 12 metre lengths.

At Naval Point in Lyttelton, these lengths of pipe were joined together to produce seven 360 metre long pipe strings.

These pipe strings were then fitted with 16 tonne ballast weights that were pressure tested and set 6.75 metres apart, before being individually floated across the harbour and sunk temporarily at Diamond Harbour. The total weight of each pipe string on land was approximately 1100 tonnes.

Between summer 2007, through 2008 and autumn 2009, these strings were re-floated from Diamond Harbour before they were towed to the outfall site and sunk in a dredged trench in the seabed. Once these strings were sunk and then connected to each other, the trench was backfilled to bury the pipeline at least two metres below the seabed.

The 390 metre long diffuser section of the marine pipeline, located three kilometres from the beach, has a series of 13 smaller (600mm) vertical pipes name ‘risers’ that extend up to the seabed. Once the diffuser pipe string was sunk during this project, diffuser protection structures were then fitted over them. Eight duckbill valves have been spaced around the upper part of each structure to ensure that treated water can be rapidly mixed with ocean water.

get the pipe in and get the joint made without the trench closing over again.

January 08 – GRP pipe installation and backfill around valve chamber 2 Team McConnell Dowell As a Canterbury native, McConnell Dowell project director Ian Campbell became an asset to the company about 10 years ago. He has worked for the business in varying capacities in American Samoa, Taiwan, New Caledonia and Australia. After returning to his Canterbury grassroots about six years ago, Campbell maintained his ties with the company and has been representing McConnell Dowell in the South Island ever since.

Leading a team of up to 120 people in the Ocean Outfall Pipeline Project, Campbell was, needless to say, an efficient delegator although he humbly maintains that progressive engineering, intensive planning and innovative solutions were at the heart of this project – the latter being something the company prides itself on.

“The marine side of the project also presented its own challenges as its completion was hindered by unpredictable weather. Where we were working meant we were fully exposed to the Pacific Ocean and for the divers to do what they were doing in poor visibility, they had to be so careful and so methodical.”

To keep his team motivated, Campbell says his tactic was to give them well thought out methodologies and the wherewithal and tools to achieve their tasks. But ultimately, the team’s recognition of the importance of the project propelled them forward. “The guys recognised the importance of this project and what it means for our region. The challenges, difficulties and opportunities to overcome these were a strong motivating factor for the team.”

And while the completion of the Ocean Outfall Pipeline is a significant achievement by anyone’s standards, Campbell is demonstrably humble but palpably proud. He is also willing to concede that although the project was successful, it was particularly difficult because of the high risk involved with tunnelling and marine work.

Campbell credits the longest tunnel drive and completing the project without any significant disruption to the environment or community as some of the highlights of the project. “At McConnell Dowell we set high standards and want to contribute to the making of world class infrastructure. While it is no secret the completion of the Ocean Outfall Pipeline was delayed due to the weather, the fact that we succeeded and finished to a high standard and to the CCC’s satisfaction, gives us great pride.”

Campbell says that one of the biggest challenges the team faced was joining pipelines in soft sand. “When a dredger has to dig a four metre trench in very fine sand, which moves all over the place, it is particularly difficult to

As an international company whose fundamental philosophy is to find creative solutions to engineering and construction challenges for every client, McConnell Dowell brings world class experience to this country.

in progress g in ll fi k c a B March 08 –

“We are dedicated to making increasingly important contributions to the development of New Zealand infrastructure throughout the 21st century,” Campbell says. “We understand the growing importance of tunnelling technology and we also want to develop the capability of our road construction business as well as maintaining our marine capabilities. Our main goal is to be at the heart of infrastructure development in New Zealand.”

On March 4, 2010, the project was essentially completed when the CCC “turned on the tap”.

It was officially opened in a ceremony on March 24, 2010. The start of the new ocean outfall pipeline marked the end of 40 years of discharging treated wastewater to the Ihutai (Avon-Heathcote Estuary). This new beginning represents another significant step towards the protection and enhancement of the Canterbury environment; a legacy to the people of Christchurch and subsequent generations that McConnell Dowell is particularly proud of.

McConnell Dowell Constructors Limited Head Office PO Box 2758 Shortland Street, Auckland T (09) 270 7800 F (09) 270 4932 www.mcconnelldowell.com.au

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Solutions | Ocean Outfall Pipeline Project

September 08 – Pump installation in the wet walls

July 08 – modification of the main thrust block

April 08 – Th before concret e bell mouth of the gravity e was poured bypass Downer EDi When you are engineering a major redevelopment for the third largest city in New Zealand, recruiting the right staff is paramount.

They need to be reliable, committed, have foresight and the ability to navigate potential issues or obstacles if they arise.

Hence why, when the CCC authorised the construction of the Ocean Outfall Pipeline Project in July 2004, employing the industry’s most reputable and capable businesses to complete this project was a priority.

Downer EDi Works is a company whose reputation precedes it. Since its inception in 1870, Downer has participated in making a more sustainable New Zealand. Building and maintaining a large percentage of the infrastructure assets that are the backbone to our economy, Downer is committed to helping businesses and New Zealand as a whole, grow and develop.

It makes logical sense therefore, that in September 2006, Downer was awarded the pump station contract for the Ocean Outfall Pipeline. Having had significant experience in this area of work, Downer was the natural candidate for selection.

With six years of his twenty years industry experience completed here in New Zealand, Downer project manager Duncan Horne says it was a “combination of quality and price,” that earned Downer the contract. “We also have good experience in this area with wastewater and the construction of very heavy, reinforced civil concrete structures. We have our own workforce that specifically does this work.”

Having secured the tendered contract for the Ocean Outfall Pipeline, Downer was on the job the following month. In October 2006, an access road to the pump station site at the oxidation pond was formed and temporary services including power were installed. The entrance from Bridge Street at the Pleasant Point Yacht Club was also reconfigured so that it was suitable for use by construction vehicles.

In November 2006, construction of the pump station at the number six oxidation pond began after a temporary dam was built in the oxidation pond and earthworks were completed. In April 2007, work began on the tunnelling machine retrieval shaft at the pump station site.

A corner of the oxidation pond was temporarily dammed and drained in preparation for the building of the pump station structure which commenced in May 2007. The main wet well and valve chamber structures were completed before the structure was completed and backfilled.

The control room was then constructed and electrical and mechanical equipment installed.

Three 350kW pumps manufactured in Sweden now operate this pump station for peak flows or flushing purposes.

The construction involved a nine metre excavation which was filled with backfill on which the six metre high structure with 1.9 metre wide walls could be built. Crediting this construction as a significant achievement for Downer in terms of civil engineering, Horne says the success of the pump station was a “combination of design, good experience and iteration – which at times meant working things out as we went along.” Horne humorously concedes there were also a “few nail-biting moments throughout the process”.

Facing various challenges associated with their environment, the weather and the neighbouring wildlife refuge, Horne says his team of three employees, direct workforce and additional sub-contractors had to be very strict on environmental controls. “There could be no discharge of contaminants into the estuary which meant that fuel tanks could not be kept on site. Having someone come onsite each day to refuel equipment mitigated the potential for fuel leak contamination,” he explains.

“We also had to control sediment during the rain as we could not allow the silt to run off site as it could kill the plant life in the estuary. We took extensive precautions to ensure this didn’t happen.” These extensive precautions assumed the shape of settlement ponds which were man-made for the collection of dirty water. The settlement ponds would filter the influx of dirty water as solid dirt particles would drop to the pond floor meaning the clear water could be discharged to the estuary.

We are pleased to be associated with the installation of the Electrical Services for the Christchurch City Council Ocean Outfall Pumping Station

Phone: (03) 365 7077 Fax (03) 365 4638 Email: sparky@melray.co.nz www.melray.co.nz

g ere with floodin h t t s o lm a n io t Comple October 08 – Aside from the organic challenges presented by Mother Nature, Horne says that the team set itself its own weekly challenges and regularly set goals and targets, which required intense commitment to complete.

“We generally fulfilled our targets, although they were difficult. We set goals right from the beginning, because at the start of the job, we needed to recover time.

of the forebay

Downer EDi Works PO Box 11-326 Christchurch T (03) 359 0700 F (03) 359 0653 E duncan.horne@downerediworks.co.nz www.downerediworks.co.nz

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“Stringent objectives meant we worked weekends and nights when necessary. But Friday afternoons we would always have a beer — it was a nice way of becoming less formal.”

Working with a dedicated team of subcontractors who were involved with a large component of the project, Horne says that prior professional relationships established between Downer and co-associates ensured everyone worked in unison to complete the project.

While the success of the Ocean Outfall Pipeline Project cannot be underestimated because of its significant contribution to preserving the unique ecological constitution of Canterbury, having Downer on the job, it was unlikely the result was ever going to be anything less than commendable.

In fact, the quality of workmanship demonstrated by Horne and his team is simply paradigmatic of the company’s unwavering commitment to the maintenance and construction of New Zealand’s key assets.

Auma • Larox • Watergates • Conval Congratulations to McConnell Dowell on the completion of another successful project.

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42 | Canterbury Today | May/June 2010

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Agribusiness

Investigating

By Kate Pierson

While many take the quality and availability of New Zealand’s water for granted, it is a resource which requires careful management and preservation.

Approximately 70 percent of New Zealand’s consumptive freshwater resource is located in Canterbury and at present, freshwater management is considered the single most significant issue facing this region.

Because water has environmental, economic, social and cultural applications, the absence of a definitive planning and policy framework to manage water supply, can have critical consequences. Hence why, on October 28, 2009, the Minister for the Environment, Nick Smith and the Minister of Local Government, Rodney Hide announced their intention to conduct an investigative evaluation of the regional water management council, a division of Environment Canterbury’s (ECan) overall brief.

The ministerial imposed investigation of ECan was devised as a response to growing and enduring concerns about the competency of the operation and its central role in water management.

“The Government is not satisfied with Environment Canterbury’s performance in efficiently processing resource consents, developing a proper framework for managing Canterbury’s natural resources, nor with its management of relationships with Canterbury’s territorial local authorities. We believe an external review is necessary to fix these issues,” Smith and Hide said during their October 2009 announcement.

“The first component of the review is under Section 24A of the Resource Management Act, looking into Environment Canterbury’s resource management functions. It is the first time these provisions have been used. The second is a non-statutory assessment of Environment Canterbury’s governance and policy functions under the Local Government Act.”

Report results An investigative review of ECan’s performance was undertaken by a review group, which was fronted by the Right Honourable Wyatt Creech – former National Deputy Prime Minister. MartinJenkins, Greg Hill and Morrison Low comprised the constituent members of the Review Group.

The investigation of ECan was conducted in accordance with the Terms of Reference (ToR) defined by Smith and Hide. In February 2010 the report, “Investigation of the Performance of Environment Canterbury under the Resource Management Act and Local Government Act,” was released. This report was predicated on the Review Group’s findings and the results were conclusive.

Although the Review Group acknowledged that ECan had made significant efforts to improve the situation at council and officer levels, the report established that the activities in New Zealand which depend critically on Canterbury water were at stake. These were inclusive of, but not limited to, hydro-electricity generation, agricultural and horticultural production.

“Despite the passage of more than 18 years since the enactment of the Resource Management Act, Canterbury

does not have an operative region wide planning framework. The absence of an over-arching planning and policy framework for the region has resulted in a piecemeal, fragmented and inefficient approach to the management of freshwater,” the report says.

Environmental Defence Society chairman, Gary Taylor conceded that the conclusive nature of the report spoke for itself. “The report does not mince words. It is written in strong language that leaves no room for doubt. The review panel considers the management of 70 percent of New Zealand’s water resources to be completely unsatisfactory and recommends the establishment of a completely new institutional framework to replace ECan.” But while Taylor admitted the conclusive nature of the report meant their was no room for conflicting interpretations, he conceded that the ministerial resistance to making any compulsive decisions was wise.

“The report should be considered by the Land and Water Forum which is examining freshwater management nationally to see if there are any New Zealand wide implications from the findings and recommendations.

In particular, I think careful thought should be given to whether a national solution rather than an ad hoc Canterbury one might be the best way forward.”

In response to the report’s findings, ECan chairman Alec Neil commented, “It has been made clear to me by the Minister that there will be rigorous consideration of the options and significant debate about the recommendations before any final decisions are made. Some of the options under consideration will require new legislation before they can be implemented.”

While the chairman admitted he was pleased the report acknowledged and was complimentary to the organisation’s management, staff, processes and procedures, he conveyed his disappointment about the report’s disregard of ECan‘s leadership in areas including clean air, passenger transport and urban planning.

“In the last year, we have significantly improved both process and performance, with 90 percent of consents now being processed on time. I am disappointed that the review team has chosen not to highlight the improvements in those areas and have largely ignored the fact that ECan is acknowledged as a leader in many areas including clean air, passenger transport, regional transportation and urban planning.”

Outcome While speculative whisperings are being exchanged by the public and media, a definitive strategy for water management is yet to be finalised as the Ministers consider the panel’s recommendations. But despite there being no final decision at the time of this article going to print, the expectation is that the panel recommendation to develop an alternative management body to ECan, will be upheld.

And if this is the case, Canterbury can expect to see government appointed commissioners assume management responsibility for the region’s water, before a Canterbury Regional Water Authority is established.

As the major leader of irrigation farmers, Irrigation NZ (INZ) strongly supports a move to implement the recommendations outlined in the report.

“As a major stakeholder, INZ is willing and able to roll up its sleeves to help put the new Canterbury Regional Water Authority in place,” INZ chairman Graeme Sutton says.

“Our thoughts on the report were that it was fairly thorough and what was contained in the report was a true reflection of the situation,” chief executive Andrew Curtis adds.

“While we recognise ECan has improved throughout recent months and has been genuinely working towards appropriate solutions, there are still lots of challenges within the organisation.”

But while INZ is offering its support to the panel’s recommendations, Sutton says that the report does not clearly identify the responsibility for ensuring Canterbury’s environmental and economic potential is realised through irrigated agriculture.

INZ says that whatever governing model is introduced by the government, it is imperative the existing Canterbury Water Management Strategy (CWMS) is maintained in any future systems.

“We believe that the CWMS is an important work stream that needs to be incorporated into the new authority and that all the excellent work that has been achieved through this process should not be lost,” Sutton says.

And while a definitive verdict and resolution to the current issues with water management in Canterbury remains to be seen, there is no doubt this report is the call for action so many have been waiting for.

For more information on the review group’s report, visit www.mfe.govt.nz Canterbury Today | May/June 2010 | 43

Agribusiness

By Melinda Collins

Food hubs

Is a pinch of talent, a dash of government funding and a dollop of Kiwi ingenuity the recipe to improve New Zealand’s innovation performance? Seems it is.

“The food and beverage sector is responsible for over half of New Zealand’s export earnings. Directly or indirectly, the sector employs one in five of the working population.

Given its importance, maintaining and improving the performance of this sector is essential to achieving the government’s economic growth agenda.”

New Zealand has been failing abysmally in the innovation stakes during the past decade. But for our food and beverage companies, it has not been for lack of trying, Canterbury Development Corporation (CDC) sector manager agri-business Blair Cottam says.

New Zealand’s exports of processed foods have experienced strong compound annual growth of 18 percent in the last decade and now account for $2.1 billion of exports. This has the potential to at least double in the next few years with the assistance of initiatives such as the FINNZ, Browlee says.

“CDC has been working closely with companies in the food industry within Canterbury to understand how they can grow more rapidly. Many of these companies identified access to equipment and expertise for new product development as a major constraint.”

New Zealand Food and Grocery Council (FGC), chief executive Katherine Rich says the network will be a significant resource for the industry and encourage more product development to be done in New Zealand.

“New product development is the lifeblood of all food

Now with the Government stumping up as much as $21 million to establish a food innovation network across the country, small and medium sized companies will have access to state of the art research and development facilities.

Food Innovation Network New Zealand (FINNZ) will be a collaboration between national and local government, industry, research and education providers with four regional hubs in Manukau, Waikato, Palmerston North and Canterbury.

New Zealand’s export base is reliant on our food and beverage industries, Economic Development Minister Gerry Brownlee says, and by providing the infrastructure these firms need to add value to their products, it will allow the industries to develop more rapidly and improve our economy.

“The absense of open-access facilities in New Zealand to enable product development and testing is a significant gap in our food and beverage industry and a constraint to growth. Such facilities exist in most OECD countries.

44 | Canterbury Today | May/June 2010

companies, but many New Zealand food companies are not of a size to warrant an in-house product development resource. These open-access facilities will shorten the time it takes to get products to market and reduce the risk and cost to small and medium sized food companies.

“FGC gives its wholehearted support of these centres and encourages all food companies to see them as a valuable industry resource.”

Cottam agrees the regional food hub will be a significant asset to Canterbury. “The infrastructure that FINNZ will put in place represents a concerted national effort to raise the value of food products manufactured by New Zealand companies. A regional hub in Canterbury will provide local companies with easy access to this infrastructure as well as enabling them to tap into the resources of the other hubs nationwide. This initiative is very much what we’ve been working towards — it’s a great outcome for the city.”

 Bumpy road to recovery

 Wairarapa export leader

While the improving global economy is expected to have a positive impact on most agricultural sectors, primary producers will need to manage their operations in a potentially volatile marketplace, according to Rabobank’s group executive country banking, Neil Dobbin.

Wine exports from the Wairarapa have out-performed the rest of New Zealand in the past three years.

While the global economy is in recovery, it is expected to be a bumpy road, which will bring with it a period of commodity price volatility. “Leading producers understand, more than most, that they need to implement strategies to drive their business forward in this complex and competitive environment,” Dobbin says.

“Going forward, this commodity price volatility is expected to lead to opportunities and challenges for agriculture in New Zealand and Australia. When it comes to taking advantage of these opportunities, it is important that producers are up-to-date with all the current practices, whether it be for markets, finances, business strategy or human resources,”

Announcing the results, Wines From Martinborough general manager Kaylene Moore cited New Zealand’s smallest wine producing region as proportionately its most successful exporter. “The region has achieved significantly better results in growing export earnings, maintaining export prices in the face of big production rises and finding new markets over the past three years compared to national averages.”

Wines from the region are positioned strongly at the top end of the market and successfully command premium prices. Nearly 60 percent of Wairarapa’s 43 wineries are involved in exporting. “Efforts to diversify into new markets have been particularly successful; from a 2005 benchmark of nine export markets, local wineries now supply 29 markets.”

The top two markets are Australia and the UK.

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Hereâ&#x20AC;&#x2122;s how it works â&#x20AC;&#x201C; Â&#x2122; <Zi ^c idjX] l^i] 9B< id Y^hXjhh ndjg EEHG cZZYh! XVaa dc %+ .*' ((%( dg ZbV^a ^c[d5Yb\co#Xd#co Â&#x2122; 9B< l^aa egdk^YZ i]Z gZaZkVci gZ\^higVi^dc [dgb Â&#x2122; ;^aa ^i dji! h^\c ^i VcY [Vm ^i WVX`# Â&#x2122; 9B< l^aa ^hhjZ XdcĂ&#x2019;gbVi^dc d[ ndjg hZXjg^in gZ\^higVi^dc l^i]^c ') ]djgh Â&#x2122; I]Z WjnZg$aZhhZZ ^h ^c[dgbZY Wn edhi Â&#x2122; 8VcXZa i]Z hZXjg^in [dg ;G:: Wn XdciVXi^c\ 9B< l]Zc ndj ]VkZ WZZc eV^Y ^c [jaa HdbZ hZXjg^i^Zh ]VkZ VjidbVi^X XVcXZa YViZh jcaZhh di]Zgl^hZ heZX^Ă&#x2019;ZY Ă&#x201E; XdciVXi 9B< [dg bdgZ ^c[dgbVi^dc gZ\VgY^c\ i]^h # <Zi hZg^djh VWdji \Zii^c\ eV^Y " YdcĂ&#x2030;i g^h` adh^c\ ndjg bdcZn VcY ndjg \ddYh " e]dcZ 9B< idYVn dc %+ .*'((%( dg ZbV^a ^c[d5Yb\co#Xd#co ;ZYZgViZY ;VgbZgh bZbWZgh XVc gZ\^hiZg V hZXjg^in Wn e]dc^c\ ;ZYZgViZY ;VgbZgh dc %-%% (', )+)#

The Personal Property Securities Act 1999 & the Personal Property Securities Register Explained Purpose I]Z ejgedhZ d[ i]Z VXi VcY gZ\^hiZg ^h id egdk^YZ V bZVch d[ hZXjg^c\ V WjnZgĂ&#x2030;h dWa^\Vi^dc id eVn#

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Creating Identity L]ZgZ i]ZgZ VgZ cd hZg^Va cjbWZgh i]Zn XVc WZ XgZViZY Wn dlcZgh jh^c\ eZgbVcZci bVg`Zgh ^[ cZZYZY Ă&#x201E; ^Z ?d]c L^aa^Vb 7gdlc$^iZb dcZ$HZeiZbWZg '%%+ Ă&#x201E; l^aa hj[Ă&#x2019;XZ

Identifying Grain >c i]Z XVhZ d[ \gV^c V YViZY VcY h^\cZY YdX`Zi [gdb i]Z XVgg^Zg XdbeVcn i]Vi heZX^Ă&#x2019;Zh i]Z lZ^\]i VcY hZfjZcXZ cjbWZg d[ Wja` \gV^c hdaY l^aa hj[Ă&#x2019;XZ#

Why register a security Â&#x2122; I]Z hZaaZg gZiV^ch hdbZ dlcZgh]^e Wn lVn d[ Vc VX`cdlaZY\ZY YZWi Â&#x2122; I]Z hZaaZg XVc Veean egZhhjgZ id i]Z ejgX]VhZg id eVn dg gZijgc \ddYh Â&#x2122; 6 gZ\^hiZgZY hZXjg^in ejih i]Z hZaaZg V]ZVY d[ jchZXjgZY XgZY^idgh ^[ i]Z WjnZg \dZh ^cid gZXZ^kZgh]^e#

DONT GET CAUGHT OUT - PROTECT YOUR ASSETS GET SERIOUS ABOUT GETTING PAID If you sell goods or services on credit, protect your business from bad debt by registering a security on the Personal Property Security Register.

