Auckland Today Issue #87

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

Issue 87 | January/February 2011

Broadly

Annette Presley has stamped her mark on the business community… and is still

driven to make a difference

ambitious

Hot Spots 2011Trade trends for the coming year

LeadershipTools & tactics to unleash the leader in you

Virtual Shopfrontsare online stores the face of our future?

Face ValueMaking first impressions count


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22Products 4U Twenty years in the making, office items then and now

50MotoringAudi’s big, bad and beautiful Q7 makes a definite statement

4 | January/February 2011 www.aucklandtoday.net.nz

18LeadershipForce of personality alone isn’t enough to lead successfully in the workplace

News6 Destination downtown the commercial value of foot traffic

6 Mega mallWestfield St Lukes gets the green light to grow

7 Peak productivitydeferred public holidays and productivity

8 Legging it one woman’s self created hosiery niche

10 Corporate party guidelineshow not to regret the company Christmas do

11 Face valuemaking first impressions count

14 Events diaryfind out what’s on near you

23 Lifestyles the sunny season’s best treats

Leadership18 Defining leadershiphow does leadership play out in the corporate arena? Simple — it can make or break a business

18 Studying leadership style optionswhat are the leadership traits needed to walk the talk in the 21st century?

27 Leadership v managementleading and managing are not the same thing

28 The right advicegems of wisdom from masters of the craft

Viewpoint14 Financial managementfollowing through on financial resolutions

14 Rebecca’s rantcashing out annual leave

16 Cover StoryAnnette Presley, co-founder of Slingshot, always knew she wanted a different life — the one she got

12Virtual Shopfronts Are online stores the face of our retail future?

* 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.

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9Hot Spots 2011Trade trends for the coming year

Business features24 Celebrating Heritage Tiles’ 21st birthday, Health & Herbs marks 20 years while Jonel Hydraulics reaches the quarter century. Alsco NZ and Masport Foundries make century milestones while Cowperthwaite Roofing edges past that marker, notching up 104 years in business

36 Business Development Criterion Group and Spice N Easy

40 Property and ConstructionTainui Auckland Airport Hotel/Novotel and Parfoot Engineering

45 Goods and Services Europlan Industries, Jenkins Group and Finest Food Products

50 Motoring Kelvin Armstrong Auto Repairs, Transport Diesel and Marine, North Harbour Hyundai

54 Agribusiness Status Produce and Punchbowl

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Issue 87 | January/February 2011

Broadly

Annette Presley has stamped her mark on the business community… and is still

driven to make a difference

ambitious

Hot Spots 2011Trade trends for the coming year

LeadershipTools & tactics to unleash the leader in you

Virtual Shopfrontsare online stores the face of our future?

Face ValueMaking first impressions count



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News


By Kate Pierson

It is now common practise for people to let their fingers to do the walking when it comes to shopping. It’s what could be described as a blessing for the busy, mall-phobic and unashamedly lazy.As a heavily populated environment enticing people to blow cash left, right and centre with the click of a button, the online marketplace has revolutionised the way people purchase their goods and services.

As they say though, what one hand giveth, the other taketh away and this is palpably true when it comes to the impact the online shopping sphere has had on bricks and mortar retail centres, particularly in central cities.

And as consumers continue to become more and more click-happy when it comes to purchasing goods, regional councils across New Zealand have been contemplating how to reinvigorate city centres and draw foot traffic back to commercial retail zones.

World renowned Danish architect and urban designer, Jan Gehl has provided Auckland city with a glowing report card on its ongoing work to create a more pedestrian friendly city centre, with initiatives that could be replicated across the region.

The data generated and collated from this survey will inform recommendations to the new Auckland Council and relevant council controlled organisations (CCOs).

Having conducted Auckland’s first Public Life Survey predicated on pedestrian surveys and observation research on how people interact and behave in public spaces, Gehl’s survey concluded Auckland has made great progress, but there is still work to be done.

City Development Committee chairperson, councillor Aaron Bhatnagar said the report indicated that projects recently undertaken were contributing to a transformed city centre. “The high calibre upgrades of Queen street, Vulcan lane, the Viaduct, St Patrick’s square and the soon to be re-opened Aotea square exemplify the benefit of the council’s investment to improve the city centre experience for residents, businesses and visitors alike.”

In a report to the City Development Committee, urban design group manager Ludo Campbell-Reid maintained it is critical to encourage more cycle lanes, markets, playgrounds, skate parks and athletic spaces and children should be welcome to visit the city centre. “Children are a litmus test. If you design for children, you create a city for all,” he said. “People, not vehicles, are the economic lifeblood of a successful, vibrant city.”

In an additional report, Campbell-Reid acknowledged the council had acted efficiently to remove street clutter, dramatically reduce the visual and physical paraphernalia of redundant signs, road markings, billboards, bollards and parking holes.

These successes to date have produced benefits of increased visual amenity, pedestrian safety, improved business

By Melinda Collins

For some it’s the thrill of the hunt, for others it’s therapy and for many, it’s a way of life. Shopping, once devoted to procuring necessities, has come to fill multiple emotional needs — be it entertainment, bonding, a form of self-expression or a means of solace.

So it’s little wonder the concept of shopping has morphed into that of ‘retail therapy’ and the modern mall become a commercial triumph. But as we are enticed to shop, acquire, hoard and collect, our malls are growing, and growing.

Opened in 1971 on St Lukes Road, Westfield St Lukes is one of the oldest shopping precincts in New Zealand.

With an estimated six million shoppers annually to the 4.5 hectare mall, current owner the Westfield Group applied for a change in the District Plan in December 2008 to allow the shopping centre to be extended to 9.2ha — more than doubling the size and making the mall the largest in New Zealand.

It’s been a long time in the making, but in its first big decision since its inauguration in November, the new Auckland Council has given the green light to the development.

Fact file:

➩ Built in 1971 as New Zealand’s first fully enclosed shopping centre

➩ Westfield purchased it in 2000 and renovated in 2003

➩ The mall has an estimated six million visitors every year

➩ It includes a Foodtown, Kmart, 127 specialty shops, five banks, a 644-seat food court with nine food shops, a 1640-seat multiplex cinema and 2018 car parks

➩ Westfield is currently 4.5ha and is set to increase to 9.2ha

➩ The expanded mall will eclipse Sylvia Park’s 7ha size and be the biggest shopping mall in New Zealand

➩ The expansion was recommended by independent commissioners established under the former Auckland City Council

➩ Key concerns cited by neighbours and groups are extra traffic, noise, nuisance and the urban environment

➩ The new Auckland Council voted to go with the mall expansion by 16 to 5

➩ The expansion will build up areas north towards Exeter Rd and east towards Aroha Ave

➩ Westfield owns much of the housing around the mall where it wants to build out to the north and east

➩ Expansion will not start immediately. It will be carried out in stages and dependent on market demand.

patronage and cost savings to ratepayers in reduced maintenance for street signs and other street assets.

Examples include:■ The Kingsland regulatory parking zone

trial (reducing signs in New North road by more than 50 percent)

■ Targeted enforcement of commercial street signage

■ CBD shared space and Queen Street streetscape upgrades

■ Wynyard Quarter redevelopment where the North Wharf promenade and Jellicoe street will be free of clutter

CBD streetscape guidelines ■ Newmarket upgrades in Teed and

Osborne streets reducing logos and commercial signage on outdoor screens and other outdoor furniture.

■ Despite the significant progress, Campbell-Reid also commented in his submission that Auckland’s streets still generally fell short of an internationally competitive world-class city. He called for the formation of a “clutter-busting” taskforce to champion clutter removal, working with the new council, local boards, utility companies and the Transport Agency across the newly combined region.