Maintain legal ownership until you are paid. Protect yourself and your business against bad debt. Gain rights of enforcement or repossession if your debtor defaults.

Contact DMG today, and make the PPSR work for you. P: s E: INFO DMGNZ CO NZ s www.dmgnz.co.nz

Canterbury Today | May/June 2010 | 45

Agribusiness | Paul Smith Earthmoving 2002

oving ountains M M Paul Smith Earthmoving 2002 Limited is an iconic business in Timaru offering a wide range of services to Canterbury’s rural community. Based in Sheffield Street, Washdyke, it was purchased in 2002 by Tony Moir and Bruce Tinnelly, with origins dating back to the mid 1980s.

Tony and Bruce brought extensive experience in the earthmoving industry to the company, which has grown significantly since they took it over.

Today Paul Smith Earthmoving 2002 employs 60 staff and operates a branch in Twizel to service the Mackenzie District.

“When we took it over it was a business that looked after builders, doing house sites and driveways and a bit of forestry work,” Tinnelly says.

“We have expanded it considerably since then into infrastructure work, roading and subdivisions. We have Transit New Zealand approval and also do Transit roads, as well as farm work such as pipe installations, irrigation schemes, farm tracks, dairy shed sites, ponds and farm developments.”

Rural work Paul Smith Earthmoving’s rural client base has grown substantially in recent years.

The company owns a huge fleet of modern technology and heavy equipment suitable for projects such as dairy conversions and lanes, siteworks, roading, excavations, drainage, water reticulation, pond work, landscaping, retaining walls and demolition. Its fleet includes excavators from 1.8 tonne to 21 tonne, wheel loaders from 2 tonne to 24 tonne and graders from 12 tonne to 16 tonne, as well as construction rollers, dozers and heavy haulage transporters.

Goughs is proud to support Paul Smith Earthmoving 2002 Machine Sales

Finance & Insurance

Parts

Power Systems

Service

Engineering

There is also an extensive range of modern truck-and-trailer units, belly dumpers and a full range of small compaction gear.

Paul Smith Earthmoving also has a range of specialised equipment such as a long-reach grab for large excavators and a pulveriser attachment which crushes concrete, enabling the release of encased formed steel.

Rural projects focus Tinnelly says many large rural projects are ongoing over several months.

“We’ve just finished a project in Maheno for Maheno Farms, which was an 18-month project to contour land for water storage ponds, clearing trees, doing dairy lanes. That was a big project and it’s ongoing there as well.”

The company has a lot of experience to offer the rural sector and is able to complete any on-farm work.

While the earthmoving industry is extremely competitive, Paul Smith Earthmoving 2002 is continually working to do things smarter.

“Things have certainly tightened up in the last six months and prices have come down right across the board,” Tinnelly says.

“But we stay ahead of the others by being honest, doing what we tell the client we’re going to do and backing it up — doing the job properly.”

Proud to supply products to Paul Smith Earthmoving.

Rental Christchurch branch: Branston Street, Hornby Phone: 03 983 2300 Parts: 0800 93 39 39 For Machine Sales phone Marc McSkimming 029 208 0423

www.GoughsCat.co.nz

WaterForce

Mico tiMaru 181 Evans Street, Timaru.

Phone 03 688 4073.

Your local pumping, irrigation and water quality supplier

WaterForce have branch operations in Christchurch and Timaru to service the wider Canterbury region.

Our teams on the ground provide the total package in irrigation design, supply and servicing to every corner of Canterbury.

WaterForce has a full range of products and systems in store for your farm including: – Design & project consultancy – Irrigation systems – Valley centre pivots and Ocmis hard hose irrigators – Effluent systems – Pump supply & service

Our aim is to provide the best products to our customers and we partner with world renowned brands in irrigation products. WaterForce is NZ’s leading importer and supplier for Valley centre pivots and linear hardware (USA) and OCMIS hard hose irrigators. These products have proven their worth here in NZ, for their durability, cost-effective performance and leading edge technology.

So, call one of our experienced sales engineers for a no-obligation appraisal of your farm irrigation and pumping needs with branches in Timaru and Christchurch.

– Water management tools – from water metering and reporting to soil moisture management – Water purification & treatment – 24 hour call-out service for irrigators & pumps

Christchurch 03-349 2605 • Timaru 03-956 2200 • www.waterforce.co.nz • 0800 4 FORCE (4 36723) 46 | Canterbury Today | May/June 2010

Agribusiness | Paul Smith Earthmoving 2002

“We stay ahead of the others by being honest, doing what we tell the client we’re going to do and backing it up — doing the job properly.”

Bruce Tinnelly, Paul Smith Earthmoving 2002 sewers, including manholes and service laterals, a sewerage pumping station and incidental works along Timaru Road.

Initial siteworks for the Transit New Zealand recycled crushed concrete contract in Christchurch included the establishment of a stockpile site at Wigram for the production and supply of 60,000 cubic metres of recycled crushed concrete subbase for use on the subbase construction of the proposed Christchurch Southern Motorway extension.

“We’re currently doing a subdivision in Twizel,” Tinnelly says. “It’s ongoing and is about our sixth or seventh subdivision up there. The business is active in Twizel and sections seem to sell pretty quickly there.

“We did one subdivision at the airport where owners could fly their own planes in and out and had their own hangar on site.”

Additional services

Paul Smith Earthmoving 2002 Limited is committed to building and maintaining relationships with clients in order to meet their needs by offering a complete turn-key package.

Total earthmoving service Director Bruce Tinnelly says his company can offer the complete design-and-build service for most projects. “We’ve got our own engineers here and we work in closely with design engineers,” he says. “We have good people — good operators and good supervisors.”

Paul Smith Earthmoving management and staff take pride in producing high-quality, well-managed contracts.

Outstanding results are achieved in all areas of business including: detailed programmes to ensure projects are finished on time, cost-tracking technology to ensure projects run to budget, health and safety, and continual staff training.

A subsidiary company, Paul Smith Aggregates Limited, was formed in 2005 to specialise in crushing and screening aggregate metal, crushing coal, railway ballast, topsoil and compost screening, blasting quarries for rock and recycling concrete.

This company operates a mobile screening plant and various crushers, which are available for short or long-term contracts throughout the South Island, with earthmoving services available for any additional plant required.

Last year Paul Smith Earthmoving 2002 became a distributor for WaterGurus New Zealand and now provides sales, installation and servicing of NovaClear wastewater and greywater treatment systems NovaTainer and NovaProject wastewater treatment systems, AquaTain and FujiClean products.

Dairy Conversion Lifestyle Blocks Domestic Supply Irrigation Well Maintenance

Pick Up By Arrangement Call: John Hepburn Paul Smith Earthmoving 2002 Limited 55 Sheffield Street Washdyke 7941 T (03) 688 2001 F (03) 688 2552 www.paulsmithearthmoving.co.nz

48 Redruth Street, Timaru

Phone: (03) 684 4701

— Advertising Feature

Mobile: 0274 326 934

The company is an approved contractor to the Timaru District and Ashburton District Councils and employs a registered drainlayer for all drainage and water reticulation requirements to council specifications.

Fax: (03) 684 4713 Email: timarumetal@xtra.co.nz

“This represents our continual commitment to consistently maintain a high-quality standard of workmanship, which we see as an important guideline for our clients and team.”

Significant projects Paul Smith Earthmoving 2002 has undertaken many large projects in recent years throughout the greater Canterbury and Mackenzie Districts.

An urban upgrade project for the Timaru District Council involved the construction of about 650m of new kerb and channel and associated works, which included the reconnection of stormwater services, watermain and ridermain replacement in both Short Street and Cross Street respectively, and water property connections.

Road berm areas were completed with ready lawn and hotmix for instant effect.

A sewer extension project for the Waimate District Council involved the construction of

WE HAVE ALL YOUR TYRE REQUIREMENTS COVERED Proud to be associated with Paul Smith Earthmoving

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24 HOUR ON CALL SERVICE 03 688 2528

P & F. 03 341 1300 M. 027 433 0531 E.mletton@xtra.co.nz W. www.kerbandchannel.net.nz

ALL TYRE SPECIALISTS LTD 231 Hilton Highway Washdyke, Timaru

Canterbury Today | May/June 2010 | 47

Agribusiness | Cochranes of Canterbury

Sales sure sign of

sector comeback Confidence in the farming sector is making a comeback if sales of farm machinery and implements are anything to go by, according to sales data from Cochranes of Canterbury.

General manager Chris West says since the beginning of the year, sales have increased noticeably on larger scale farm machinery.

“During 2009 sales were pretty slow across the tractor, combine and implement range, but we have seen that turn around and we expect the sales will continue to strengthen in the second half of this year.”

While West says farming in general has been and is in “pretty good shape” and the money was there, farmers were keeping it in the bank until they could see an improvement in the

economy. “Everyone was taking a more cautious approach, but that seems to be turning around now.”

Conversely, the parts and service departments at Cochranes have been inundated in the last 12 months.

Three factors have contributed to this, says West, the most compelling being farmers turning to improved servicing regimes instead of over purchasing new equipment, as they rode out the downturn.

The farming community in general has been getting onto annual servicing earlier than in the past which has contributed to the increased

volumes of work through the Cochranes’ workshops.

And for those purchasing Case IH parts, the prices have come down as parts prices out of greater Europe and the US have decreased, particularly for baler and header parts. “We pass these savings straight to our customers,” West adds.

Leading the sector For more than 60 years Cochranes has been at the forefront of the farm machinery sector in Canterbury. The opening of a branch in Ashburton last year enabled the company to better service the entire region. With branches in Leeston and Amberley, West says there are no immediate plans to expand.

“We believe we have Canterbury well covered and each branch is doing well, so we will be focusing on doing what we do best and constantly improving the business.”

West says moving into the mid Canterbury market last year opened up more sales in the larger scale machinery area — combine harvesters, large horsepower tractors and the like.

“Our brands lend themselves well to large scale arable farms.” Across the board, he says there has also been a trend towards much larger equipment. Tractors with 535 horsepower are selling more now than previously. “We have noticed the trend towards bigger machinery, especially in the arable sector; for larger farms, it means more efficiency and fewer men.”

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48 | Canterbury Today | May/June 2010

Agribusiness | Cochranes of Canterbury

The added popularity of GPS technology, which is starting to pick up in popularity, also adds to this new approach of utilising the most efficient farming systems possible.

Trimble Navigation Systems is one of the brands carried by Cochranes and as farmers are starting to see the benefits of adopting GPS technology into their everyday practices, sales are on the rise.

On-farm programme Cochranes has recently begun a new series of on-farm demonstration programmes which are already producing results.

Taking the newest in large-scale equipment onto farms, demonstrating it and allowing farmers to operate it themselves is proving popular.

“It is all fine and good to look at things in glossy brochures, where everything looks great, but to actually get something onto a farm and show what it is capable of doing makes the difference.”

To date a Case IH Axial Flow 7120 combine harvester was purchased and has been making the rounds. “It has certainly helped to get us up the driveways of farms we might never have got up before.” West adds it is great to just get out and talk to farmers and while the future of the programme looks promising, it has been a very worthwhile exercise for the company.

Later this year Cochranes will be taking all farmers who have purchased a new combine (with delivery next season) to Grand Island in America to the factory to see the machines being built.

The latest arrivals, which will soon be taken out for onfarm demonstration are the latest, award winning top of the line tractors; a Magnum 305 and Puma CVT 225.

The Puma CVT brings the latest innovations in variable transmission and fuel efficiency to the market.

“These tractors have all the bells and whistles and provide our customers with yet another option.”

In the central and north Canterbury areas Cochranes have just secured The Great Plains drill franchise which will complement their existing Duncan range. Shipments of these new drills are arriving into branches now. “We really do have something for everyone,” West says.

With tractors in the Case IH range having a HP rating from 30 to 535; the scope for everyone from the lifestyle farmer to the largest cropping farm is covered.

The New Maxxfarm range has a variety of models between 30 and 57HP and across the board there is a wide selection in both wheeled and tracked tractors.

The range of combines is also extensive, ranging from the smaller mid 200HP up to 530HP, including new generation models featuring six different axial flows, some of which are relatively new into the New Zealand market.

Feature continues on next page >>

ORIGIN-CochranesTalkNowAdp 24/03/2010 8:08 AM Page 1

Canterbury Today | May/June 2010 | 49

Agribusiness | Cochranes of Canterbury

Cochranes of Canterbury are stockists of:  Case IH

 Dalbo (Origin Agroup)  Pottinger (Origin Agroup)  Manip Loaders (Origin Agroup)  Tatoma mixer wagons (Origin Agroup)  Alpego (Origin Agroup)  Kuhn  Mahindra Tractors  Fieldmaster mowers  Farmgard  Duncan Ag  Bogballe  MTD  Cub Cadet  Robertson

Meeting the market Cochranes of Canterbury has grown to meet the needs and demands of the growing agricultural industry as farming systems intensify and productivity and profitability become an integral part of running an agricultural business, whether it be farming or contracting.

With management of the well-known Canterbury firm now into the third generation’s hands, the business continues to thrive and adapt to the market.

Cochranes remains a family owned and operated business that has become a

cornerstone provider in the upper South Island including the West Coast.

From very early on it has been an industry leader in farm machinery and services. West puts the superior reputation and huge quantity of repeat business down to the highly loyal, skilled and dedicated team the company has.

“Having the right people on board is so vital to us. As a team we concentrate on what we can do best.” He believes this single focus on best serving the customer is one of the reasons for the company’s success. “Reputation is greater than a sharp deal,” West says.

Training, support Add to this some of the best brands of farm machinery on the market, all of which is backed with technical support and an experienced service department. On-going training and a dedication to remain at the forefront of new technology, with GPS tracking systems, variable transmissions and other options available to customise machinery to increase farm productivity and profitability, also keep them ahead of the bunch.

1

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“As equipment becomes increasingly complex and sophisticated it is vital that our team of service people are also fully competent.”

During the years the company has been acknowledged by both clients and peers in the agricultural machinery industry and has received many awards which are tribute to the high quality of products, service and its contribution to the farming community.

If your preference and price range runs more to second-hand machinery, you can have confidence in Cochranes to deliver. “A business boasting three generations of any family only survives on trust,” West says.

The team has vast experience and practical knowledge of tractors (large and small), headers, cultivators, rakes, mowers (from domestic push models to ride-ons and machine drawn), drills, spreaders, bins, rotary-hoes, and combines. Besides being one of New Zealand’s largest Case IH dealerships, Cochranes has earned a strong reputation for locating and selling second-hand plant and machinery. It is well-connected nationally, respected as a fair and honest trader, and will go out of its way to meet clients needs.

West says the range of quality traded machinery, based on current worth, as determined by the market, is backed by the fact that Cochranes trade in nothing they feel they cannot stand behind.

Cochranes of Canterbury E info@cochranes.net.nz www.cochranes.net.nz Leeston High Street T (03) 324 3791

Ashburton 460 West Street T (03) 307 8027

Amberley 59 Carters Road T (03) 314 9055

— Advertising Feature

Proud to be associated with Cochranes

We are proud to be legal advisors to

Cochranes of Canterbury Business Advisors, Financiers & Chartered Accountants Level 3 URS House I corner Durham & Gloucester St PO Box 3275 I Christchurch 8140 Ph: 03 3666087 I Fax 03 3666807 web site: www.taurusnz.co.nz

50 | Canterbury Today | May/June 2010

for expert legal advice in all business and property matters. www.younghunter.co.nz Michael Toomey Phone: 03 379 3880

Agribusiness | NZ Lavender

The scent of Its aesthetic beauty is enough incentive for people to decorate their homes and gardens with it. But the medicinal and aromatherapeutic properties of lavender are what really treat our senses —literally.

On the flourishing Canterbury Plains, one New Zealand business is organically decorated.

More than 110,000 Lavandula Angustifolia plants colour the Southern Alp sheltered landscape with a purple hue. Working with its 100 percent natural New Zealand product, NZLavender Limited is at home here, creating a new generation of lavender oil.

In 2010, the company will celebrate five years of business and success.

Pure products With a combined agricultural, scientific and pharmaceutical knowledge that spans many decades, owners and operators Doctor Philip Simms and Owen Dexter, are growing and distilling New Zealand lavender oil for the international and domestic market. Theirs is a company which has been formed from a mutual vision and the collaboration of industrial skills which have earned them scientific commendation.

In January 2007, Dr Noel Porter of the New Zealand Institute of Crop and Food Research evaluated oil from the company’s seasonal harvest. “The composition of the oil is very representative for this cultivar and there are some positive points worthy of note. Your linalyl acetate and total ester levels are the highest seen so far and the linalool level is amongst the lowest,” he says.

Translation: Simms and Dexter have not only developed an oil which is unique in its own compositional right; they have produced a product which is of the purest quality.

In January 2010, in one harvest week, NZ Lavender produced 750 litres of lavender oil from 70 tonnes of lavender flowers — a figure which is double what has been originally produced. Through Integria Healthcare (NZ) Limited, the company is now distributing its product to 200 health stores and chemists throughout New Zealand.

Due to little or no regulation governing the quality control standards of lavender products, dealing with industrial competition has also proved difficult at times.

However, the New Zealand retail sector has embraced the company’s 100 percent New Zealand grown and distilled products.

The brand’s New Zealand identity is an attractive quality to consumers, Simms says.

“Many people these days are conscious of their carbon footprint and want to know the origin of their products.”

In keeping with NZLavender’s dedication to the preservation and protection of its harvest, the company recently purchased and imported a Frost Buster frost machine from Belgium, which will prevent any frost damage to the baby frost-tender flower buds.

“We didn’t want to risk jeopardising our harvests during the spring so we bought this machine,” Simms says. The utilisation of this machine in conjunction with the 24 hours a day temperature monitoring weather station at the farm, will ensure harvests reach their full potential.

To help the business reach its full profit potential, the duo will travel to the In-cosmetics Trade Show in Paris in 2010 to represent their products. This will be the third consecutive year the team have attended this fair and there is no doubt their success will continue to grow like their lavender — in abundance.

Left: Owen Dexter and Philip Simms at the In-cosmetics Trade Show in Paris

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Congratulations NZ Lavender, you continue to excel in the field

NZ Lavender Limited T (03) 377 7456 E nzlavender@clear.net.nz www.nzlavender.com — Advertising Feature

Proud to be National Wholesale Distributors of NZ Lavender Enquiries from retailers welcome Phone 0800 48 33 66 It’s our privilege to be able to act for NZ Lavender and we extend our best wishes for the year ahead.

Uncompromised quality While past industrial experience has helped with the hands-on aspect of the job, Philip Simms concedes the ‘selling’ element of the NZLavender enterprise has been a new experience for both business partners.

“We very quickly learned to deal with the challenges of growing and harvesting lavender, but the challenges associated with selling our lavender as a commodity on the international market has been harder.”

Phone: 03 358 3108 Email: reception@perriams.co.nz www.perriams.co.z

Canterbury Today | May/June 2010 | 51

Agribusiness | Beattie Insulators

LOCK’N’LOAD An innovative insulator has become the mainstay of dealing effectively with electric fences The innovation behind Beattie Insulators in Kaikoura cannot be overstated — the company invented the first electric fence insulators to fit waratah and flat standards, and has gone on to create products that are now sold throughout the world.

Beattie Insulators today sells a wide range of insulators and related products, including gate handles and accessories, fence reels, underground cable, outriggers, electric netting and the KG prill applicator for applying prills or granules in weed control.

Doug Beattie is the brains behind the company and the inventor of the first insulators for a permanent electric fencing system. He started working on his concept insulator in 1958, while waiting on delivery of a mile and a-half of barrier chain assembly multi-wire electric fencing at Haldons’ farm in Seddon, which he was managing.

The family business employs Doug Beattie’s daughter Linda as manager and his grandson Matt Anderson as marketing manager.

During his seven-month wait, he developed a different system.

Instead of one earthed wire, he used three electric and three earth wires, which he named the alternate earth system. “In 1959 I designed the first insulators — the number eight and number nine — which were permanent and temporary insulators. The temporary one had the double V slot and the permanent one had a metal insert. In my first year I hoped to sell 100,000 insulators to cover the cost of the dies, but we sold 250,000 — it was a wonderful result.”

In 1962 Beattie developed the first Pinlock insulators, which is a Beattie trade name. “The name Pinlock came from looking at a tractor drawbar and pin. It was also the first wooden post insulator that had two nail positions to hold it onto the post and is still one of the most popular designs in the world.”

Most products are manufactured in Canterbury and packaged for distribution in Kaikoura. “We now have one of the widest ranges of electric fence insulators in the world,” Beattie says. “We have over 20 insulators that we market and most of which have been patented — they are our designs, not copies.”

High-quality products Almost all of the company’s insulators are made with low-density polyethelene, which offers greater elasticity and longevity.

Anderson says New Zealand’s electric fencing industry is extremely competitive. “We’re well known for our quality and long-lasting products. Our most popular insulators have a 20-year guarantee for the last 30 years,” he says. “Some people will find they’ve had Beattie insulators on their fences for as long as we’ve been around”.

Beattie insulators can also withstand rough treatment such as having centre-pivot irrigation systems running over the fence.

The company’s unbreakable range of gate handles and fence reel bobbins are also made of a similar material, which Doug Beattie says will not crack and break.

Beattie Insulators is continually looking for new product ideas and has recently developed a new ring-lock gate handle, using a pigtail as a hook. This reduces the risk of the handle jumping off the fence. Anderson the company also has a new wooden-post insulator that can be nailed, stapled or both. “It has a high strength white nylon pin, using the same nylon material that is in the permanent insulators.”

Beattie products are available through leading rural retail stores, as well as online at www.bits4farms.co.nz Doug Beattie says it all started with his desire to improve the way he did things on his farm. “I’ve taken out 23 different patents over the years, but the insulator came along and that was the daddy of them all,” he says.

“I’m just an average New Zealand farmer and am like other farmers, who have many ideas. I’m 84 and I still have an idea or two — there’s more to come.”

Beattie Insulators PO Box 25 Kaikoura 7340 T (03) 319 5467 F (03) 319 6062 E sales@beattieinsulators.co.nz www.beattieinsulators.co.nz

The No 17 Pinlock insulator, manufactured by Beattie Insulators in Kaikoura, has proved the mainstay of the company started by farmer and electric fence insulator inventor Doug Beattie (right)

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— Advertising Feature

Agribusiness | Scitox

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In order to preserve our social and natural environments, systematic monitoring of our municipal wastewater is essential. Toxic compounds entering treatment facilities can limit the effectiveness of treatment and any unidentified and untreated pollutants and toxins can threaten our public waterways.

When testing for toxic contamination in wastewater, a test that is rapid, robust and simple is paramount. Scitox has developed and commercialised market-specific products which encompass these fundamental qualities.

Managing director Ralph Wattinger came to New Zealand four and a half years ago with a goal of commercialising innovative analytical technologies. A scientist by vocation, Wattinger has considerable experience in multinational sales and business development, working for Emerson and Teledyne Technology during much of his professional career.

As a New Zealand owned and operated business, Wattinger says the company’s point of differentiation is in its approach to specific markets and product development.

“Scitox’s focus is on producing products for individual markets and combining best business practices with the design and manufacturing skills of local companies. It ensures that most of the fabrication and engineering is conducted here in New Zealand, although most sales are exported.”

As the first in a series of products developed by the company, the Scitox Alpha rapid toxicity measurement system (RTMS) is a leadingedge patented technology. This advanced technological instrument measures toxicity in wastewater treatment plant influent and industrial trade waste and was developed and patented by Lincoln Ventures Limited, a subsidiary of Lincoln University. This project received financial support from the Foundation for Research, Science and Technology, leading to the commercialisation by Scitox and associated partners.

The concept behind the biosensor technology was to design a simple and efficient system for testing toxicity and organic loading at

wastewater treatment facilities. The Scitox Alpha requires no external PC and is operated by wireless sensor. Featuring a touchscreen, it incorporates a step-by-step method guide, illustrated by photos and text. Scitox Alpha is capable of completing a toxicity analysis within 15 minutes including incubation, using indigenous bacteria from the wastewater plant and no imported or cultured bacterial strains.

Comprised of three modules — the control unit, the sample platform and the analytical sensor, the product is focused on domestic wastewater treatment plants and their customers.

And while Wattinger says most comparable technologies within this field are of a generic, ‘one size fits all’ type, Scitox is not only application-specific but inexpensive and low maintenance, which makes it the optimum tool for testing toxicity. “The concept behind Scitox is to provide customers with an extremely rugged and easy-to-use platform with the lowest possible cost of ownership,” Wattinger says.

As a flexible operating system, the Scitox Alpha can be tailored to individual types of treatment including contact stabilisation, nitrification and anaerobic digestion. And although testing at wastewater facilities can be inconsistent due to process variability and a widely varied microbial population, Scitox Alpha’s electrochemical stability provides added value when bacterial loading in a plant fluctuates. The system can also analyse both organic and inorganic toxins.

The recently marketed Unitox is an offshoot of the Scitox Alpha technology. Conceptualised for universities and teaching and research laboratories, Wattinger says Unitox was “designed to be a simple and robust analyser, which will be useful to chemistry, biotech, physiology and environmental science and engineering departments at universities”.

Unitox is a method development and toxicity analyser and provides chemists with a variety of potential method variations and electrode conditioning processes. It has the capability of using and modifying different types of cells and reagents resulting in greater analytical flexibility.

And the software is designed to provide students with a simple format to develop their own analytical methods.

Scitox will be developing and manufacturing additional automated versions of this technology to complement the current range of toxicity testers. Much of the existing software and hardware can be utilised in these adaptations and Wattinger says new products will have a variety of application channels.

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17 Print Place Middleton Christchurch 8024 New Zealand Canterbury Today | May/June 2010 | 53

Focus | Pike River Coal

Pike River’s

export excitement In February this year Pike River celebrated a milestone for the company — its first export shipment of premium hard coking coal.

The company’s General Manager, Mines, Peter Whittall, says this was a significant event for the company.

Going by rail: Pike River’s first export shipment of coal departs Ikamatua for Port Lyttelton, after being loaded from the coal stockpile.

“It was the culmination of intensive efforts to bring the mine into production. Every staff member at Pike River was involved in some way in getting the company to this stage. It was a momentous occasion for all of us.”

Pike River’s inaugural export shipment of 20,000 tonnes left the Port of Lyttelton on the handimax vessel, the Tian Bai Feng, for delivery to Bedi Port in Gujarat, India. From there, it was transported to coke-maker, Gujarat NRE — one

of Pike River’s life-of-mine customers. The company also has three-year supply contracts with Japanese steel mills. These contracts account for 22 percent of the company’s total coal production.

The next export shipment is scheduled for the April-June 2010 quarter. When hydro-mining gets under way in the July-September 2010 quarter, the typical export shipment size of premium hard coking coal will be approximately 60,000 tonnes, Whittall says.

Pike River’s inaugural export shipment coincided with a buoyant international market in which world coking coal prices are expected to rise higher than previously forecast. In March, BHP Billiton was reported to having agreed to hard coking coal prices for the April-June 2010 quarter with its Japanese customers at US$200 per tonne, Whittall says.

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Focus | Pike River Coal from our current underground roadways in the Brunner seam and begin to explore the Paparoa seam in depth,” Whittall says.

The Paparoa hard coking coal is premium quality coal. Whittall says the seam is not the only possibility for expansion but is the most natural and logical at this point.

About Pike River Pike River is an underground mine operating at depths of 100m to 300m. It is 50 kilometres northeast of Greymouth in the Grey Valley. Pike River coal is being exported and used in steelmaking predominately in India with customers in Japan, China and other steel making countries.

An aerial view of the stockpile of Pike River’s export-ready coal at Port Lyttelton

This is good news for Pike River, in a market where China is driving demand with anticipated imports of more than 20 million tonnes of premium and standard grade coal this year.

India, which is also heavily reliant on high grade coking coal imports to feed its steel manufacturing industry, is increasingly becoming a major player in the market. India is also projected to import more than 20 million tonnes of hard coking coal in the 2010 calendar year, including more than six million tonnes of premium hard coking coal.

“Our current customers would be much happier if we could supply more coal faster as demand is so strong,” Whittall says. The company anticipates exporting about 700,000 tonnes of coal in the 2010-11 financial year (starting July 2010), with this volume “ramping up” to more than a million tonnes per year.

Pike River Coal’s attractive qualities have resulted in the majority of production being contracted on a long-term basis. Gujarat and the other Indian customer, Saurashtra Fuels, have contracted to take a combined 55 percent of coal production over the mine’s lifetime. New Zealand Oil & Gas Limited (NZOG), Pike River’s cornerstone shareholder, has an option to contract a further 30 percent for life-of-mine.

The future The next logical stage of the mining operation is to begin more in-depth exploration of the Paparoa seam which lies 200 metres below the current Brunner seam.

Pike River has drilled two holes into the Paparoa seam but does not yet have sufficient data to properly assess its potential. “In the next 18 months or so we will begin to drill down

The mine lies under Crown land managed by the Department of Conservation (DOC). The furthest end of the Pike River mining permit is under the Paparoa National Park however, current mining is outside this area and no land is used for access/mining which is covered by Schedule 4 of the Crown Minerals Act.

Due to the unique geology and physical conditions, with the added restriction of lack of easy access to much of the land immediately above the coal seams, it has been difficult to quantify predication of the underground potential. “The detailed geology adjacent to the Hawera fault is quite complex. We can drill two boreholes only 50 metres apart and still not have absolute definition on what lies in between that area. It can be very ambiguous but that is the nature of mining.”

The good news is that for at least the next 450 metres immediately in front of where the team is currently operating, lies the heart of the first seam which should yield up to 25,000 tonnes of coal a week in the not too distant future.

Pike River intends to mine the northern portion of the lease under the national park but this will be subject to a two-year notice period to the Department of Conservation and being granted access arrangements with specific environmental considerations.

Numerous geological faults have been the predominant contributor to a challenging past year for Pike River. To date approximately $300 million has been invested with expected revenues of around $265 million dollars annually, based on current coal prices via the export of an anticipated one million tonnes of premium hard coking coal a year during the lifetime of the mine. This represents only a third of the coal in the deposit, Whittall says.

The resource is estimated to be in excess of 58 million tonnes and the current mine plan is to recover 17.6 million tonnes.

Export premium hard coking coal being prepared for loading onto the Tian Bai Feng at Port Lyttelton

Whittall says Pike River’s decision to introduce in-seam drilling is proving to be sound. The technique allows engineers to accurately determine ground conditions for several hundreds of metres ahead of the working face.

The technique will make a significant difference to Pike River’s ability to plan the sequence of hydro-mining panels and mitigate the impact of unexpected geological conditions.

Feature continues on next page >>

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Canterbury Today | May/June 2010 | 55

Environment of highest priority Pike River is committed to protecting the local environment and strives to achieve continuous improvement in environmental performance by seeking to prevent, mitigate, reduce or offset the environmental impact of its activities. One of the main protections is a conservative approach over the amount of coal mined to protect the surface effects related to subsidence.

Pike River will take only a relatively small proportion of the Brunner coal seam to minimize adverse effects from subsidence on surface (more than 30 percent of the deposit is currently scheduled to be mined). This means that most of the coal, with a sales value of NZ$8 billion, is actually left in the ground to protect the surface.

Winding through the bush Pike River has been concerned to minimise environmental effects and so the access road, rather than being built in a (less expensive) straight line, is deliberately wound through the native bush to leave ancient rimu and totara trees untouched. In addition, Pike River uses a slurry pipeline rather than trucks to carry coal 10km from the mine face to the coal preparation plant.

Pike River Coal also sponsors a blue duck enhancement programme for more than $70,000 and regularly maps the kiwi population in the Pike River and adjacent catchment.

Once mining is completed, Pike River will restore the site to its natural state, removing its entire footprint by the time the mine’s life is finished. For example, the portals will be sealed as will the ventilation shaft. The rehabilitation programme includes native plantings on the access road and rehabilitating the area with topsoil stockpiled from when the road was established. However, there has been some suggestion that DOC may want to retain the road after mining operations cease, to open this scenic area to New Zealanders.

In recognition of the company’s commitment to protecting the environment it operates in, the Department of Conservation awarded it a certificate in 2008, recognising environmental consideration demonstrated in establishing the mining facilities.

Pike River coal

Focus | Pike River Coal

fast facts Pike River is destined to become New Zealand’s second largest export coal mine, scheduled to produce 17.6 million export tonnes of premium hard coking coal during the next 18 years

The surface footprint on DOC administered land from the mine access road and the infrastructure has been kept to 13 hectares.

Eight hectares had been previously logged so only five hectares of un-logged vegetation, mainly for the 10 kilometre access road and the mine administration buildings, had to be cleared.

After a “ramp-up” period the mine should deliver 1 million tonnes a year The coal deposit has an estimated life of at least 18 years — approximately NZ$4 billion based on an average US $140 per tonne and a NZD/USD 0.59 exchange rate (historical average)

A major commitment has been made to the area as a whole and one aspect of this is Pike River’s comprehensive pest and predator control programme. It encourages the return of threatened birds like the blue duck and greater spotted kiwi and aims to significantly reduce local predation over the Pike Stream and Kakapo catchments, an area of 1350 hectares.

Pike River’s Mines Rescue Team preparing for underground scenario-based training

The area was previously heavily infested with introduced predators. The programme has eradicated 43 stoats and 256 rats this season.

Since it started in 2007, the eradication total is 133 stoats and 859 rats.

T 0800 494 0214 (04) 494 0190 E enquiries@pike.co.nz www.pike.co.nz

All Pike River coal is used in steel making

Mine Office 586 Logburn Road Atarau Greymouth

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Pike River broke through to coal on October 17, 2008, when a 2.3 kilometre tunnel intersected the Brunner seam of premium hard coking coal The Brunner coal deposit runs six kilometres north to south and up to 1.5km east-west, and averages about 7 metres in thickness The seam holds the largest-known deposit of hard coking coal in New Zealand A slurry pipeline, rather than trucks, is used to carry coal 10km from the mine face to the coal preparation plant The water used to feed the slurry pipe is cleaned and pumped back uphill to the mine face for reuse in a continuous recycling process. Coal is extracted without using surface conveyer belts or trucks, meaning less use of water, little noise and dust, and a smaller footprint Pike River coal will have the lowest ash content of the world’s coking coals at one per cent (once processed through the coal preparation plant) and it also has very high fluidity The main Brunner seam holds the largest known deposit of hard coking coal in New Zealand with an in ground resource of 58.5 million tonnes. The potential of the Paparoa seam is to be defined but indicative estimates are of the order of 30 million tonnes.

— Advertising Feature

56 | Canterbury Today | May/June 2010

Pike River Coal Ventilation Fan Casing, & Ventilation Shaft (main image).

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niversa An

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20

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Focus | Fin Sheetmetals

Masterful Metal 

YE

A R S

Fin Sheetmetals in Christchurch is celebrating 20 years of operation, having grown into a successful business specialising in large commercial airconditioning systems.

Fin Sheetmetals was formed in 1990 and is today owned by directors Allan Finlay, Ron Reid and Mike Reriti. Employing 25 staff, the company is located in Fitzgerald Avenue. Initially offering a range of general sheetmetal services, throughout the years it has developed specialty niche areas, including airconditioning work in supermarkets and other large commercial premises.

Three years ago Fin Sheetmetals opened a second factory in Leed Street, which focuses on the wide range of general sheetmetal jobbing that is still done by the company.

“We do anything — anything to do with metal,” Allan Finlay says. “We’ve made parts for cars and we do a lot of restaurants with extractor fan hoods. Our general scope of work covers a very wide range.”

Airconditioning specialty Fin Sheetmetals’ airconditioning work has grown considerably over the years, with the company now enjoying a strong reputation within the construction and airconditioning sectors.

Most airconditioning work involves building ducting systems and installing airconditioning units.

Fin Sheetmetals has built airconditioning systems in many new supermarkets throughout the South Island. Most large jobs take about six months to complete, with staff spending a considerable amount of time onsite.

Top: Fin Sheetmetals directors (from left), Mike Reriti, Ron Reid and Allan Finlay Above: Fin Sheetmetals did the beautiful copper cladding on St Elmo Courts in central Christchurch

In addition to supermarkets, the company’s list of successfully completed projects includes St George’s Hospital, Geraldine High School, Westland Milk Products, Takaka Village Theatre, Canterbury Museum, McDonald’s Rangiora and Moorhouse Avenue and KFC Ashburton. Work for many of these projects typically involved mechanical services, heating, ventilation, airconditioning and LPG services.

Allan Finlay says Fin Sheetmetal employs a wide range of highly skilled staff and has a continual apprenticeship programme going in order to maintain high standards within New Zealand’s sheetmetal industry.

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Focus | Fin Sheetmetals

Workers Fin Sheetmetals has completed a large number of significant commercial projects throughout the South Island. Its impressive portfolio of work includes the Methven Heritage project, which is currently under way, and St George’s Hospital.

Fin Sheetmetals specialises in airconditioning systems in supermarkets, including New World Lincoln (above). The St George’s Hospital expansion (left) was a major project and the company also undertook work on the new McDonald’s Restaurant in Moorhouse Avenue (below).

Project expertise Airconditioning sales engineer Terry Grieve says the Methven Herita ge project involves mechanical services, heating, ventilation, airconditioning and LPG services.

“The Methven project is a bit of everything.

It’s an older heritage building which is being upgraded,” he says. “We’re involved in stage one, which is going to be completed within the next few weeks, in time for the World Ploughing Championships, which are held in Methven.”

The upgrade and refurbishment involves a new café and kitchen, an auditorium, information centre, functions room and toilets.

Stage two will involve a further extension to the site, including a fully airconditioned Hall of Memories, and ski and agricultural experience areas that will have under-floor heating.

Grieve says stage one is worth almost $400,000 to Fin Sheetmetals, while stage two will be about $38,000. “It’s a big project but is typical of the work we do.”

The St George’s Hospital project involved providing mechanical services and Variable Refrigerant Volume (VRV) heat recovery airconditioning to a nine-level carpark building and a three-level consultancy building. “That was a $1.2 million project for us and was the biggest project we’ve handled. It was very successful,” Grieve says.

Fin Sheetmetals was involved in the St George’s project for about 18 months, with the project completed in late 2008. “We installed a VRV airconditioning system. VRV is heat reclaim

airconditioning, where you can have a series of indoor heat pump units on one outdoor unit, but each of them can do their own thing,” Grieve says. “It recovers the excess heat from one unit and passes it on to another.”

Supermarket specialty Fin Sheetmetals has become an expert at designing, building and installing airconditioning systems for supermarkets, having completed many throughout the South Island.

Terry Grieve says the largest supermarket project the company has done was the new

Nelson New World, which was completed in 2007 and was worth just on $500,000.

Other significant supermarket projects have been the new Lincoln and Bishopdale New Worlds and expansions to the Blenheim and Westport New Worlds.

“We’ve become a specialist in supermarkets and we have a lot to offer,” Grieve says.

“Supermarket work is one of our core areas of business. We don’t get them all — we have to tender for them — but we do get our fair share.”

Terry Grieve has only been with Fin Sheetmetals for three and a-half years, but has been involved with about 20 supermarkets throughout the South Island during the past 15 years.

“We have knowledge and experience and know what is wanted. Experience is the main issue,” he says.

“Fin Sheetmetal is a good company to work for and to deal with. We have the man power and resources to handle projects from a few dollars to a million dollars.”

Feature continues on next page >>

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Focus | Fin Sheetmetals Fin Sheetmetals’ attention to detail and commitment to quality has earned the Christchurch company an enviable reputation as a leading sheetmetal manufacturer.