For more information about changes to Auckland’s city centre visit the Auckland Council website at www.aucklandcouncil.govt.nz

mallmega … the commercial

value of foot traffic …

Destinationd o w n t o w n


News

By Bridget Gourlay

There’s nothing like a holiday. Whether it’s lying by the beach on Waitangi Day, enjoying the last of the good weather in Easter or hitting the slopes on Queen’s Birthday, a day off can be a chance to recharge the batteries. But in the first half of 2011 there won’t be as many. Waitangi Day is on a Sunday and Anzac Day falls on Easter Monday. This means once we’re back in the office following Christmas, there will be four days off at Easter in April and then two months until the Queen’s Birthday three day weekend in June. Followed by a long slog until Labour Day rolls round at the end of October, it may feel to some like a tough year.

If we lived in Australia it would be different. In several states across the ditch, when a holiday falls on a weekend or clashes with another, the day after the usual holiday is also taken as a holiday. So if Australia Day was on a weekend, the following Monday would be a day off.

And that’s what some are calling for over here. “The way these holidays fall at the moment is unfair to workers,” Bill Newson, EPMU assistant national secretary says.

“Annual leave and public holidays, taken together, make up the overall leave provision. It’s simply illogical that nine of our annual public holidays are Monday-ised, yet both Anzac Day and Waitangi Day are not.”

Business NZ CEO Phil O’Reilly says this is a matter for government to decide. “Successive governments have considered this issue, and all have elected to keep the status quo. February 6 is the foundation day of our nation — the event it celebrates happened on that precise date and to have it conveniently ‘Monday-ised’ and the date of its celebration as a result changed — would be considered by some to offend against the importance of the day.

“ANZAC Day has a similar kind of significance. Again, the event it commemorates, the Gallipoli landing, happened on that precise date, April 25, and many would feel that its commemoration should not be changed to a different date just for convenience.”

Bill Newson says the EPMU does respect the special nature of Anzac Day and Waitangi Day. “Our union wants workers to be able to mark these days when they fall on a weekend and to be able to take their full entitlement to a public holiday on the following Monday.”

Productivity O’Reilly says productivity has “no doubt” also been part of the reason why successive governments have chosen not to ‘Monday-ise’ these special days.

“There will always be arguments that more holidays mean less productivity although the effects will be felt differently in different sectors — for instance a day off for an office worker will have less impact say than a day off for a production worker who is not replaced.”

However, it can be argued that productivity levels aren’t necessarily achieved by spending more time at work. French workers do a 35 hour week, get six weeks of annual leave and numerous public holidays.

However, their productivity levels are some of the highest in the world — sixth in a 2009 OECD report, which ranked New Zealand as ninth from the bottom.

p e r f o r m a n c epeAk

Neighbouring German workers get Friday afternoons off but also have higher productivity levels than New Zealand.

Industrial psychologist Crispin Garden-Webster says productivity is complex. “The drivers tend to be more related to people’s engagement in what they’re doing and the degree to which leadership behaviour engages people’s discretionary effort.

“There are three key questions. What’s the big picture? How do I contribute? How will I know how I’m going? If managers have effective meaningful answers then that’s crucial and productivity levels will reflect this — even if there’s less actual time spent at work.”

There are many changes to working conditions coming about at Governmental level, but plans to Monday-ise Anzac Day or Waitangi Day aren’t on the agenda.

However, in 2012 Waitangi Day falls on a Monday and for the next five years it will be a day off for most workers. And the clash between Easter Monday and Anzac Day? Well, that won’t be happening again until 2095.

PuBlic holidays in new Zealand

All public holidays in New Zealand are

Monday-ised if they fall on a weekend

except for Waitangi Day and ANZAC day.

For example, in 2010 Christmas Day

and Boxing Day fell on a Saturday and

Sunday. But the public holidays were

moved to Monday 27 and Tuesday 28

so workers didn’t have to be back in the

office after just a weekend off.

And if an employee worked in certain

industries such as emergency services,

retail or hospitality, they were paid time

and a half and a day in lieu.