High-quality work Director Allan Finlay says Fin Sheetmetals has worked hard over the past 20 years to secure its position within the South Island’s sheetmetal industry.

“I think the company has got a good name,” he says. “We seem to get a few consultants come to us with very positive remarks.

“We’ve still got to tender for work but we get a lot of recommendations on tenders too. We try to do a quality job.”

Fin Sheetmetals operates a continual plant replacement programme, importing new equipment on a regular basis to replace ageing machinery.

Finlay says business has been good during the past year, despite the economic recession.

“We’ve just finished a large project at Westfield Mall in Riccarton, which was the big extension.

We did the airconditioning in the extension, which was a joint venture with Professional Building Services,” he says.

“That was a pretty big job for us. We’re now helping a company called Climatech, doing the new city council building in Christchurch.

A BBQ trailer built by Fin Sheetmetals for Christchurch Casino

Fin Sheetmetals’ airconditioning work has grown considerably over the years, with the company enjoying a strong reputation within the construction and airconditioning sectors.

“That project has started and completion is due in August.

“We’re manufacturing some of the ducting work for that building and helping them install the airconditioning units.”

New supermarket Fin Sheetmetals has recently gained the contract to do the airconditioning ducting and installation in a new Countdown supermarket in Hornby.

Allan Finlay is more than happy with the direction his company has taken and plans to continue improving its capabilities and specialty skills within those areas.

It is our pleasure to work with Fin Sheetmetal Both as a customer and a supplier

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Fin Sheetmetals has a range of forward work on its books and is continually looking for new developments and opportunities.

A new KFC planned for Colombo Street and a new supermarket proposed in Rangiora means there are plenty of possible jobs to tender for.

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Focus | Central Heating

Creating hot houses New Zealand goes into climatic overdrive in the winter months with vibrant festivals, spectacular ski fields and steaming geothermal pools thawing our chilly spirits.

But indoors it’s another story.

In a 2008 ShapeNZ housing survey, more than one in four New Zealanders said the home they lived in had contributed to their sickness.

The root cause? No less than a million of our 1.6 million homes are cold, damp and difficult to heat.

After living in the UK, Lyall and Lewis Smith recognised the need for a European approach to heating New Zealand homes; heating the entire house so you can live in warmth and comfort. After determining the need, the brothers formed Central Heating New Zealand in 2001 and the rest is history.

Central Heating New Zealand is now the largest specialist central heating company in the country. Its energy efficient home heating systems use water to distribute heat around the home, warming it thoroughly and evenly.

Gas boilers, diesel boilers, wood pellet boilers and solid fuel boilers are some methods utilised by the innovative company and the latest geothermal heat pumps, ground source heat pumps and air to water heat pumps are now available. Or you can distribute the heat with steel radiators, warm water underfloor heating or fan coil units.

A team of heating specialists offer the complete solution by specifying, designing and distributing central heating systems and components throughout the North and South Islands, with only the products with an international track record of performance and reliability on offer.

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To significantly influence the central heating market and to grow the industry as a whole, Central Heating has an installation division in Canterbury and a franchise in Wellington. This enables the company to trial new innovations and offer specialist advice on products as they are integrated into central heating systems.

New products, configurations and installation methods are tested in-house, so the very latest international innovations can be offered to you once their suitability for New Zealand conditions has been verified.

In conjunction with GeoEnergy Systems, the company has recently introduced geothermal/ ground source heat pumps which use the earth’s natural energy to heat and cool domestic and commercial buildings. Air to water heat pumps and high specification wood pellet boilers are other recent additions to the product line up.

These systems have remarkable efficiency when used for central heating systems.

You can expect a high level of quality from the Central Heating team. The company goal of “stellar performance” is a performance level demanded from its products, systems and staff.

Central Heating 11 Parkhouse Road Sockburn Christchurch T (03) 357 1233 E lyall@centralheating.co.nz www.centralheating.co.nz — Advertising Feature

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Quality European renewable energy heating solutions for New Zealand conditions Canterbury Today | May/June 2010 | 61

Focus | Skellerup Industries

A landscape 100 years in the making

The integrated yet unique business divisions of iconic company Skellerup Industries have been described as the “Skellerup landscape”. This may be a metaphorical analogy used to encapsulate the scope of its vast operation, but the literal landscapes that are navigated and farmed with the aid of Skellerup’s tools of trade, are not only tangible; they constitute the backbone to our economy.

This long-standing company commitment began the day George Skjellerup opened the doors of his first Para Rubber store. From there, the rest is history, with the story writing itself through the events below:  1919 — Para listed in the stock exchange, operating a franchised chain of nationwide stores  1939 — Empire Rubber Mills factory opens to make milking machine rubberware, and the first inflation liner is produced ent, and commitm ality service s qu ne h Jo ug k ro on th f M oyee me for itsel where empl s made a na op, to today sh il Skellerup ha ta re st ys wih its fir the company from early da 60 years with up more than d he tc no s ha

For the course of a century, Skellerup has manufactured products which have not only worked the industries which feed our economy, but revolutionised agricultural, industrial and footwear markets in New Zealand and across the world.

A synthesis of tactile ingenuity, market focus and unrivalled quality; Skellerup’s range of products are the result of intensive research and development and the application of technical and industrial knowledge.

In 2010, Skellerup celebrates 100 years of knowing and meeting its customers needs.

Remembering the milestones

 1951 — The first export sales to Australia recorded  1955 — George Skjellerup dies. His son Valdemar Skjellerup assumes leadership

George Skjellerup, a Danish Australian, opened his first store, the Para Rubber company, in Christchurch in 1910. One hundred years later, the Skellerup name and associated companies are bywords for business integrity and longevity.

 1964 — First conveyor belts made by the Rotocure division of the company

The original Para Rubber company, the founding company of the Skellerup Group, was established to sell a range of rubber products including milking machine products to the national markets. Today, Skellerup has become the largest industrial rubber products supplier in New Zealand and has a portfolio that includes customers from more than 30 countries across the world including Australia, Europe, the United States and Asia.

 1992 — Donald Stewart appointed managing director

And while the evolutionary milestones of the Skellerup business are too many to mention, a compendium of various company achievements, successions and acquisitions of subsidiary businesses is necessary. Because what this rich history reveals, is that the 100th anniversary being celebrated by Skellerup in 2010, is not only a commemoration of business longevity, but a result of a century of business tradition and operational commitment to customers.

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62 | Canterbury Today | May/June 2010

 1943 — First gumboot manufactured in Christchurch

 1983 — Peter Skellerup assumes chairmanship  1991 — Turnover reported at $NZ180 million with exports totalling $NZ20 million

 1996 — Gained ISO 9001 accreditation Skellerup became a subsidiary of Brierley Investments Limited in 1987 and was listed by this corporation on the stock exchange in 1993 as part of the Skellerup group. In 1996, Skellerup was acquired by Maine Investment Limited and in the same year, Skellerup Industries Pty Limited was established in Australia to service the mining industry.

In 1998, during a restructuring of Maine Investments, Viking Pacific purchased Skellerup which was then acquired by Skellmax Industries in 2002 and returned to public ownership.

Skellmax Industries changed its name to Skellerup Holdings Limited in 2006 and Skellerup remains the principal company of this entity.

Since inception, Skellerup has acquired various businesses including Ambic Equipment, Stevens Filterite, Jenco Products Australia and Gulf Rubber. Skellerup has also maintained enduring professional relationships in the form of sponsorship. In 1969, the company become the founding sponsor of the New Zealand Young Farmer of the Year competition, a relationship which lasted 29 years.

While Skellerup’s chief executive and managing director Donald Stewart says the company has changed with the times, Skellerup’s steadfast commitment to its vision has remained the same. “Our vision is to be a leader in the manufacture of technical polymer products for global niche markets,” he says.

Agriculture connections New Zealand is defined by agriculture just as agriculture is defined by Skellerup. Agriculture is ubiquitous in New Zealand; it lives in the lands which decorate our environment, is at the heart of what drives our economy and is the provider of the ingredients that feed us.

After participating in the dairy market for more than 50 years, needless to say, Skellerup is an agricultural leader.

Focus | Skellerup Industries

The agricultural (agri) division of Skellerup consists of four distinct business units and while these entities are structurally unique, they each share a mutual market focus which aligns with the manufacturing and distribution of products for the dairy industry.

Skellerup’s manufacturing and distribution facilities in New Zealand, the United States, China and the United Kingdom ensure that Skellerup is well positioned to serve established and emerging dairy markets.

Industrial

The company supplies agri products to all leading global and regional original equipment manufacturers (OEMs) as well as leading dairy distributors. Through Skellerup’s commitment to innovation and industry-leading quality, brands such as Reflex, Blue Line, Ambic and Masport are now recognised as leaders in their field.

Like its divisional sibling, Skellerup Dairy International is a leading supplier of original dairy rubberware. Distributing quality branded products, Skellerup Dairy International specialises in the manufacture of liners, tubing and jetter wash cups, exporting products to more than 50 customers in 32 countries across the world.

Skellerup Dairy New Zealand supplies quality branded products to the New Zealand dairy market through rural retailers including RD1, Farmlands, PGG-Wrightson, Allied Farmers and CRT. These brands include Skellerup, Reflex, Blueline and Master-blaster.

A specialist team of chemists, design engineers and toolmakers are committed to ongoing research and development programmes within the agri division and Skellerup products are regularly tested for their durability, ozone resistance, modulus and memory.

The dairy division has grown beyond its preliminary service of supplying dairy rubberware and now distributes a wide product range including vacuum and milk pumps, milk filters, calf teats and the Ambic range of dairy hygiene equipment.

Rubber mixing and moulding is conducted on-site at Skellerup to ensure the manufacturing process is completed in a controlled environment and the unique rubber formulations utilised are specifically designed for use on the dairy farm.

Sourced and manufactured technical industrial products and specialist vacuum pumps are the primary products distributed by the industrial sector of Skellerup. With the acquisition of Gulf Rubber, Tumedei Spa, Rubber Services, Thordon Rubber and Deks Industries, Skellerup has diversified its industrial rubber range and can meet the needs of most commercial markets.

The industrial division of Skellerup is made up of 13 business units across four countries — New Zealand, Australia, the United States and the United Kingdom. These businesses serve major industrial markets including automotive and consumer appliance OEMs through to distributor and end user industrial customers.

The recruitment of highly qualified staff and the implementation of ongoing research and development programs ensures these businesses are market leaders.

From ex-stock sheeting and extrusion products in the New Zealand market, through to high volume precision moulded components which Skellerup supplies to major manufactures around the world, the company has retained a focused business unit model within this division to ensure no service levels are compromised.

Its range of research and development and industrial manufacturing facilities include operations in New Zealand, Australia, China and Vietnam. Skellerup also has specialist sourcing and quality teams that partner manufacturers in other Eastern countries.

Skellerup prides itself on its strict control and management quality systems, which adhere to world standards. These standards are maintained at Skellerup’s own manufacturing plants and at the premises of outsourced manufacturing partners.

Feature continues on next page >>

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Canterbury Today | May/June 2010 | 63

Focus | Skellerup Industries 100 years of success

In the year of ‘59

When a business that has loyally served a market since conception, turns 100, this anniversary warrants a celebration of significant proportions.

Two great possessions became mine: A lovely bride I gladly sought

For Skellerup’s entry into triple digits, the company is planning a year long celebration which will involve a concentrated effort on promotional activity within the rural industry and during the New Zealand National Agricultural Fieldays. This event will be held from June 16–19 at the Mystery Creek Event Centre in Waikato, accommodating 1000 exhibitors and 130,000 visitors from New Zealand and 30 countries around the world.

New ‘Skellie’ gummies I also bought...

Since that day, in many places I’ve worn those boots without their laces; Digging gardens, mowing lawns, Battling floods and netting prawns...

The success of the Skellerup business will also be commemorated at various dinners and events held throughout the year. The Skellerup family and former employees of the business will be invited to attend centenary dinners and lunches to celebrate the birthday milestone.

A dozen cars have come and gone, Four kids now grown have all been born Twelve houses we have occupied And still those boots remained my pride...

Stewart says Skellerup is a business that values its staff and places significant emphasis on creating a professional family within the staff base. “Those who know Skellerup get a feeling of family. There has been a great deal of loyalty built up throughout the years and there is a loyal staff culture. People who are passionate and work to the best of their ability. One employee, Monk Jones, has worked for Skellerup for more than 60 years.”

(Expert from ‘My wondrous ‘Skellie Gumboots’, by a satisfied Skellerup customer, 1995.)

Footin’ it

with the best They live in homes around the world and apart from dogs are a farmer’s best friend.

The utilitarian quality and long shelf-life of this item means there’s a fair chance they’ll outlive us all and as a longstanding New Zealand icon, will live on forever.

The gumboot. It’s an item that’s been blessed with the gift of the gab when it comes to helping get the hard jobs done.

Skellerup has been fitting farmers feet with gumboots for more than 60 years and it is fair to say the Skellerup ‘gummie’ is highly refined — in an aesthetic and functional sense.

The company’s footwear division emerged from Marathon Rubber Footwear Limited which was formed by George Skjellerup in Christchurch in 1939.

Production throughout this time was in aid of World War II as the company manufactured footwear for the armed forces and gas masks for the civilian population. Given the tumultuous political climate of the time, it was a point of irony that new tennis footwear was also in the production line and the first tennis footwear was manufactured only days before World War II began.

After an extension of the original footwear factory took place in 1943 with the support of a Canadian footwear expert, waterproof

64 | Canterbury Today | May/June 2010

footwear was produced by Skellerup. Slippers, casuals and canvas sports shoes, which were to later adorn the feet of sports superstars including four time world squash champion, Dame Susan Devoy, were made by the company. And by 1965, Skellerup had produced 21 million pairs of high quality footwear.

The Marathon was the first rubber gumboot made by Skellerup and it emerged from the vulcaniser on September 9, 1943. Tailored with the application of outdoor knowledge and a keen sense of what farmers needed, Skellerup gumboots were crafted to survive and navigate the rough terrain of rural life.

The siblings of the Marathon gumboot — Red Band and Perth — were made from the same rural ready fabrics and have assumed their place aside the Marathon in Skellerup’s Hall of Fame.

The first Red Band gumboot was manufactured on October 21, 1958 and it has since joined the buzzy bee and the jandal as Kiwi icons.

Between 1968 and the late 1980s, Skellerup kept pace with the evolving commercial market, incorporating rubber vulcanising practises, PVC injection moulding and the injection of moulding

twin density polyurethane soles on shoes.

Canvas, leather and rubber materials for shoes were changed to synthetic polymers such as PVC and polyurethane.

Although new quality enhancing techniques were introduced throughout time, Skellerup gumboots today are built from the same natural 100 percent rubber formulation that gave life to the first Marathons made in 1943. Handmade to ensure quality and precision, each boot component is bonded in place manually before the finished boot is vulcanised using heat and pressure.

Made to align with rigid specifications, the construction and quality of Skellerup boots, including the padding, support and shape, are designed to reflect New Zealand people and their professions.

From the flex resistance and internal canvas reinforcing used, to the ultra violet protection and hand inspection of these boots, Skellerup gummies are second to none. The manufacturing plant in Jiangsu, China is responsible for the production of these boots today.

From chemists to processing engineers, the Skellerup staff of more than 800 employees may inhabit geographically unique workplaces, but one common denominator fosters an interactive network; every employee is dedicated to Skellerup. Stewart says it is this employee dedication, a cross pollination of knowledge and the integrative company atmosphere that allows for transference of knowledge and good manufacturing strength.

Although staff expertise is undoubtedly an essential element of a successful business, manufacturing strength at Skellerup is not just about people. “It is not possible to pinpoint one combination of things, because it is everything, from our consistent service levels to our effective supply chains and our formulations,” Stewart says of the business’ success.

Skellerup’s challenge now is to remain competitive within the commercial market.

“To get an inkling about our intentions for the future, you just have to look at our vision. Our goal now is to be recognised overseas for our quality and excellence in the way we are recognised in New Zealand.”

Skellerup Industries Limited 124 Marshall Street Christchurch 8023 T (03) 381 5810 F (03) 381 7795 E info@skellerup.co.nz www.skellerup.co.nz — Advertising Feature

“People want to know where their purchase came from; whether they are supporting their local economy; whether their purchase is contributing to climate change or is helping to create better work environments. All these issues have been important to me and have helped to inspire the Dual range.”

To grow a fashion concept you have to be a style survivor; you need to feed your brand the commercial oxygen it needs to survive in an industry where others labels are swept away by the changing tides of fashion.

Winter 2010 Winter 2010 for Dual will be about colour and texture in its ‘Windows’ collection.

To be a fashion pioneer you have to inspire, forecast, know your market and meet their needs. And while Caro Allison doesn’t consider herself a pioneer, she is. For season after season since the inception of her clothing brand Dual Design Limited, Allison has not only lived and breathed fashion, she has created trends which have emanated throughout the seasons.

“I wanted a sense of timelessness to come through as that is what the new range really conveys — elegant pieces that will last seasons,” Allison says.

High grade merino from the Southern Alps will ensure the material component of this range, which includes merino leggings, tops, tunics and vests, encompasses a traditional feel. While pops of colour throughout the range; pink and purple hues and zebra aesthetics, have been introduced to contrast the neutral white and black tones of the collection.

Homegrown Allison’s entry onto the New Zealand fashion stage, where few survive and many are pushed off by fellow competitors, is not draped in glamorous tales of high flying meetings with fashion connoisseurs. Quite simply, Dual was grown at home.

“Back in the early 1990s after making my flatmate a pair of jeans, young lads turned up at my door begging me to make jeans wider in the leg than their mothers were willing,” Allison reminisces. “After a year of selling direct to the public, I started receiving calls from ‘urban skatey’ shops wanting to wholesale my designs. This led to the beginning of Dual wholesaling which eventually moved into the female boutique market.”

enables us to give customers a choice of top quality fabrics in designs that suit and fit them,” Allison says.

Drawing inspiration from colour, texture and strong clean lines, Allison believes autonomy with aesthetic expression is for everyone. “These days everyone can be funkier for longer and express their personal taste more freely. Men across the board are showing a creative edge with clothing.”

It is this story, in conjunction with Allison’s Along with their more relaxed approach to freedom dismissal of the title ‘pioneer’ that is exactly with fashion, Allison says modern consumers also what makes this designer and her success so want to know more about what they are buying into. endearing. And while there is no doubt she is rich in talent, Allison is a minimalist when it comes to regalements of her accomplishments. Many could offer countless details of her success, but for Allison, the longevity of her brand is one of her greatest achievements. Like any business with an evolving market, Dual has diversified to accommodate new fashion demands, adding tops, tunics, dresses, jackets and coats to its ranges. Additions aside, the silhouette of Dual’s first wide-leg jean still prevails in the commercial marketplace today.

Italian wools and wool mixes derived from the likes of Ralph Lauren’s end of runs, have made an impression on Dual for Winter 2010. And by using its newly purchased Gerber pattern-making software, Dual will also be providing made to measure services across the market.

All good news for style hungry fashion lovers.

Dual Design Limited 18 Norwich Quay PO Box 216, Lyttelton T (03) 328 9181 E caro@dual.co.nz www.dual.co.nz

While business localisation is perceived by some companies as a limitation to their growth and development, Allison appreciates her local connection to the market and says being ‘locally made’ is an attractive element of the brand.

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All areas of Dual’s design and production inhabit the same creative space. Fifteen minds congregate daily in Lyttelton to marry their visual and tactile talent. The result is a process which weaves efficiency and speed into the fabric of success. “Dual can wholesale quickly and in season rather than having to indent for the following year. This

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Focus | Dual Design

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Canterbury Today | May/June 2010 | 65

Focus | Subsurface Drilling

Getting under the surface Humans have been making holes since before we can really remember and as such, the drilling industry’s been around, in one form or another, for a little while now. Early estimates date to around 2500BC when the Egyptians supposedly used diamond drilling tools during pyramid construction.

Although no company can lay claim to being a pioneer to the historic industry, one can lay claim to being an integral piece of the trenchless drilling puzzle in New Zealand.

Subsurface Dilling is a trenchless pipework installation company in Canterbury which has completed substantial projects, both in size and complexity, throughout the South Island.

Its very first contract for Connetics Limited as part of the Telstra/Saturn contract to install a new telecommunications network in and around Christchurch raised the bar for the company’s future.

Today Subsurface Drilling specialises in several different methods of trenchless installation including directional drilling, pipe ramming, thrust boring, conventional trenching, chain trenching and its latest capability, pipe cracking.

could provide a professional one-stop trenchless installation service.

Subsurface Drilling started off by purchasing the first new Ditchwitch 2720 directional drill from Loadlift Equipment which it still purchases new equipment from to this day.