News


By Melinda Collins

She’s got the tights, not sure about the the cape and although she doesn’t wear her underwear outside her pants, super-businesswoman Corinne Callinan has taken on the big boys — and won. Callinan waged a corporate war against an Australian giant and today is standing on her own two nylon clad feet with a million dollar hosiery empire of her own.

The businesswoman always had an entrepreneurial streak. With a background in corporate blue chip multinationals in senior marketing management roles, Callinan spent two years actively searching for the stand-out which would entice her to leave the corporate world.

It never came… but she did receive a lot of compliments for the high fashion tights she had been sent from overseas. “After the third compliment the penny dropped and I realised there could be something in this.” That something was hosiery. The downside, she soon realised, was going head to head — or toe to toe — with Australian giant Pacific Brands, which owns most of the hosiery brands in New Zealand supermarkets and Farmers stores.

“Looking at the market, they dominated in New Zealand and Australia in all channels. But in my view, they were complacent with that. There had been no product or packaging innovation or advertising in a long time.

“The consumer deserved better and I was confident I could deliver better than the market leader was.”

High end to mainstream brands She established a high end fashion brand and a mainstream brand simultaneously under the umbrella of her company CXC, established in 2003. Then it was off to the market.

Callinan targeted supermarkets because they would give her critical mass. Previous employment in fast moving consumer goods meant she was familiar with the inner workings. “With the supermarket trade, relationships are very important. I was confident that myself and my team could do better than others were.”

She went straight to one of the biggest New Zealand trade customers before starting product development to discuss what the category was doing well and where improvement could be made. However, while sizing up the market, she quickly learned that size mattered in more ways than one.

Hosiery, like many other products, she discovered was under increasing pressure for space, particularly with the rise of new categories, such as alcohol and ready meals. A trend towards using bigger packaging for brand impact was exacerbating the problem.

Space, packaging solutionsIn response to the supermarkets’ space issue, Callinan shunned the traditional envelope style pack for StepOut and developed a square box that requires a third less shelf space.

The proposition was compelling; not only did Callinan have a solution to the supermarkets’ space problem, she was able to present an opportunity to expand the category through greater variety and higher value product.

“Bringing the new segments (premium and fashion products) improved value in the category, brought

new shoppers into the supermarkets and diversified the supermarket offerings.”

It was a success; all of the country’s 340 Foodstuffs and Progressive Enterprises supermarkets now stock her range and annual turnover exceeds $1 million. “Do the research well and then be prepared to put your balls on the line and do it. It’s hard work,” she says of the journey.

“It’s about being very clear about the market opportunity and the product offering, making sure it really did have

a number of points of difference — they were the key things.”

Growth was rapid but not without sacrifice. Continuing to work full time in her first year

of business she would arrive home at 6pm, work on her venture from 6pm to 10pm,

sleep, work from 2am to 4am, sleep and then work 6am to 7.30am before making it back to the office for a full day of work.

“I didn’t come up for air for a number of years. I didn’t socialise, I had no

Christmas, no New Year.

“My friends thought I was having some mad, passionate affair. It had to be that

intense or I wouldn’t have got there.”

Legging itCorinne Callinan modelling some of her innovative leg-wear


News

Europe, the Middle East & AfricaWhat sectors align well? New Zealand Trade and Enterprise regional director Anne Chappaz says austerity measures in Europe represent opportunities for ICT and services sectors.

Chappaz, whose areas of responsibility oversee Europe, the Middle East and African territories, says austerity will prompt efficiencies in the public sector, telecommunication and energy fields. Improved performance goes hand in hand with improved efficiencies.

“Health remains of particular interest, as does security. Education reform is a new area of opportunity in the UK. Across all sectors, a product that tells a credible and compelling sustainability story will gain traction more easily,” she says. “In the Middle East, public sector reform is also creating opportunities for consulting, education and IT companies. Construction is showing signs of regaining strength and the wealthy local and expat consumers are welcoming new quality food and beverage products.”