“I have been running Loadlift gear since well before I started this company. It’s reliable top of the range gear and the backup and support Loadlift have given us has been instrumental to our success,” he says.

A solid relationship with Mico Plumbing and Pipelines is also a key to his success. “The guys we deal with at Mico are go-getters. They’ve been there for us 110 percent.”

Subsurface Drilling now owns and operates three directional drills. The machines are capable of installing pipes ranging from 20mm diameter down the side of a house and under the vegetable garden, to 800mm pipe diameters down roadways and under buildings.

Over the years the company has striven to maintain its involvement with trenchless technology by continuously improving in areas of traffic management, staff training and purchasing and running the latest trenchless machines. The company is health and safety orientated, has ACC WSMP Secondary and adopted an ISO 9001-2000 as its recognised quality systems.

Subsurface Drilling PO Box 129 Kaiapoi T (03) 548 204 E herb@ssdl.co.nz www.subsurfacedrilling.co.nz

The team can evaluate and recommend the appropriate solution for any circumstance.

Deane (Herb) Herbert started Subsurface Drilling after six years in the trenchless drilling industry. His vision was for a company which

66 | Canterbury Today | May/June 2010

— Advertising Feature

Focus | Quartz Reef Wines

Where

art

science

meets

Rudi Bauer is more than a wine connoisseur, he is a viticultural pioneer.

As the founder of the Quartz Reef Vineyard in Central Otago, Bauer’s inspiration has long been driven by the desire to produce wines that impress the palate with a symphony of flavours and transport the taster to a place of blissful oblivion. Bauer has perfected the art of both.

Bauer has created a viticultural haven which is nestled in the heart of the Central Otago wine region. His vineyard’s name pays homage to the quartz deposit beneath the principal vineyards at Bendigo Station.

Quartz Reef specialises in the creation of pinot noir, pinot gris and methode traditionnelle wines and its grapes are cultivated on two vineyards within the Central Otago sub-region of Bendigo.

The primary Bendigo Estate vineyard is a 15 hectare site on a north facing slope. Comprised of arid clay, fine gravel and quartz soils, this vineyard was originally planted with pinot noir vines, but is now rich in pinot gris and chardonnay vines in various rootstocks. Both varietals are planted with a density of between 5,000 and 8,000 vines per hectare and a small planting of gruner veltliner was planted in 2008.

A modestly north sloping 15 hectare vineyard lies adjacent to this principal site and is planted with a density of 3,800 vines per hectare.

Comprised of waenga (fine, sandy loam) and molyneux (shallow, sandy loam) soils, this vineyard supplies Quartz Reef with pinot noir, pinot gris and chardonnay for methode traditionnelle sparkling wine production.

Bauer’s viticultural intelligence feeds and nurtures these vines. Austrian by birth, Bauer’s specialist knowledge is the result of the intensive training he has undertaken. Having gained degrees in viticulture and winemaking in Gumpoldskirchen (1975-79) and Krems (198082) in Austria, he also attended winemaking business college in Bad Kreuznach, Germany, between 1983 and 1984.

Bauer’s enduring commitment to the New Zealand wine industry began when he arrived in the country in 1985. He then moved to Central Otago in 1989 to make the region’s first gold and trophy pinot noir at Rippon Vineyard.

Before Bauer established Quartz Reef in 1996, he was in Canterbury for five years, consistently producing award-winning Giesen wines.

Bauer has also been a guest at the Oscars – the wine oscars that is. As the first New Zealand Kiwi winemaker to be nominated for the prestigious international Der Feinschmecker Wine Awards in Germany, Bauer was one of only six nominees. Although Bauer did not take this particular title home in March 2010, in an ironic coincidence, he was recognised in New Zealand at the Royal Easter Show Wine Awards, only hours earlier. This competition is the oldest and most respected wine competition in New Zealand and Bauer was presented with the Winemaker of the Year award.

But it wasn’t Bauer’s first success in this competition, as he took the Champion Winemaker title in 1999 at the Royal Agricultural Society of New Zealand Easter Wine Show.

Despite his many successes, Bauer is still incredibly humble. “It was a great surprise when I found out about the award. It’s a true honour to be recognised amongst New Zealand’s finest winemakers,” he says.

Quartz Reef sales and marketing manager Elaine Walker says Bauer’s generosity of spirit is an endearing quality. “Rudi is a very humble and genuine man. While for most it is about promoting themselves, Rudi is all for pushing the Central Otago and New Zealand wine industries.” Bauer’s nomination in the Der Feinschmecker Wine Awards was a considerable achievement in itself as nominees are generally from the old wine world, whereas Bauer is from the new wine world, she says.

Quartz Reef Wines 8 Hughes Crescent, Cromwell 9342 T (03) 445 3084 F (03) 445 3086 E elaine@quartzreef.co.nz www.quartzreef.co.nz — Advertising Feature

ENDEAVOUR GLASS PACKAGING LTD C.A.L Ltd is a family owned business, specialising in selling premium products to the NZ Wine Industry for over 30 years. We have great pleasure in giving our congratulations to Rudi Bauer and his team at Quartz Reef for their fantastic achievement.

Ph. 09 836 4974 30-34 Mihini Road, Henderson, Auckland Email: info@cal.org.nz www.cal.org.nz

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Canterbury Today | May/June 2010 | 67

Property and Construction | Mainzeal/Clearview Primary School

ecord-setting It’s a school which was breaking records, even before the first pupil sat down in a classroom for the very first time at the beginning of this year.

Clearview School in Rolleston was built in a record 209 days — a new benchmark for new school construction in New Zealand, says Mainzeal Property and Construction Southern region general manager Paul Blackler.

Teamwork. This is the one word attributed to the success of bringing this build in ahead of schedule, to budget and to all required specifications and standards.

Weather stations, power monitoring and being one of the first New Zealand schools to utilise a sophisticated new software package are some of the technological innovations...

“We (Mainzeal) were brought in very early in the process to design and build the school. This enabled us to work closely with our appointed design consultants ensuring their plans incorporated the best possible buildability from a construction point of view.”

Blackler adds the teamwork of everyone involved was phenomenal and the project was a shining example of how collaboration can impact so positively on a project.

“By bringing in subcontractors early in the design process and letting them have input made a huge difference to design co-ordination and build-ability.”

He also says a productive relationship with the Selwyn District Council was established early to work on facilitating the building consent process. “We said straight up we couldn’t afford any of the delays that can sometimes come about with consents and worked closely with them to ensure there were no surprises, on either side, through the whole process.

“Throughout the construction the council checked on progress and at the end we were able to get final sign off quickly. They became part of the project team and the whole process was robust, thorough and quick.”

Other critical team members were principle designer Opus International and Arrow Strategy acting as project managers for the Ministry of Education.

School principal James Petronelli was also extensively involved from an early stage. “Having Mainzeal take control of the design and construction so early is different from traditional procurement models, but it gave us ownership over the design process and this drove the entire project, making it so successful. We were all very focused on working together and working smarter as we focused on a common goal.”

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Property and Construction | Mainzeal/Clearview Primary School

new primary school Blackler says this model has proved itself successful in this project. While there is an awareness of this style of procurement model across the industry, he does not believe there is a realisation of the true benefits yet. He hopes to see more contractors get the opportunity for ECI (Early Control Involvement) in major projects as it “really adds value”.

Other innovations included using Kingspan roofing to provide superior thermal characteristics, eliminating cold bridging to steel purlins. Not requiring building wraps and its heavier composite construction eliminated several risks associated with conventional

“We are a little bit traditional in New Zealand and there is a wee way to go in the industry before this model is adopted at a higher level.”

The $10 million build was stage one of a potential two. Initially the school accommodates 400 students across 17 classrooms, each at 56 square metres.

There are several associated amenity buildings including administration, library, combined hall and gym, caretaker shed, vehicle parking and associated site works/playgrounds and fields.

The school has been designed so that a future stage two could easily expand capacity up to 600 students via nine classrooms which could be added adjacent to the playing fields at a later date without interrupting the overall design and function. Space is also allowed around the hall and library for future extensions.

Another contributing factor to getting the build completed in 10 months was by adding value through sustainable construction methods. An example of this was substituting traditional timber framing with lightweight steel frames.

The fast track project started at the beginning of winter so required careful selection of construction systems, materials and methodologies to enable a fast construction time, even during adverse weather conditions, explains Blackler.

Steel wall framing was prefabricated in a local factory off the CAD drawings ahead of schedule and erected quickly onsite. Unlike timber, steel does not absorb water so linings could be placed as soon as the buildings were water tight — a huge time saving exercise, he adds.

The choice of exterior cladding materials was made with the requirement to reduce the need for significant future maintenance.

roofing that would be created by adverse winter weather conditions.

The building consent process was staged to allow commencement of ground works while the building designs were being finalised.

Bucking convention The building design has challenged the conventional classroom model, providing common multi-use learning studio spaces linked to the individual classroom home bases.

These form an internal street that links all three classroom blocks, giving a sense of connection.

Landscaping provides quiet outdoor seating spaces behind the classrooms, with more open public seating spaces out the front. This will allow a variety of teaching modes for students.

As technology forms such a vital part of the learning environment, so too does the design aspects of the building. Weather stations, power monitoring and being one of the first New Zealand schools to utilise a sophisticated new school software package are among some of the technological innovations. Other sustainable design features include extra thermal insulation, double glazing, high efficiency timer operated light fittings and heat pumps. Large windows and skylights provide natural light, creating

an open, airy feeling to the administration reception areas, library and classrooms.

Large sliding doors and motorised windows provide natural ventilation. Rainwater is collected from roofs and stored for use in vegetable gardens.

A large piazza entry space leads from the car park and drop off zone into an open court area.

With all the buildings facing into this space, it forms the heart of the school. A grass raised amphitheatre, sophisticated, state-of-the-art play equipment, paved ball courts and seating areas are incorporated in the landscaping. The new feeder road had been designed with a cycle lane together with pedestrian walkways linking into the school and cycle stand area.

The administration building and hall, on the eastern boundary adjacent to the road, provides shelter from the easterly wind. The classroom blocks extend around the southern boundary and along with extensive boundary planting will provide a barrier to the southerly weather.

The low sloping roofs form sheltered verandah spaces giving protection from summer sun and winter rain. The individual classrooms have extensive glazing giving even south light but with limited northern windows to control solar gain. This also allows effective cross ventilation.

The common learning studio space linking these has large expanses of glazing orientated to the north with roof overhang dimensions calculated to provide shade to the inside during summer but allowing sun penetration in the winter.

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Canterbury Today | May/June 2010 | 69

Property and Construction | Ngai Tahu Property/Christchurch City Council

Christchurch’s The yet to be completed Civic Building is already breaking ground in innovation and sustainability, not only on a national level, but also across the world.

International leading edge technology, the Tri-generation system, enables the building to generate its own electricity from a renewable energy source. This, combined with the awarding of the highest possible rating for environmental design by the New Zealand Green Building Council, means the building is rivaled by few when it comes to sustainability.

The equal joint venture between Ngai Tahu Property and Christchurch City Council (CCC) to redevelop and extend the old Post Office Mail Centre building in Worcester Street, built in the 1970s, was awarded the maximum six Green Star Office Design rating, achieving a record 83 points under the rating system.

The Civic Building is the second building in New Zealand to be awarded this highest possible accolade; it joins Samson Corporation’s Geyser Building in Auckland (yet to be constructed).

Ngai Tahu Property development manager, Gordon Craig says while the award is based on design, the Civic Building is well on the way to obtaining the same six star rating as a ‘built’ score.

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greenest gem Christchurch City Council corporate support manager, Chris Kerr, who is the council project manager for the build, says it is normal to lose a few points when taking the design into reality, but he is confident the score will be close to the 83 points it has on paper.

Green Star is a national, voluntary, environmental rating scheme that evaluates the environmental attributes and performance of New Zealand’s buildings and developed by the New Zealand Green Building Council (NZGBC) in partnership with the building industry.

From the beginning, both Ngai Tahu Property and the council were committed to high levels of sustainability in the building. For local government this was an innovative move, says Kerr, while for Ngai Tahu Property it is an integral part of its philosophy. “We were always champions of the process as it reflects our own values, and those of the council. We know we will have environmental problems in the future and our view is we need to react now, or face the consequences in the future,” Kerr says.

Craig says Ngai Tahu has a strong commitment to preserving our natural environment. “The Ngai Tahu proverb — Ma tatou, a, ma ka uri a muri ake nei (For us and our children after us) — reminds us that we must protect our environment to ensure future generations have the opportunities to keep tikanga (customs), and mahinga kai (traditional food gathering), practices alive.”

Feature continues on next page >>

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Canterbury Today | May/June 2010 | 71

Property and Construction | Ngai Tahu Property/Christchurch City Council Christchurch Mayor Bob Parker says the design is the greenest building in New Zealand. “This represents significant annual energy and cost savings for our ratepayers and reflects the council’s commitment to creating a sustainable future for our community and the region.”

Kaiwhakahaere of Te Rananga o Ngai Tahu, Mark Solomon says Ngai Tahu Property and the council are continuing to demonstrate levels of excellence that can be achieved with a public-private joint venture. “We are on the cusp of completing a building that we can all feel justifiably proud of.”

“We are on the cusp of completing a building that we can all feel justifiably proud of.”

Mark Solomon Kaiwhakahaere, Te Rananga o Ngai Tahu

NZGBC chief executive Jane Henley says the two parties have designed a world-leading green building, being the first to achieve four out of a possible five points for innovation within the Green Star system. Having two buildings with a six Green Star Office Design rating just three years after the initiative was launched in New Zealand is a credit to the property industry’s commitment to green building principles and shows the business case is clear, she says.

“There’s a sea change occurring in the way the industry considers how buildings should be designed and built, and what we’re seeing in Christchurch is a prime example.”

Work on the building remains on time and on budget, with the council beginning to move in the 1,183 staff who will work from the new space from mid August.

Joint venture, joint benefits “Ngai Tahu Property, like the council, is here for generations to come, so the council has a partner that will be here with them forever — so there is continuity,” Craig says. The lease on the building spans 96 years if all renewable options are taken up.

“It’s a great asset for Ngai Tahu Property and the council, a great way to go for everyone. The council also has a partner that is experienced in property development, and is totally committed to deliver the project on time and on budget.”

From the council perspective, Kerr says there have been significant benefits. “Not only has it allowed us to share costs, but for us to partner with Ngai Tahu Property is symbolic as they are the other agency who will endure as long as the council. For us to partner together in such an open way is great for Christchurch — a tremendous outcome.”

Innovation While Craig says starting with a bare piece of land affords the ability to do exactly want you want with design, he believes the refurbishment of this building is a great example of what can be done with even the worst looking structure.

“We have a large pool of old buildings across New Zealand and this shows how you can turn one into something functional and attractive.

“What we have achieved here is a refurbishment of a very old and brutal looking building, turning it into a very modern office facility within a good budget. We have also introduced all these green, sustainable elements, plus we have all of the savings in the carbon dioxide emissions you wouldn’t have achieved with a new building.

“We have assessed the saving in CO² emissions on this building to be in the region of 65,700 gigajoules or 6,440 tonnes,” Craig says. This embodied energy saving is equivalent to 12,800 return flights from Christchurch to Auckland.

The Green Star system evaluates the environmental attributes and performance of buildings in nine categories – management, indoor environment quality, energy, transport, water, materials, land use and ecology, emissions and innovation — to assess its environmental impact.

Putting waste to use One of the outstanding features of the new Civic Building is the installation of a tri-generation system. The system means the building generates its own electricity from a renewable energy source — biogas. This is piped from the council’s Burwood landfill site — and in future

years from the city’s Wastewater Treatment Plant. It is then converted into electricity and the process is used to heat and cool the building.

Tri-generation is the simultaneous production of electricity, heating and cooling from a single energy source, in this case, biogas. The biogas is used to run a gas engine that generates electricity. Heat is recovered from the gas engine system as hot water and used to heat the building. This hot water also powers an absorption chiller to provide cooling for the building. The use of the biogas reduces methane greenhouse gas emissions from the waste site and also substantially reduces reliance on other fuel sources which emit greenhouse gases.

Cutting-edge combinations While the combination of these innovative technologies and fuel source is unique in a commercial building, some of it is not new to the council. Three years ago biogas systems were installed into the QEII sports facility, producing considerable annual savings. The biogas energy source has now been piped into the city to serve the new Civic Building and also the Art Gallery.

Powell Fenwick mechanical engineer Sam Seatter says there a combination of many technologies, some cutting edge and others more standard, were incorporated into the building. However, the way in which these technologies were utilised and applied was different from the norm and was a compelling ingredient in the high Green Star rating, he says.

Additional energy savings come from energyefficient light fittings, automatic daylight dimming when the natural light is sufficient and occupancy controls to turn off lights when areas are not in use. There are sensors on the escalators which will activate only when people approach, and regeneration capabilities on the lifts. “Put simply, the lifts generate energy which is put back into the building. When they are going down, they are braking and this energy is captured,” Seatter explains.

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The target for construction and demolition waste recycling from the building was 70 percent. In January, the project was achieving 88 percent recycling for these materials — a phenomenal achievement by contractors Hawkins Construction.

To the north, the building has a double-skin façade consisting of two walls of glazing with a thermal and solar buffering zone of 600 to 800mm between. Into this facade, air from within the building will be vented.

In the summer the cooler air will help control the heat within the building while in the winter the reverse will occur. “This was air that would be spilled anyway to allow for the fresh air being brought in, this system captures it and puts it to use,” Seatter adds.

Improved work environment

Within this facade lies an automated blind system that will automatically adjust louvre blinds to control solar heat gain and glare according to the sun position, time of day and time of year.

The office floors feature a monitoring system which detects when carbon dioxide (CO²) has reached a certain level and automatically introduces additional fresh air through floor vents. Cooling and heating can also be delivered via these air vents. The introduction of air at this level is more comfortable for those within the building. This is also a very efficient system allowing outside air to be utilised for free cooling for a large proportion of the year in Christchurch.

While the Civic Building will deliver significant and tangible benefits such as energy and water savings, it also provides a greatly improved working environment for increased staff productivity. Craig says while official data from various overseas surveys on staff working in highly sustainable buildings is yet to be released, the direct benefits are beginning to show through — decreased absenteeism, increased performance and decreased staff turnover — all good news for the council.

“This building is as good as it gets on the design front. That it is environmentally more sustainable is a huge feel good measure for everyone who will work in the building,” he says.

Feature continues on next page >>

Owners and developers — Ngai Tahu Property and Christchurch City Council Architects — Athfield Architects Services and structural engineers — Powell Fenwick Consultants Project managers — Resource Coordination Partnership Quantity surveyors — Rider Levett Bucknall Town planning — Resource Management Group Green Star consultant — eCubed

“This (building design) reflects the council’s commitment to creating a sustainable future for our community and the region.”

Bob Parker Mayor of Christchurch

Acoustics engineer — Acoustic Engineering services Construction contractor — Hawkins Construction.

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Significant rainwater harvesting is expected to provide one million litres of water annually. The existing basement, which was of little use in the re-furbished building, has been converted into enormous storage tanks capable of holding 185,000 litres of water to be used to flush the toilets, for landscape irrigation and a water feature. Likewise the degree of solar power capture on the building’s roof for provision of hot water is innovative. It is anticipated 85 percent of the building’s hot water will come via this solar provision.

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Property and Construction | Ngai Tahu Property/Christchurch City Council “From a commercial view this might not mean developers can get higher returns from buildings, but it does mean more tenants want to go into these buildings, thus they are easier to rent.”

Kerr believes across the city we will see “flow-on benefits” of this. Craig agrees but believes it will help to lift the benchmark across the whole country in property development.

“We (Ngai Tahu Property) are well into the design phase of our next development and many of the features and lessons learnt from the Civic Building are being considered for incorporation into it,” he adds.

Ngai Tahu Property Limited Level 4, Te Waipounamu House 158 Hereford Street Christchurch T (03) 377 3711 F (03) 365 5939 www.ngaitahuproperty.co.nz Christchurch City Council 163-173 Tuam St Christchurch T (03) 941 8999 www.ccc.govt.nz — Advertising Feature

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Property and Construction | Match Play Projects/Lincoln Community Centre

Stepping up

to meet community needs An artist’s impression of the new Lincoln Community Centre (far left) and getting started on the foundations for the new centre (left)

The Lincoln community is in the process of getting a brand new community centre with a range of facilities to meet the town’s growing needs for years to come.

The $10 million project is being managed by Match Play Projects, a Christchurch-based partnership which specialises in providing project management services for a range of small to mediumsized activities.

Match Play partner Lyall Matchett says the new community centre is the company’s largest project to date. It involves the construction of a 3000sq metre centre on the Lincoln Domain, which will replace an old community centre in Gerald Street.

A new library and service centre is in the wings for the Gerald Street site, while a playcentre and Plunket rooms have already been constructed alongside the community centre site. The new centre should be completed by March next year. Extensive landscaping is also planned.

“It’s a brand new community centre. The construction contract is worth $6 million but the overall project, including land costs, is $10 million,” Matchett says.

“The new centre will include a full sports court which meets the national standards for netball and will also be used for basketball, volleyball and other court sports.

“There will also be a hall area, which is equivalent to the existing community centre hall, plus three lounges or meeting rooms, toilets, changing rooms and kitchen facilities.”

Detailed planning process Construction is being carried out by CS Lund and Son, following two years of detailed planning and community consultation.

“As the project manager, Match Play Projects has done a lot of consultation with the community and co-ordinating of planning requirements for resource consents,” Matchett says. “My involvement with the design of the centre was to ensure the community achieved what they wanted.”

While some residents had reservations about the need for an updated and expanded community centre, Matchett says it is important to consider the future needs of Lincoln, which is due for significant population growth over the next 20 to 30 years.

“We had to build for the future. The current centre is in poor condition and only meeting the needs of a small part of the community. To have replaced like for like would have been short sighted. There has been a lot of work done with the community to ensure they’re in favour of the project.

“The whole building is being integrated with the domain and we have worked closely with domain users and the public to make sure the facility will not only sit by the domain, but will become part of it.”

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Funding has included a $600,000 grant from the Lottery Grants Board and $200,000 from the Canterbury Community Trust.

Concept planning has already begun on the library and service centre project and architects Warren and Mahoney have been engaged to prepare concept plans. Match Play Projects has also been appointed to get this project through the concept design stages.

While Match Play Projects has only been in operation for three years, Lyall Matchett has been involved in improving and developing facilities for more than 10 years while working for the Christchurch City Council. He applied his Tonkin & Taylor (T&T) is pleased to have provided environmental services to Lincoln Community Centre Development. T&T undertook investigations of the soil quality at the former Crop & Food Research Farm and designed remedial works to ensure the site soils complied with the relevant guidelines.

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Canterbury Today | May/June 2010 | 75

76 | Canterbury Today | May/June 2010

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Canterbury Today | May/June 2010 | 77

Property and Construction | Concretec Limited

Poured to perfection When two precast construction experts combined forces five years ago they created a niche business from scratch. And the business, Concretec New Zealand Limited, mirrors its product range — made to measure and market specific.

Justin Bragg and Stefan Young, directors of successful precast manufacturing firms, teamed up to marry their knowledge, talent and expertise to develop a business which was built on the foundations of their combined experience.

From this success the pair then formed Concretec Limited in 2007 — established in response to a growing demand for precast concrete services in the South Island. Today, Concretec New Zealand Limited operates out of its Auckland based site and Concretec Limited, located in Oamaru, is managed by Oamaru born and based Stephen Black.

Concretec Limited offers a full range of building components, including beams, panels, columns, stairs, balconies and architectural products.

The company also specialises in manufacturing products for environmental stormwater filtration, including box culverts, general precast and nirvana insulated panels.

Needless to say, Concretec Limited and its parent company Concretec New Zealand Limited, are market leading manufacturers of precast concrete.

…

everything we make is unique, customised and made to measure

…

With a strong emphasis on commercial, industrial and farming projects, Concretec Limited’s professional portfolio, like the business itself, has grown rapidly. Striving to provide quality services and technical support to clients, Concrete Limited has expanded substantially since the start.

When the company entered the market three years ago, it was established to support the farming industry, manufacturing cattle troughs and underpasses. Today, Concretec Limited is

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involved with a wide range of projects in the commercial and industrial sectors.

In February 2009, Concretec Limited was awarded the bleacher contract for the Forsyth Barr Stadium in Otago. The company was required to manufacture 500 pre-stressed concrete units which were 10 metres in length and weighed approximately 10 tonnes each.

The pre-stressed design utilised by Concretec Limited for this project, provided an efficient use of concrete with each unit pre-tensioned with up to 100 tonnes of force and shaped for optimum load.

Produced in the company’s Oamaru factory, strict quality control processes were followed and the bleachers were constructed in purposebuilt moulds by staff who were specialists in this area of manufacture.

Concretec Limited was also involved with the manufacture of 400 bleachers for the AMI Stadium upgrade in Christchurch, in preparation for the 2011 Rugby World Cup. “Everyone that has worked on the AMI and Forsyth Barr Stadiums has loved these projects.

In building these prestigious structures, the staff get to see their work time and time again on television when they are watching rugby or sport played at these locations. The team really enjoys that and so does their families,” Black says.

Industrial Place, Oamaru P O Box 3, Oamaru Ph. 03 437 0900 | Fax. 03 437 0920 78 | Canterbury Today | May/June 2010

…

Property and Construction | Concretec Limited

delivering quality But despite the business securing major national contracts and earning a market leading reputation, construction work volumes have tapered off due to the inconsistent economic market. Not one to shy away from a challenge, Bragg says the business is still striving to “give itself an edge,” particularly when it is participating in a competitive tender environment. “The key in our business is to manufacture products of a higher quality than the average — that is our goal.”

Bragg counts a strong team with good experience, effective technical processes and a strict adherence to planning and quality assurance as being essential components to the Concretec business. “It’s about having the right people doing the right processes every step of the way.” Of his own team of staff, Black adds, “We have a good bunch of very experienced and dedicated staff. We look after our guys because we know that we’ve got the right guys.

And when you’ve got the right guys, it’s so much easier.”

Concretec staff in Auckland and Oamaru are translation experts, being able to convert architectural designs into shop drawings, exactly to specification. “This is a very important part of the process,” Bragg says. “Everything we make is unique, customised and made to measure.

Every day we are making something new which means there is a high level of process control required on our behalf.”

To retain its footing in the professional market, Bragg says substantial growth is not necessary for the business but maintaining its reputation for excellent communication and manufacturing is. And although the two divisions of the business are run independently from each other, Black says the success of Concretec Limited can also be credited to the knowledge available from the team in Auckland.

“It’s just a good mix of upper management and workers. While we don’t operate as a corporate

products, on time, to specification,

…

with great service

business as such, the main thing we all offer to our clients is quality and there is never an exception to this.”

For the future, Concretec Limited will be expanding its business into manufacturing flooring products. Flat slabs and pre-stressed flooring panel (pre-stressed rib) beam systems will be available to clients through this service.

“This essentially will give our business the whole package,” Black says.

In the next five years, Concretec Limited and Concretec New Zealand Limited will no doubt continue to fulfil their professional objective of “delivering quality products, on time, to specification, with great service”.

Because both companies are dedicated to building more than just precast components; they are committed to building enduring professional relationships.

Concretec Limited Industrial Place PO Box 3 Oamaru 9494 T (03) 437 0900 F (03) 437 0920 E stephen@concretec.co.nz — Advertising Feature

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Pleased to be associated with Concretec Ltd Dunedin Branch PO Box 5681, Dunedin 9058 Ph (03) 479 2730 | Fax (03) 479 2731 dunedin.quotes@freo.co.nz Christchurch Branch PO Box 301083, St Martins Christchurch 8246 Ph (03) 377 1190 | Fax (03) 365 7510

Canterbury Today | May/June 2010 | 79



25

Sout hern 

There is an old adage which states that success will inevitably follow hard work. Such is the case with Provincial Contracting, a progressive Southland firm involved in many of the major construction sites within the region during the past 25 years.

Rothbury Insurance Brokers are proud to support Provincial Contracting

ry

Property and Construction | Provincial Contracting

niversa An

YE

A R S

The hard work behind Provincial Contracting’s success is illustrated by the company’s long and illustrious portfolio, encompassing contracts for the Invercargill City Council, Henderson Construction, Calder Stewart, Southland District Council and Fonterra, as well as detailed work for other clients across a wide variety of sectors.

The work involves the upgrading and maintenance of stormwater and sewerage systems, drain laying and excavation on large construction sites.

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But it’s a story that has been years in the making. In 1984 Allan Reynolds, now the managing director, along with his partners at the time, John Turnbull and Lloyd Cook, formed Provincial Contracting when they took over an existing drainage and excavation company.

The two partners have since left the company, leaving Allan and his wife Pam as directors.

It’s become quite the family affair. Allan Reynolds was employed by the original company for eight years before buying the firm which he has owned and managed for 25 years.

His son David came to work for the company in 1992 with a background in the engineering and electrical fields. Now the company’s contracts manager, David is putting his experience in all aspects of drainage and excavation work to good use.

Paul Reynolds came to work for Provincial in 1982 when he was 17 years old, obtained his drain laying certificate in 1993 and has been involved in a range of contracts over the years.

Allan himself has been involved in the construction, drainage and excavation field for 44 years, gaining extensive expertise and knowledge. But it’s his management style which has formed Provincial’s reputation as a leading contractor in the Southland area and cultivated the respect the company has earned within the industry.

It has certainly grown since 1984, when it started with a small but skilled team of eight staff. “I think the standard in quality of work we do, has been a big help and clients keep coming back,” Allan says. Today the company employs a core staff of 30, including a contracts manager, administrator and extra staff to assist on larger contracts.

Proudly supporting Provincial Contracting

Provincial Contracting has the ideal complex at 22 Onslow Street, Invercargill, with offices, staff areas and undercover storage for machinery.

But according to Allan, its true key to success as one of the drainage leaders is in providing clients with a top quality result on every contract. Another key factor of the company’s excellence in providing a professional, reliable service, is the accountability and responsibility the foremen accept for each job they are involved with.

Provincial Contracting recognises the part active investment in new technology and machinery plays in maintaining such a high service level.

The company’s extensive fleet of diggers, trucks, loaders and laser equipment is keeping it at the forefront of a competitive industry.

Provincial Contracting is also a member of the New Zealand Contractors Federation, which keeps them up to date with trends in other districts, hire rates, new machinery and quality assurance information.

Allan says the lack of skilled workers is one of the bigger challenges, his company, like many other businesses, faces today. “It is not as easy today as it used to be, but we have been very lucky with the staff we have managed to procure.”

Business for Provincial is looking good and the company is experiencing a very busy period, procuring work from the effluent, commercial and building industries. Provincial has proven successful through its emphasis on quality work and the high priority it places on safety.

Provincial Contracting Limited ensures a high level of quality through all stages of its process.

Provincial Contracting 22 Onslow Street, Invercargill T (03) 216 8460 F (03) 216 1087 E david@provcon.co.nz — Advertising Feature

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Business Development | BatteryMasta

Breathing new

life into

batteries

Since the invention of the first voltaic pile in 1800 by Alessandro Volta, the battery has quickly established its place in history, becoming a common power source for many household and industrial applications.

Its importance to daily life was illustrated by a 2005 estimate that the global battery industry generates US$8 billion in sales every year with six percent annual growth.

Repacking batteries is quite a simple process he explains. “We take any type of rechargeable battery that has failed, disassemble it and rebuild it with new cells — and for a lot less than a new one,” he says of the process which can save 50 to 60 percent of the retail price for a new battery.

The existing battery pack is carefully opened up, the cells reassembled into the original formation and then tested with specialist programmed equipment. Where possible the company installs higher capacity cells, which gives you longer use-time between charges.

From cell phones and laptops to power tools and automobiles, the applications batteries serve have enabled a life which is as simple as the click of a button. Equally diverse as the range of applications the battery serves, are the services BatteryMasta provides, because after operating in Christchurch for more than 10 years, BatteryMasta is the battery specialist.

New cheaper imitations containing unknown cells are being introduced to the market, McCarthy says and these will be short on cycle life and poor in overall performance. “If you buy new cheaper imitations, the battery packs could be past their shelf life before purchase, depending how long they have been in storage in the supply chain. This means they may not be as good as repacking.”

The company specialises in two distinct divisions; supplying premium quality battery brands including Panasonic and Sanyo, as well as repacking battery packs.

And he certainly knows what he’s talking about. BatteryMasta began life as the electronic repairer Asset Electronics, before McCarthy and his wife Fay discovered batteries.

Managing director Jeff McCarthy says, for this company, nothing is impossible. “From watch batteries, video cameras batteries and cordless phone batteries to wheelchair batteries, golf cart batteries and car batteries — there’s just too many to list. We believe there’s nothing we can’t do.”

As a strategy it was a success. BatteryMasta now supplies government departments, health care providers and many other products and industries which are crucial to our health and wellbeing. “Furthermore we provide a 24 month guarantee on all our re-packed batteries — that’s unheard of,” he states.

BatteryMasta has access to the wider global market for any specific cell and battery requirements you may have and all trade enquiries are welcome. Images, products, specials and frequently answered questions are available on the website, including battery care tips to help you look after your batteries well to ensure you get more power for your buck.

BatteryMasta Corner Carlyle Street and Gasson Street Christchurch T (03) 377 1771 E sales@batterymasta.co.nz www.batterymasta.co.nz — Advertising Feature

Pleased to be associated with Battery Masta.

The SuperCharge Gold Series continues to lead the industry in technology, product ratings, quality and warranty offering.

This year to meet the increasing power and starting demands of premium modern vehicles, the SuperCharge Gold has increased CCA and further extended its warranty to as much as 36 Months Full Replacement* providing one of the longest warranties in the market today.

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Chartered Accountants Fidelity House, 167 Victoria Street | PO Box 108 | Christchurch 8140 Phone 366 0055 | Fax 365 5513 | Email accountant@agers.co.nz

Canterbury Today | May/June 2010 | 81

Stick to it –

Business Development | Hally Labels

The printing industry has changed beyond all recognition since award-winning Hally Labels began almost 45 years ago.

Many years ago printing was painstakingly reproduced using woodblock printing, a similar fashion to stamps with images and text carved out from wood blocks, dipped in ink and brought into contact with the surface to be printed.

Like the personal computer and the mobile phone, the printing industry as we know it today started off as just a revolutionary dream.

But it was the invention and spread of the printing press that is widely regarded as the most influential event in the second millenium AD, revolutionising the world and ushering in the period of modernity.

A major advance in the industry was the introduction of self-adhesive labels. Colourful paper labels have been used to identify products since the early 1880s. Introduced to America by European artists, this profession became known as lithography, the first commercial art. The goal was simple; catch the customer’s eye. Orchard owners used this new concept of lithography to bring attention to their fruit. Labels were used on cedar crates full of fruit, cans of vegetables and boxes of cigars.

In the early 1930s an entrepreneur R. Stanton Avery manufactured the world’s first selfadhesive labels, crafting a successful business.

New Zealand’s world class global printing inks and consumables partner.

Phone: 0800 435 468 | www.flintgrp.com

82 | Canterbury Today | May/June 2010

This label came with a paper surface featuring a coat of adhesive and a liner stuck to the adhesive. The liner had a special silicone coating. The term pressure sensitive labels became the industry name for the technique.

Today, pressure sensitive labels are an integral part of our lifestyle.

Colourful history Hally Labels has an equally colourful history as the industry itself. In 1965 Ian and Pam Hally established Hally Press after purchasing a small jobbing printer in Uptons Building up a narrow alleyway off Auckland’s Beach Road.

Growth was rapid and two years later the business moved to larger premises in Lichfield’s Building in MacKelvie Street, Grey Lynn.

The goal was clear — to be a leader in the new but expanding self adhesive labelling industry.

The company’s first reel self adhesive printing machine, a Viking Dominator, was installed in 1969. Growth continued to surpass both

expectations and space, which saw the move to even bigger premises in Nugent Street, Grafton, just a short time later.

As customer needs grew, so did the demand for equipment and services. Hally Press recognised the need for innovation and purchased its first Gallus reel fed label machine — the Rolls Royce of label machinery. This was just the first of 14 machines subsequently purchased by the Hally Group from Gallus companies.

Innovative solutions Around 35 years ago Roger Watt joined the company and some years later, as Ian Hally stepped back, Roger took the helm and today continues in the role of executive director.

“We started as a small family operation with a two colour letterpress printing machine,” Roger says. “We then introduced another two colours and by then we could do something that was quite revolutionary for the time, producing labels in full four colour process.

Business Development | Hally Labels

formula success for

“While we are still a family owned business, the innovation and passion we illustrated in those early days has continued to run strongly throughout the history of the operation through to the current day and continues to be a dominant key to the success of the company.”

As the business developed, design and pre-press was considered to be strategically important and Identity Digital Limited was established in 1982 and renamed Hally Digital in 2005. This enabled the company to stretch the limits of technology and maintain a technical and quality edge over its competitors.

In 1990 further growth preceded the Auckland factory’s move to Hannigan Drive, Glen Innes, again providing space to improve machinery layout and boost efficiencies.

In 1985 a subsidiary, Lingard Label Co. Limited, was formed in Christchurch to acquire the label printing business formerly operated by a Christchurch grocery co-operative. Lingard specialises in the supermarket weight price market, the meat industry and general food labelling and has experienced nothing short of exponential growth since its inception.

Efficient operations In 1998 Lingard set up a factory in Brisbane to be more competitive and to better serve its Australian customers.

“For many years we had been producing product in Auckland and shipping to Sydney,

Hally Labels has branches in Auckland, Christchurch, Brisbane, Melbourne and Sydney, employing more than 200 people trans-Tasman.

Melbourne and Adelaide,” Roger says. “We recognised that in order to grow the business and be in the position we wanted to be in we needed to be manufacturing there.

“The industry was very protected. In the early days it was difficult to get import licensing. So in order to get raw materials to supply the local market you had to be exporting.”

Today, the company has branches in Auckland, Christchurch, Brisbane, Melbourne and Sydney, employing more than 200 people trans-Tasman.

Hally Press and Lingard continued to develop separately as complementary businesses serving the needs of different labelling markets.

However, just recently after extensive analysis and planning the two companies were merged into an Australasian business Hally Labels, improving efficiences and streamlining the operation in the process.

Pam and Ian have both retired. Their son Grant now has the helm as chairman of Hally Group and their daughter, Ann Everard, is a company director. Hally Labels has continued to be innovative with new labelling products and technologies to supply customers with an unmatched range of labelling solutions.

“It’s a very competitive industry. The only way we can thrive is to continue to innovate and do things better than our competitors. To ensure this we have to be prepared to invest in new equipment, technology and processes. Hally was the first label company in New Zealand to install an HP Indigo digital offset press for high quality short run and variable data printing.

“Merging our two companies together has allowed us to restructure our services and make the entire operation more efficient and better serve our customers which is the key to success for any organisation.”

business, Hally Labels has developed into a successful international enterprise. Through the dedication and hard work of all those beyond the family who have joined the journey, Hally Labels will continue to lead the industry in the same fashion — through innovation and excellence.

Hally Labels 48 Waterloo Road Hornby T (03) 349 5299 E enquiry@hally.co.nz www.hally.co.nz

— Advertising Feature

All hail Hally If accolades are a measure of success, Hally Labels is leading the way. With two international HP digital awards and a Benny Landa award, the company illustrates industry dominance.

Following on from its success at the inaugural HP Asia Pacific and Japan digital awards, Hally Labels gained two more awards at the World HP Digital Label and Packaging Awards Competition in 2008. Then it topped that off by taking out the best of show Benny Landa award for its food category entry. The winning entries were selected based on their degree of innovation and creativity, marketing appeal, use of digital technology, paper selection, use of ink and colour, finishing and packaging and overall aesthetics.

But Hally Labels isn’t unfamiliar with accolades illustrating its success, with the company a regular of the Pride in Print awards. In 2009 the company took out four gold and five highly commended medals in the annual competition.

Through the hard work and passion the Hally family brought to that little jobbing printer

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Canterbury Today | May/June 2010 | 83

Initiatives | Shantytown

Mining local history

As the needs of visitors change, it is imperative tourist attractions keep introducing new products to meet their markets. Shantytown is rising to the challenge with an estimated $6 million redevelopment comprising five new experiences.

Based in the heart of the legendary West Coast, Shantytown is a market leader in tourism and has been for more than 38 years.

In a valley of 530 acres framed by lush native bush and forestry, Shantytown’s attraction is founded on preserving and presenting the region’s history and taking tourists on a tour back in time.

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84 | Canterbury Today | May/June 2010

In accordance with its vision for a sustainable Shantytown future, the business is investing innovative thinking in new opportunities as part of a major redevelopment plan. Shantytown project manager Jackie Gurden says a redress of commercial ventures is imperative as every attraction needs to keep up with its evolving visitor market. “In the past, static displays were acceptable to tourists coming to Shantytown.

But today, with the evolution of technology, visitor needs have shifted and people want engaging entertainment.”

The new Shantytown experience will be comprised of five elements; the sawmill, steam, gold, village and entry/exit experiences will constitute the conceptual chapters of the new Shantytown story. These are predicated on the principles of sustainability, sound market research and authenticity. The ‘hub and spoke’ concept, where Shantytown is able to direct visitors to other sites, is also important.