Who should steer clear? Both Europe and the Middle East are complex regions that Chappaz says are likely to have a market for all industries. “The challenge is finding the niche and the channel where a specific New Zealand product can be competitive and deliver value and unique benefits.”

AustraliaWhat sectors align well? NZTE regional director Australia Pacific Michelle Templer says Australia aligns well in general. “The resources and mining boom have generated unprecedented capital infrastructure. The numbers are staggering but the ability to “slice and dice” these large scale, complex and long time frame projects is critical,” she says.

“Sectors that should be looking closely at Australia include, road, rail, port infrastructure and ancillary services, high value manufacturing, and logistics management. There are specific niches around safety and security as well as these continue to be top of mind for investors.”

NZTE offers a special subscription service, ProjectLink, to help connect New Zealand business capability with Australian opportunity in manufacturing sectors.

“We are also seeing real opportunities around processed food products. In 2009 these were valued at NZD$877 million (excluding wine) but they are also growing rapidly.”

Who should steer clear? Often described as a ‘two speed economy,’ the mining and resources boom contrasts the many independent small business operators finding the vibrant economy challenging. Additionally, the Australian dollar at parity with the US dollar has had a significant impact

on sectors such as export education, tourism and agriculture. “The bottom line is you need to have done your homework on the market to ascertain how your product or solution is going to perform. There are opportunities but you need to find the most profitable and sustainable one,” Templer concludes.

South & Southeast Asia What sectors align well? NZTE regional director South and Southeast Asia Alan Koziarski says there are a variety of specific opportunities in these areas. “There is growing demand in the clean technology sector, specialised manufacturing sector and in food and beverage.”

The region is home to a growing middle class, who are increasingly interested in premium products and services that New Zealand is well positioned to supply. “The growth in infrastructure also presents numerous opportunities, particularly in the aviation sector — such as in airport development.”

Who should steer clear?While there are numerous opportunities available, short term won’t work. “Those who cannot take a long-term approach to developing the market need not apply. Research also needs to be done when considering a market — in some cases tariffs and taxes may preclude companies from exporting such as with meat products to India.”

United StatesWhat sectors align well?NZTE regional director Marta Mager says the affluent United States sets global trends critical to the success of non-commodity based New Zealand companies. “We are already seeing traction for New Zealand technologies in the US security and public safety markets. New Zealand companies working with NZTE have had significant success with deals secured with the Department of Homeland Security, US Navy, and the US National Guard.”

Mager says increasing pressure for federal and state governments and private healthcare providers to address rising healthcare costs offers opportunities for the New Zealand healthcare and technology sector.

“New investments in energy, water, infrastructure, housing and other sectors of the economy are incorporating longer-term sustainable development principles and offer opportunities for the right New Zealand companies.

“The emergence of a more thoughtful US consumer interested in quality, sustainability and affordable luxury predisposes the market well to many New Zealand consumer product and food and beverage offerings.”

Who should steer clear? Rather than appraising sectors themselves, in the US, it’s about evaluating the capability of a given New Zealand company and the appropriateness of their offering, Mager says.

Investments equivalent to more than New Zealand $200 billion will be made in energy, telecommunications, sanitation and logistics. Investments equivalent to more than New Zealand $300 billion will be made in areas such as public transportation, drainage, energy, logistics, roads and civil construction.”

Who should steer clear? Again, there is no right or wrong industry when it comes to South America, but the market is challenging and still relatively unexplored from a New Zealand perspective. “New Zealand businesses looking towards South America tend to be stepping outside their traditional markets. Companies should seek informed advice before entering the South American market. Don’t underestimate the difficulty and commitment needed for this market but equally don’t underestimate the rewards!”

ChinaWhat sectors align well?

NZTE regional director China Tim Green says key New Zealand industries such as seafood, wine, other safe and high quality food types (especially dairy and kiwifruit) have opened up due to increased food hygiene awareness.

Greater focus on agricultural processing and its role in the food supply chain and an increase in farm/herd sizes (particularly dairy and beef) have opened up opportunities in agricultural technology, he says.