Premier Richard John Seddon who led New Zealand for 13 years until his death in 1906 will be prominent throughout the redevelopment. A resident on the goldfields from 1866, Seddon’s personality will be encapsulated in the entry and exit of Shantytown as well as many of the buildings. Seddon’s personality will also be a prominent theme within the tearooms once these renovations have been completed.

Reliving the past, unveiling the future The construction of the new experiences in Shantytown is under way. In June 2008, with a crowd of 700 inquisitive visitors in attendance, including local sawmilling families, the Minister for Tourism, Damien O’Connor presided over the opening of the Sawmill Experience.

Shantytown explorers can ride through this experience aboard a steam train which navigates the original bush tram track of the 1930’s. They can see an authentic sawmill, view milling footage and learn about this industry with their eyes and ears.

The Shantytown sawmill sector provides an ethereal experience as the piercing sounds of saw blades play in topical tune with lunch-room discussions that tell tales of the past.

Next in the Shantytown

line is the Steam Experience, comprising multiple integrated components.

A reconstructed foundry has been completed and this section includes preserved heritage engines, an enhanced railway station and an engineering workshop. The Steam School, which was created in association with Tai Poutini Polytechnic, has been inundated with bookings from those eager to learn about the tools of the trade. It was opened at the end of 2009 and further courses are scheduled for the school.

The gold claim at Shantytown is also about to be transformed. Inspired by the 1865 gold rush which saw the West Coast flourish in population and productivity, the Gold Experience is a work in progress and will feature a synthesis of visual and hands-on activities.

A new timeline through the unofficial history of the West Coast is about to be installed. A sluice is working again, complemented by an enhanced gold panning experience where visitors can indulge while thinking about how they might spend their riches.

A new interactive theatre is being created as a main attraction within the Village Experience.

Visitors will be introduced to Shantytown in the gold rush era before being taken through time to the village. They will later be bid adieu as conclusions to the stories introduced within Shantytown are revealed.

Re-discovering the past, Shantytown is living history. Visitors can go on an adventure back to a pioneering age so different from today.

Shantytown Rutherglen Road Paroa 7805 T (03) 762 6634 F (03) 768 5444 E marketing@shantytown.co.nz www.shantytown.co.nz — Advertising Feature

Initiatives | Clarkson Electrical

National coverage wit h local service commitment

The opening of Clarkson Electrical’s new Christchurch branch confirms the company’s commitment to servicing its national customers with a consistently high level of service.

Clarkson Electrical is a family-owned business formed in Auckland in 1997 by Terry Clarkson.

The company has since established a nationwide reputation as a leading provider of high-quality electrical installation and total electrical support within the commercial and industrial sectors.

Clarkson Electrical specialises in the design, installation and 24-hour support of qualitycritical electrical and electronic systems; from lighting to building automation and production line control. The company designs, constructs and fits highly complex switchgear, control panels and distribution boards and provides all switchgear, micro-processors and instrumentation. Its expertise also includes the highly specialist field of hazardous area projects, with Terry Clarkson one of New Zealand’s few authorised hazardous area inspectors.

General manager David Clarkson says the Auckland-based business is split into two divisions — service and project work. Its electrical service, maintenance and repairs work involves anything from a factory to petroleum sites and hazardous areas. Project work involves new installations.

Clarkson Electrical carries out projects ranging from $50 up to $3.5 million and can complete virtually any type of electrical work or service.

The company also carries out facility and project management throughout New Zealand, utilising more than 50 contracting companies including plumbers, builders, landscaping, air conditioning companies, electrical contractors and security.

Clarkson Electrical prides itself on the high quality of its work, as well as its enviable health and safety record, which the company has won awards for.

“We work to a very high level and we meet compliance at all levels. We take each job from start to finish

and we have a wide range of experience and knowledge across our team,” Clarkson says.

Clarkson Electrical — Christchurch branch 130 Montreal Street, Sydenham PO Box 7590, Christchurch T (03) 366 9440 F (03) 366 9443 www.clarksons.co.nz — Advertising Feature

New branches Clarkson Electrical recently opened branches in Wellington and Christchurch to provide a consistently high standard of work to its national customer base. The Christchurch branch is at 130 Montreal Street in the central city.

“With our national clients we’ve always used a subcontractor network,” David Clarkson says.

“But from a lot of research we’ve done we’ve learnt that our clients want us to do it — they like it in-house. We have a very high health and safety policy, which they like, and they want us to do the work personally.”

The Christchurch branch was established to help service a new national contract with Johnson Controls to maintain 113 Mobil Oil sites.

The contract involves a wide variety of work, including building maintenance, windows, lawns and grounds.

Clarkson says the new Wellington and Christchurch branches will be working hard to gain new service and repair work in order to grow beyond the Johnson Controls contract.

“In the last 12 months we’ve diversified from just electrical work, mainly through the Johnson Controls contract. We’ve developed a very good name for quality. We can solve problems and work hard to maintain that high level of quality and workmanship across all our work,” he says.

Love that car We are proud to work with the team at Clarkson Electrical

As a provider of lighting solutions to the NZ market Gerard Lighting appreciate and support the key business initiatives that make Clarkson Electrical so prominent within the Electrical fraternity Ph.09 623 9646 | Fax. 09 623 9640 | www.gerardlighting.co.nz

AUCKLAND MOTORS MITSUBISHI www.aucklandmotors.co.nz 686 Great South Road, Manukau. Tel: 09 262 9020

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Unit 1, 77 Huia Road Otahuhu, Auckland, 1062 T: 09 270 3078 F: 09 270 3079 Unit 1, 20-26 Railway Ave, Lower Hutt T: 04 560 4502 F: 04 560 4503 Unit D, 130 Montreal Street, Sydenham, Christchurch T: 03 366 9440 F: 03 366 9443

CLARKSON E L E C T R I C A L Canterbury Today | May/June 2010 | 85

Initiatives | Hawkins Refrigeration and Air Conditioning

Clearing Air conditioning, in a broader sense, can refer to any form of cooling, heating or ventilation that modifies the condition of the air.

It is a concept known to have been applied as far back as ancient Rome, where aqueduct water was circulated through the walls of houses to cool them.

Modern air conditioning, on the other hand, emerged from advances in chemistry and technology during the 19th century and the first large scale electrical air conditioning unit was invented and used in 1902.

While Canterbury’s Hawkins Refrigeration and Air Conditioning opened its doors well after the technological revolution of the industry, it isn’t stopping

the company from continually striving to advance its operation through its very own technology and expertise. And the company itself is reaping the rewards.

Hawkins Refrigeration and Air Conditioning has been operating for more than 30 years.

Since a change of ownership in 2000, when refrigeration engineers Troy Ireland and Blair Piggott purchased Noel Hawkins Refrigeration, turnover has increased 17 times over.

New expertise was brought in with Mike Heaps joining as a partner in 2002. His electrical engineering, PLC and automation experience saw Hawkins Refrigeration and Air Conditioning branch out into more electrical engineering and PLC control work, with Mike’s valuable expertise available in-house.

The company’s main business is commercial and industrial refrigeration, commercial air conditioning, electrical engineering and PLC control work. Hawkins Refrigeration provides complete refrigeration and control system solutions, equipment and services to the industrial and commercial sectors throughout New Zealand.

Turn-key systems are supplied to cold stores, food factories and process cooling plants around the South Island.

ENCLOSURES & TERMINATION

No need to shop around… NHP ISO for your refrigeration solutions • Tested & approved to AS/NZS Standards • Robust design • Comprehensive range • Competitively priced • Stock available locally

This diversity in services allows the company to cater for a broad range of industry categories with experience and expertise, including meat, dairy, poultry, cold storage, winery, brewing, leisure and education.

Turn-key systems are supplied to cold stores, food factories and process cooling plants around the South Island.

Plugs and Sockets 0800 NHP NHP nhp-nz.com 86 | Canterbury Today | May/June 2010

PQE-ISO-NZ0110(10-483)

Hawkins Refrigeration and Air Conditioning employs 17 staff with jobs ranging from reception and management through to service engineers. A wide range of subcontractors are also employed to do welding, installation and electrical work.

Hawkins Refrigeration is now run by a team of engineers dedicated to providing a total industrial solution to the highest quality standards at realistic market prices.

The company’s commitment to the industry is illustrated by its dedication to training. Hawkins Refrigeration takes on an apprentice each year through the Apprentice Training New Zealand (ATNZ) system, which ensures each apprentice gets formal as well as on-the-job training.

Initiatives | Hawkins Refrigeration and Air Conditioning

the air Managing director Blair Piggott says apprentice training provides the company the opportunity to groom apprentices into well rounded engineers. The company will continue to train staff and bring on apprentices so staff levels are able to keep up with the growing company.

With the addition of electrical expertise and a recently appointed mechanical engineer, Hawkins Refrigeration and Air Conditioning has more options when working on refrigeration contracts. “Our mechanical engineer assists with system designs, along with all mechanical engineering and estimating. It gives us the ability to tender for more work,” he says.

When new technologies and systems are introduced, the company deals directly with its suppliers for additional training, attending courses to learn about the new products and how to install them.

Robust and reliable refrigeration systems with low ownership costs are made possible through ongoing research into new technologies and materials, available on today’s market.

Each project is individually designed to meet each client’s specific requirements, while working within budget limits and other restraints.

The company’s skilled service engineers are on call 24/7, each carrying an inventory of standard service parts.

This allows the team to complete necessary jobs on-site, but major repairs or a job that would cause too much disruption in a workplace are brought back to the workshop.

Time is of the essence when repairing refrigeration equipment, as it needs to be up and running within a matter of hours.

“We’re always aware of their product and keeping that in good condition, advising the customer throughout the job what steps we can take to ensure that it won’t be lost,” Blair says.

And along with the addition of electrical expertise, Hawkins Refrigeration and Air Conditioning Limited has more options when working on refrigeration contracts.

He says generally a good maintenance programme will keep the equipment in good condition. Part of the company’s regular work schedule is to fulfill maintenance programmes for all of its industrial and commercial customers. “Our reputation for handling fasttrack industrial and commercial projects against tight schedules is well founded.”

Hawkins Refrigeration and Air Conditioning 134 Wordsworth Street Sydenham Christchurch T (03) 366 0399 F (03) 366 9417 E info@hawkref.co.nz — Advertising Feature

Canterbury Today | May/June 2010 | 87

Manufacturing | Advanced Fuel Tanks

Tanks for Advanced Fuel Tanks in Christchurch is at the forefront of New Zealand’s fuel storage industry, manufacturing custom-designed tanks to suit clients’ individual needs.

Advanced Fuel Tanks specialises in the design and supply of above-ground, self-bunded storage systems for hazardous substances.

The company was formed in October 2007.

It employs 10 staff at a modern factory in Bromley with a sales manager in Melbourne, and manufactures a range of high-quality fuel tanks, designed to meet all regulations and specifications. Managing director Stephen Bain says Advanced Fuel Tanks’ products meet any requirement and offer an effective solution to hazardous substance storage requirements.

International products

Advanced Fuel Tanks’ SuperVault multi-hazard tank utilises proven technology to withstand any conditions

While most of the company’s products are its own design, Advanced Fuel Tanks has the international licence to manufacture SuperVault and Pyrotector multi-fuel above-ground tanks, meaning it can supply tanks around the world, excluding North America. “They are very specialised tanks. The SuperVault tank is the only four-hour fire-rated tank that is independently certified,” Bain says.

SuperVault multi-hazard tank utilises proven technology to withstand any conditions — from the sub-zero temperatures of the Arctic to blistering desert heat. No other storage system provides a higher level of fire protection, insulation and fuel security. Thanks to its superior four-hour fire rating, the SuperVault can be installed within buildings without the need for additional fire protection.

No additional bunding is required for the SuperVault. Engineered and constructed for maximum protection, the SuperVault outer steel tank provides secondary containment, as well as protecting the inner tank from the elements of nature and fire.

The Pyrotector is a two-hour fire-resistant tank that offers a lightweight solution to fuel storage problems. As a double-skin steel tank, the Pyrotector also requires no further building and provides 100 percent secondary containment.

This popular design is ideal for diesel truck stops, transport yards, non-retail sites, remote airfields, industrial sites and other areas where clearance distances are not critical.

Bain says Advanced Fuel Tanks is subject to three-monthly audits by the Southwest Reasearch Institure (SwRI) in the USA to ensure its SuperVault and Pyrotector tanks continue to meet the highest international and local regulations for safety and quality. The tanks are a popular product and are sold throughout the world, with licensed manufacturers operating in Mexico and the United Kingdom.

New tank design With most tanks designed and manufactured by Advanced Fuel Tanks, the company’s range of products includes: the Portaqube tank, which is easily portable, compact and user friendly; the Vanguard tank, which is low-cost and suitable for diesel storage and other fuels; and the Praxis, a single-skinned tank.

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Manufacturing | Advanced Fuel Tanks

any task They all meet international standards for fuel storage and come with a five-year warranty.

The Supervault and Pyrotector each come with 30-year warranties.

“Unlike most tank manufacturers, we actually custom design each tank for each customer. We will build a tank and say ‘where do you want your ports, fill point and dipstick?’

All tanks are custom-designed and built to international regulations to meet each customer’s needs, which Bain believes is unique in New Zealand.

“We have a custom approach for every tank where the customer can specify everything.

That attention to detail and attention to customer requirements is very important.”

The BioTank (left) by Advanced Fuel Tanks is specially designed for the storage of all types of biodiesel

Advanced Fuel Tanks is continually working to improve its product range and has two new tanks available to suit the specific requirements of diesel and biodiesel storage.

Innovative new tanks The BioTank is specially designed for the storage of all types of biodiesel to minimise clouding or thickening in cold weather. It has a unique insulating layer between the primary and secondary tanks that minimises temperature change within the primary tank to retain diesel viscosity. In extreme conditions, a low-wattage fuel heating element can be used to supplement the insulation.

The ThermoKool tank is specially designed to minimise fuel temperature increases inside the tank, reducing fuel loss due to evaporation by up to 80 percent. This is achieved by incorporating a layer of specially formulated insulation between the primary and secondary tanks. Less evaporation also helps minimise “diesel bug”.

Environmental issues have made secondary containment as important as primary containment. The ThermoKool is engineered for maximum protection and no external bunding is required. Internal bunding means there is no costly on-site construction and maintenance of an external bund.

Advanced Fuel Tanks managing director Stephen Bain says the company is heavily focused on design, employing its own in-house design team and has two new leading edge designs currently under development.

Emphasis on quality

Growth and success About 30 percent of Advanced Fuel Tanks’ products are currently exported, although Bain is hoping that figure will continue to grow.

The company’s customer base includes companies within the fuel industry, the supplementary back-up power industry, the construction industry and the aviation industry, with tanks ranging in size from 500 litres to 110,000 litres. Aviation tanks are a modified version of the SuperVault tank and are designed for the storage of both AV gas and A1 jet fuels.

Advanced Fuel Tanks has completed installations for clients both large and small, including Christchurch International Airport, Fletcher Construction, Shell Oil, Exon/Mobil, Chevron and ST Airport Services in Singapore.

Bain says Advanced Fuel Tanks has grown considerably in its three years of operation.

“We attribute that to good management, good marketing activity, professionalism and quality.

Quality is of huge importance to us, as well as customer satisfaction,” he says.

The Pyrotector is a two-hour fire-resistant tank that offers a lightweight solution to fuel storage problems.

All of Advanced Fuel Tanks’ tanks are custom-designed and built to international regulations to meet each customer’s needs.

“We’re a Christchurch-based company that has very dedicated shareholders and directors that are passionate about the industry and business in New Zealand.”

Bain says quality is extremely important throughout the entire design and manufacturing process.

“Quality across all parts of the process is what makes us unique. It’s particularly important to us that our welding is fully certified,” he says.

“We meet all of the regulations and in many cases exceed them, such as putting a knuckle end on some of our tanks for extra strength.”

Advanced Fuel Tanks has worked closely with International Paints, to develop a painting system that has one of the longest warranties in the industry. “We’re very fussy and in 10 years time we want all our tanks to look brand new,” Bain says.

Advanced Fuel Tanks Limited PO Box 41, Ferrymead Christchurch 8062 T (03) 384 2380 F (03) 384 2388 www.advancedfueltanks.com

SUPPLIER TO ADVANCED FUEL TANKS NEW ZEALAND

— Advertising Feature

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Pleased to be associated with Advanced Fuel Tanks NZ Canterbury Today | May/June 2010 | 89

Manufacturing | Arkay Benchtops

kitchens to bathrooms … for all your domestic to commercial needs…

There’s something about the back shed — they have a distinct aura all of their own. Put a Kiwi in one, in the most unglamorous conditions, and the old number eight wire mentality will surely prevail. And let’s face it, we all love a good yarn about a Kiwi bloke and his backyard business. For Arkay Benchtops, the story is more than just a yarn, it’s reality.

More than 30 years after Bob Allen started Arkay Benchtops in his shed, the company has carved out a dominant niche in the bathroom and kitchen market for high quality benchtops.

When Bob Allen retired, his son David and colleague Steven Berry took over the business, moving it into the Hornby premises it now resides in and continuing the high quality tradition Cantabrians have come to rely on.

Now four of the most highly skilled professionals maintain partnerships in the business — Steven Berry oversees the factory and manufactures the engineered stone; Colin Aldersley looks after the edging department, arranging the final stage of the job before product leaves

ers Bisonne Laminates off 11 h wit n sig freedom of de es. ish fin te ina decorative lam

the factory; Stefan Coetzee looks after the coving and CNC areas; and Mark Bray runs the administration and sales. This includes pretty much everything else through to cleaning the toilet, he laughs. “You’re only as good as your staff and we’ve got a fantastic team,” he adds.

Most important, Bray says, is the service Arkay Benchtops provides for customers. “Even if they are a big or small company, private person to multi-national — they get the same service. We accommodate them in any way we can and ensure we always exceed their expectations.

Arkay Benchtops has built on this reputation by adding to an already impressive portfolio.

The company fabricates kitchen sink benchtops, vanity tops, bar tops and desks for a wide variety of clients, ranging from schools and universities to movie theatres and motels through to domestic applications.

“Because of this hands-on ethic, we have built up a loyal customer base. We have looked after clients and, in turn, they have looked after us.”

A vast range of finishes are on offer. The laminate range comprises 80 percent of the company’s work, with Laminex, Formica, Bisonne and Wilsonart some of the popular brands. The company specialises in gloss laminate which many others don’t like doing.

Arkay Benchtops also offers an economy range of laminates and off-cuts to fit everyone’s budget. Solid surface benchtops are available such as Roxx (formally known as Stonex), Stoneology and Corian.

“We’ve become known for our fast production turn around. Because the partners are all handson, we are able to average about two weeks,” Bray says. “But we have been known to turn around benchtops in a couple of days. We have the flexibility to make that possible.”

Arkay Benchtops is also appreciative of a loyal base of key suppliers without which “the business wouldn’t be where it is today”.

Standing as testament to the hard work and dedication of Arkay Benchtops and its suppliers is the aesthetic appeal of the products.

“A new benchtop can make a huge difference to a kitchen. It’s a talking piece, something you can be proud of. It can be the finishing piece to a full new kitchen or it can be a cheap way to give a whole new look to a dated kitchen.”

Whatever your plans, the choices are endless.

Arkay Benchtops 12B Praire Place Hornby, Christchurch T (03) 349 6607 www.arkaybenchtops.co.nz

rcer Bisonne Laminates, Me the & Reginox bowls are Arkay preferred choice for Bench tops.

— Advertising Feature

Ph. 0800 657 774 www.parbury.co.nz

for Phone 03 349 6607 . on ati more inform

We are proud to be associated with Arkay Benchtops 2000 Ltd’s - 10 year celebration Parbury - suppliers of the leading laminate Wilsonart, featuring High Definition and Pure Gloss laminates Parbury - Suppliers of leading acrylics Trezzini and Saba Surface.

Suppliers to Arkay Benchtops The Laminex Group 63 Shakespeare Road Waltham Christchurch

90 | Canterbury Today | May/June 2010

Ph (03) 379-8640

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BOX

He then bought a die cutter from China and the business grew from there. Carton Pack formed a partnership with Kiwi Packaging for the supply of board, followed by the purchase of short-run box making machines from America and England.

“We developed an association with Southern Engineering Solutions to make our own box maker,” Grice says. “It’s a computerised short-run box making machine.

We’ve made several of them and sold them.”

Box-making capabilities Today, Carton Pack has established a solid reputation within New Zealand’s box industry for its broad high-quality product range. The company’s range of boxes includes carry boxes, diecut boxes, gift boxes, laminated product boxes, parts boxes, RSC boxes, school journal boxes and second-hand cardboard boxes.

Boxes can be plain or printed, are available in a range of colours and can be custom made for any product. Carton Pack also produces point-of-sale displays, stands and header cards.

“When people walk out the door I like to make sure they have an answer and nine times out of 10 we have an order in our hand,” he says.

and small die cuts, and its own computerised box-making machine designed and manufactured in Christchurch and capable of making boxes of various sizes.

Carton Pack can make one-off individual boxes through to large runs, as well as point-of-sale displays, and operates a range of leading machinery sourced from throughout the world.

David Grice worked long hours to grow the business, initially buying and selling second-hand boxes and building a machine to turn the boxes inside out for resale.

customer’s requirements, regardless of how large or small their order is.

“It’s not about being big and beautiful — it’s about being proactive and giving people the answers so it’s easy for them to make a decision.

From humble beginnings in a home garage, Carton Pack has grown into a niche cardboard box-making business with a wide range of capabilities to meet the specific needs of every customer.

The company was formed by David and Wendy Grice 20 years ago, operating from their home garage in Darfield.

Manufacturing | Carton Pack

Innovation and success David Grice believes the success of Carton Pack is due to its ability to meet every

“People are led to believe by some companies that making things for them is hard and they have to spend a lot on cutting dies, but the process is simple and we make it simple for them. This really is a one-stop short, medium and long-run box-making shop.”

Carton Pack Limited 36 Edmonton Road Hornby, Christchurch T (03) 349 3293 F (03) 349 3284 E cartonpack@xtra.co.nz www.cartonpack.co.nz

— Advertising Feature

These products offer customers a low-cost and effective way of promoting products and events.

“We do a lot of diecutting and litho lamination of boxes and display units,” Grice says. “We carry a huge board stock here and coloured sheets for people who want coloured boxes.”

Leading edge technology Carton Pack operates a range of high-tech box making machinery, including a new Aristo high-speed precise-feature picture sample and production machine from Germany.

“This machine allows us to make anything from a single box upwards,” Grice says. “The software on the machine has a huge design component and is full of designs. If someone comes in and wants a certain design we just pull it up on the computer, input the thickness of the cardboard and whether the customer wants it coloured.

We send that to the machine and it can make one box or 50.”

The new Aristo machine has a point-of-sale library and can produce tiered display bins in low numbers, while also containing a camera for accurate high-quality imaging. “It’s just so simple. We get a lot of people coming to us with a request for a one-off box.”

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Carton Pack also operates the latest Enko die cutter from Korea, which can handle both large

Ph. 06 323 0515 | Fax. 06 323 0517 1 Mahinui Street | PO Box 566 | Feilding | nightowl.c.dies@xtra.co.nz Canterbury Today | May/June 2010 | 91

Transport and Motoring | Auto Restorations This new car, constructed after the style of an Alfa Romeo Monza, was built for an American client.

A sister car is under construction for a Kiwi owner

The Aston Martin DB3S/9, skillfully restored to pristine condition

New aluminium bodies such as this one on a Lister Jaguar are made in-house

Bringing

Kiwis are renowned for world class innovation and being masters with their hands, skillfully crafting products the world craves.

Auto Restorations in Christchurch is a shining example of how the love of tinkering with old cars can become a world class, highly sought after set of skills.

The 26-strong team, led by Allan Wylie, restores old vehicles (classics in the main). The work, time and dollars poured into the complete overhaul of every part makes it an expensive process — and one you would generally only undertake on a vehicle of value.

From every individual nut and bolt up, the team diligently restores a vehicle back to the same condition it was in when it left the factory floor the very first time. Unlike many restoration companies, a varied team of experts does the majority of work in-house. “This allows us to better monitor quality control and timing of the work to keep the workshop running smoothly,” Wylie says.

With the exception of upholstery and plating, panel beaters, mechanics, coach builders, auto machinists, spray painters and other craftsmen re-work, build and polish the vehicle back to pristine condition.

Where new parts are required, the majority are made on the premises. “Doing so much in-house provides us with a huge point of difference over other restoration companies.”

It is a point of difference which has huge advantages — work is never scarce. And with a vehicle taking two years to be fully restored, the order books are also well subscribed.

Casting Shop Ltd

Castings in aluminium, bronze, iron, steel and stainless steel 5A Watts Road PO Box 11 032 Christchurch ph 03 341 6070 fax 03 341 6080 info@castingshop.co.nz 92 | Canterbury Today | May/June 2010

Camshaft & Crankshaft grinding Cylinder head Reconditioning Cylinder boring & honing Metal Spraying Drive Shaft Machinery Marine Buses Tractors Trucks Cars 25 Wilmer St, Christchurch Ph 03 379 5757 | Fax 03 379 2866

This Baldwin Mercury Special was restored for its US owner

back to life

At any one time Auto Restorations will have around 20 classic vehicles in undergoing transformations. Around 70 percent are for offshore customers. “We are able to offer a world class level of service and skill at a lower cost than can be achieved in many other countries.” Besides the economic factor, Auto Restorations has won many international awards for its work, making it the preferred company of car aficionados the world over.

Take the Aston Martin DB3S/9 for instance, after being skillfully restored to pristine condition it went on to win numerous awards. In its heyday it had been driven by Stirling Moss and Tony Brooks to second overall and first in the three litre class in the Le Mans 24 hour race, but by the time it arrived at Auto Restorations it had lain derelict on an Australian farm for decades. After restoration it won Best of Show at the 1991 Louis Vuitton Concours d’Elegance in London, then in 2007 it was first in class and won the Phil Hill Cup at the Pebble Beach Concours d’Elegance in California.

The list of awards and accolades for cars which have spent time with Auto Restorations is exhaustive and its reputation across the world is hard to beat, providing continual motivation and pride to the team.

The impressive list of Ferraris, Bugattis, Alfa Romeos and Maseratis which populate the workshop is a feast for the eyes of those who love quality cars. Ranging across the categories; veteran, vintage, classic and historic racing cars, each has left with a new lease of life — just like each of the hundreds of cars which have graced the workshop since it started operating 37 years ago. Each and every one has received a level of attention unheard of in many other restoration companies.

Auto Restorations 52 Stewart Street Christchurch T (03) 366 9988 E allan@autorestorations.co.nz www.autorestorations.co.nz

— Advertising Feature

Transport and Motoring | Test Drive

Stand-out SUVs are a dime a dozen, but Hyundai reckons the new Santa Fe really stands out from the crowd. Tim Grey finds out.

When it comes to SUVs the Hyundai Santa Fe has traditionally been the king of the swingers, the urban jungle VIP. Recently, however, SUVs have become ubiquitous and the Santa Fe has become just another face in the crowd.

So Hyundai’s timing in releasing the all-new version of its flagship 4WD couldn’t have been better, but does it have what it takes to claw its name back out from the rank and file of CX-7s, Outlanders, RAV4s and Muranos?

On first look it seems there’s nothing new, with minimal updates to the exterior making the Santa Fe resemble a face-lift more than a whole new beast, but once you get inside and press the start button you realise the new Santa Fe simply doesn’t wear its heart on its sleeve.

I tested the 2.2 litre CRDi Elite and after experiencing what’s under the bonnet I can only conclude that you’d have to have a serious, nay ethical aversion to oil-burners to opt for the 2.4 litre petrol or even the mighty V6.

Why? Well, the phrase “oil-burner” just doesn’t do justice to the new R-Series Diesel, it’s like calling an F-16 fighter jet a very sharp stick. Yes, technically, both are means to the same end, but one does the job, shall we say, a lot more efficiently, quickly and a darnsight effectively than the other.

I’d even go so far as to say its pretty much the best diesel I’ve tested, or at least a match for the 2.7 litre “Lion” V6 diesel in the Jaguar XF TDV6. Of course, its not as quiet as the manorborn Englishman’s lump, but considering the weight it carries on its back that’s no small consolation in return for this much thrust, responsiveness and economy.

That said, 145kW doesn’t exactly break the bank, but as with any diesel it is the torque which counts and in the R-Series it plateaus early at 436Nm and continues on pretty much to the horizon. Okay, in reality its peak performance

SUV

range is 1800-2500rpm, but it is in exactly the right place to make even city traffic driving seem like its natural habitat.

And that’s no mean feat, especially when Hyundai is claiming 7.5L/100km economy and just 197gms CO2 per km for a car which weighs 1900kg at best.

It is this cutting edge of diesel technology that makes the Santa Fe, dare I say it, a fun-to-drive SUV. Sure, it is also well-balanced, with a nice feel from the wheel which isn’t dead on tarmac like most 4WDs, but it is that mighty beating heart that actually makes it come alive.

It even makes up for a clawing feeling from the traditional, planetary six-speed automatic which tends to cling on to gears for a little too long when decelerating.

Detailing that delights Fortunately, the Santa Fe isn’t just a great engine wrapped inside a so-so car. The interior hardly stands out from the crowd by design, but unlike some more expensive Europeans its use of quality materials is matched by quality workmanship. You never lose that sense of strength or durability anywhere in the cabin, from the switchgear to the cup-holders, with the steering wheel-mounted buttons even having a nice, crisp action to them. That’s the sort of detail I love and, incidentally, also saw in the Hyundai i30.

The South Koreans then follow that up with technology. For example, as soon as you select R on the transmission a rear view LCD camera display appears in the left third of the rear-view mirror itself.

Incidentally, above that sits what appears to be two sun-glasses holders, but one is in fact a pop-down, fish-eye lense mirror which gives you panoramic, God-like views of the two rear benches — perfect for those “Don’t make me come back there!” moments with the urchins.

Speaking of all things practical, what would the Santa Fe be without space and flexiblity?

It comes in five and seven seat models, with the third bench being easy to lock in place on the latter, but overall it is quite deceptive with the dimensions.

The Santa Fe doesn’t look it, but its boot capacity is not far short of 1000 litres (969 to be precise). I didn’t quite believe it, so I volunteered to shift my sister-in-law’s iron and timber queensized bed head from her old flat to the new one.

All I’ll say is, next time you watch Doctor Who look out for a Hyundai badge on the Tardis.

Naturally, features and technology come at a price, and this is the Santa Fe’s achilles tendon.

The range starts at $59,990, with the Elite seven-seater CRDi featuring the rear-view camera and other options costing $65,990.

Hyundai is hardly alone charging extra for a third bench, but if you consider other quality diesels packaged in seven-seats you’ll find the Peugeot 4007 (actually a Mitsubishi Outlander with a French diesel) starts at $49,990 and has the economy advantage of optional 4WD and a step-less CVT auto.

The 4007/Outlander models also offer a more comfortable ride, while the Outlander itself comes under Mitsubish’s market-leading Diamond Advantage Warranty (10 years drivetrain, 5 years new car cover compared to Hyundai’s three years mechanical warranty).

If you don’t need seven seats, the competition gets even tougher. Take the recently face-lifted Mazda CX-7, for example, which augers its age and lack of economy from its 2.3 litre petrol unit with a standards list as long as your arm.

It also has one of the smoothest planetary automatic transmissions outside the luxury market, a box which has no trouble showing up the Santa Fe’s clingy six-speeder.

What you’ve got to ask yourself is, how much is a great engine worth?

Canterbury Today | May/June 2010 | 93

!TTENTION PET LOVERS did you know?

7HAT YOU FEED YOUR CAT OR DOG DIRECTLY AFFECTS HOW LONG THEY LIVE AND THE QUALITY OF THEIR LIFE .OT ALL FOODS ARE CREATED EQUAL 4HERE IS ONLY ONE WAY TO ESTABLISH WHAT YOU´RE REALLY FEEDING YOUR PET READ THE INGREDIENTS )N TODAY´S COMPETITIVE PET FOOD INDUSTRY IT´S HARD TO BELIEVE WHAT MAY GO INTO YOUR PET FOOD -ANY COMPANIES OWNED BY MULTI NATIONAL CORPORATIONS HAVE EXTENSIVE MARKETING BUDGETS THAT PORTRAY A HEALTHY PET JUMPING AROUND ALL THANKS TO THEIR FANTASTIC PET FOOD (OWEVER THEY SELDOM TALK ABOUT INGREDIENTS !ND TO BE FRANK THAT IS THE MOST IMPORTANT ELEMENT FOLLOWED CLOSELY BY TASTE "ECAUSE LET´S FACE IT IF YOUR PET DOESN´T LIKE THE TASTE THEY SIMPLY WON´T EAT IT 5NLESS IT´S A ,ABRADOR

)F 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 )N FACT A LARGE NUMBER OF CLIENTS ARE BREEDERS WHICH IS TESTAMENT IN ITSELF AS THESE PEOPLE TAKE FEEDING THEIR PETS THEIR BUSINESS

VERY SERIOUSLY 4HESE PEOPLE NORMALLY SPEND A LOT OF TIME RESEARCHING ALL OPTIONS AVAILABLE AND WE´RE PLEASED TO SAY THEY´RE MASSIVE FANS OF OUR PRODUCT

(ERE´S THE MOST IMPORTANT BIT 4HE INGREDIENTS )´M NOT GOING TO TELL YOU HOW HAPPY YOUR PET WILL BE OR HOW HIGH THEY WILL JUMP BY USING OUR PET FOOD )´M SIMPLY GOING TO GIVE YOU A QUICK LESSON ABOUT INGREDIENTS AND WHAT TO LOOK FOR AND WHAT TO AVOID 4HE WAY INGREDIENTS ARE LISTED ON PACKAGING IS THE ORDER THAT THEY ARE ACCORDING TO THE PERCENTAGE OF FOOD SO THE ½RST INGREDIENT LISTED IS THE PRIMARY INGREDIENT AND SO ON DOWN THE LIST 3OME LIST ±BY PRODUCTS² AS THE ½RST INGREDIENT

USUALLY CHICKEN OR BEEF .OW THIS DOESN´T HAVE TO BE A BAD THING /NE OF THE MANY PROBLEMS WITH BY PRODUCTS IS WHAT CAN GO INTO THE MIX 3O 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!

"Y LAW

BY PRODUCTS DON´T HAVE TO INCLUDE ANY MEAT AT ALL IN ORDER TO BE CALLED CHICKEN OR BEEF BY PRODUCTS

0RODUCTS WITH BY PRODUCTS WILL OF COURSE LOOK LIKE ANY OTHER PET FOOD BISCUIT 4HE 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 4HIS MEANS YOUR PET WILL BE UNABLE TO HARVEST GOODNESS FOR ITS BODY OUT OF MUCH OF ITS FOOD 4HIS RESULTS IN TWO THINGS &IRST YOU WILL HAVE TO FEED MORE OF THE PRODUCT TO YOUR PET TO SATISFY ITS NUTRITIONAL REQUIREMENTS 3ECOND THERE WILL BE MORE ±UNHARVESTED REMAINS² LEFT TO BE PICKED UP OFF YOUR LAWNS /NE OF THE HUGE BENE½TS 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 !NOTHER NOTABLE BENE½T

Frank and Stein Collins

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 #ANIDAE LISTS CHICKEN AND TURKEY MEAL AS THEIR ½RST INGREDIENTS #HICKEN TURKEY AND LAMB MEALS ARE DRY AND ARE LESS THAN MOISTURE AND CONTAIN MEAT PROTEINS #ANIDAE AND &ELIDAE CONTAIN 10 SKIN AND COAT CONDITIONERS WITH BALANCED /MEGA AND /MEGA FATTY !CIDS CHICKEN FAT ½SH MEAL ¾AX SEED

SUN¾OWER OIL LECITHIN LINOLEIC ACID ROSEMARY SAGE

VITAMIN % AND BIOTIN 0LEASE GO TO OUR WEBSITE OR GIVE US A CALL FOR THE FULL $ECLARATION OF )NGREDIENTS 7ITHOUT A DECLARATION OF INGREDIENTS HOW DO YOU REALLY KNOW WHAT´S GOING INTO YOUR PET´S FOOD 7HY HAVEN´T YOU HEARD OF US 3IMPLY BECAUSE WE´RE RELATIVELY NEW INTO .EW :EALAND 7E HAVE HUNDREDS OF SATIS½ED CLIENTS AND THIS YEAR WE´VE DOUBLED THE NUMBER OF CLIENTS FROM LAST YEAR AND THIS IS LITERALLY GROWING DAILY (OWEVER #ANIDAE FOR DOGS AND &ELIDAE FOR CATS HAVE BEEN SELLING IN !MERICA FOR MANY YEARS AND ARE CONSISTENTLY RANKED IN THE TOP BY LEADING PET JOURNALS AND PUBLICATIONS INCLUDING 4HE 7HOLE $OG *OURNAL 7E ALSO DON´T HAVE THE MARKETING BUDGET OF THE HUGE CORPORATIONS )N FACT WE HAVE RELIED HEAVILY ON WORD OF MOUTH WHICH WORKS WELL BUT WE ARE NOW STARTING TO DO DIRECT MAIL

(ERE ARE RESULTS FROM THREE INDEPENDENT STUDIES

ON THE LIST "ENEFUL %UKANUBA )AMS

0EDIGREE 0URINA /NE 0URINA 0RO 0LAN

0URINA $OG #HOW AND 3CIENCE $IET

4HE #ON½DENTIAL $OG &OOD 2EPORT ANALYSED OVER PET FOODS AND CAME UP WITH THE BEST NINE #ANIDAE WAS ONE OF THEM 4HE FOLLOWING DOG FOODS AVAILABLE IN .EW :EALAND WEREN´T ON THE LIST "ENEFUL

%UKANUBA )AMS 0EDIGREE 0URINA /NE

0URINA 0RO 0LAN 0URINA $OG #HOW AND 3CIENCE $IET

0ETSUMER 2EPORT ALSO DOES AN INDEPENDENT STUDY AND RANKS PET FOOD OUT OF ½VE WITH ½VE BEING THE ABSOLUTE BEST (ERE´S SOME OF THE RESULTS

%ACH YEAR 4HE 7HOLE $OG *OURNAL ARGUABLY THE BEST DOG JOURNAL IN THE WORLD RATES DOG FOODS FROM AROUND THE WORLD AND CREATES AN ±APPROVED LIST² WHICH INCLUDES APPROXIMATELY FOODS &OR MORE THAN YEARS #ANIDAE HAS FEATURED 4HE FOLLOWING DOG FOODS AVAILABLE IN .EW :EALAND AREN´T

94 | Canterbury Today | May/June 2010

"ENEFUL

#!.)$!%

%UKANUBA

)AMS

0EDIGREE

0URINA /NE

0URINA 0RO 0LAN 0URINA $OG #HOW 3CIENCE $IET

(ERE IS A QUOTE THAT ) RECENTLY READ IN 4HE 7HOLE $OG *OURNAL ARGUABLY THE BEST INDEPENDENT DOG JOURNAL IN THE WORLD ì Iíd like to quickly dismiss the idea that any of the giants ñ 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 WDJís ìapproved foodsî 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 ìnatural and holisticî 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 ñ perhaps because they are unaccustomed to paying a lot for their raw materials, or marketing the products at a correspondingly high sales price.î - Nancy Kerns 3AVE YOU TIME AND MONEY !S MENTIONED THIS IS A PREMIUM PRODUCT AND IF WE SOLD IN PET STORES OR VETS IT WOULD COMMAND A HUGE PRICE TAG (OWEVER AS WE DON´T HAVE A ±MIDDLE MAN² WE CAN SELL IT AT A PRICE COMPARABLE TO OTHER ±PREMIUM² PRODUCTS )N 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 )N 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 9OUR SATISFACTION IS ASSURED EVERY TIME YOU DEAL WITH US THROUGH OUR -AKE 9OU (APPY 'UARANTEE )F WE EVER LET YOU DOWN WE´LL ASK ±WHAT CAN WE DO TO MAKE YOU HAPPY ² 3O FAR WE´VE NEVER REFUSED A CUSTOMER´S REQUEST !ND OF COURSE THERE´S A FULL MONEY BACK GUARANTEE ON THE PRODUCT IF YOUR PET DOESN´T LIKE IT

'ARY #OLLINS /WNER

r anywhere P.s We delive l the in NZ free al your order. time, not just

#ALL FOR A &2%% SAMPLE AND MORE INFORMATION OR CALL NOW TO PLACE AN ORDER )F YOU PLACE AN ORDER THIS MONTH 7%´,, 4!+% /&& 9/52 &)234 /2$%2 WHEN YOU MENTION THIS ADVERT 9OU´RE PROBABLY WONDERING WHAT´S THE CATCH 7ELL WE KNOW THAT ALMOST EVERYONE WHO BUYS FROM US ONCE BUYS AGAIN AND AGAIN AND AGAIN

0H WWW CANIDAE CO NZ

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