High value technology and manufacturing industries have opened due to China’s insatiable appetite for technology and innovation, and a government focus on “pillar” industries (aviation, telecoms and resources). Key growth sectors which match New Zealand include aviation services, airport infrastructure, telecommunications equipment and services, communications and geospatial technology, supporting software, electronics, environmental products and services.

Who should steer clear?Green says any industry that fails to offer Chinese consumers something to distinguish itself from local (or foreign) competition should steer clear. “While there are opportunities for pretty much any industry in China, it’s still highly competitive and homework needs to go into defining the specific target — usually niche — that New Zealand industries can compete in.”

It’s a large and diverse market, but you must have a unique product/service to compete.

“New Zealand companies should make sure they are prepared to commit fully to their market development. This is not a place for a New Zealand company seeking a short term win. The US market requires long-term investment and capital to reap significant rewards and results.”

South AmericaWhat sectors align well?Mager says the South American market is also one of enormous potential and strong economic growth. New Zealand agritechnology companies (and sub sectors including dairy, sheep meet and pasture management) hold a competitive advantage in South America due, in part to our reputation as a world leader.

Mager says increasing family income levels and strong domestic currencies are opening up opportunities for our consumer goods — primarily in the biggest market Brazil, with its growing middle and upper income population.

Significant opportunities are present with the Brazilian Government’s infrastructure investment preceding hosting of the Football World Cup 2014 and the 2016 Olympic Games.

… trade trends for the coming year There’salottobesaidforfreetradeanditseconomiccovenants.Butflippingacoin andthrowingproductatareluctantcountryisunlikelytobodewellforanyone.Tocelebrate anewyearandnewhorizons,Auckland Todaywentseekingtradetrendsfor2011.By Melinda Collins

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News

The Corporate Socialising Guide …

Drink & the office

downfall…By Kate Pierson

It’s just a jingle past lunch time and Tiffany and Roger from accounts are snogging like teenagers under the mistletoe, Bob from IT is declaring his love for Mike in management and Samantha and John from the design department have been locked together in the bathroom for a suspiciously long time.

Meanwhile, normally mild mannered Sue’s liquid lunch of Dutch courage on the rocks has made her just a bit too honest and her diplomacy’s gone right out the window, along with Pat the accountant’s pants, who’s now loudly announcing how liberated he feels sans clothing.

Then before anyone can say ‘ho, ho, ho’ Sue’s telling Mary from reception just how much her habitual idiosyncrasies have ticked her off this year, and fur starts flying in a female frenzy.

And, as if the celebratory chaos couldn’t get any worse, the Christmas carnage is all captured by incriminating photographs that go viral in the New Year.

Ah, yes, the infamous Christmas work do; drunken debauchery against a backdrop of raucous laughter, shattered glasses and ‘I’m going to regret this in the morning’ revelations. It’s that so-called wonderful time of the year that sees everyone spending the entire Christmas holiday recovering from the alcohol fuelled antics, before it’s back to the daily grind. Well, at least that’s what the stereotypical Hollywood comedies depict will happen.

Now, of course we are all far too sophisticated to descend into that kind of churlish behaviour come Christmas 2010, but as a goodwill gesture for the holiday season, we’re offering you the ultimate corporate gift; the opportunity to brush up on your Christmas party etiquette and save yourself the professional hangover with these ‘must remembers’ for your holiday Christmas party.

Party politesseWe’re not the party police here to rain on your parade; we’re your gig guide offering some valuable tips about party politesse, with the help of Enthuse owner and operator, John McKenzie.

A media and event business that has scored itself the title of New Zealand Entertainment Company of the Year, not once, but twice, Enthuse specialises in public relations, marketing communications activity, television and corporate events. McKenzie has some words of wisdom for those getting ready to board the celebratory train this silly season.

So, we’ve established and emphatically so, that having a party where inebriation is rife is not good for your brain or your business. But, in the spirit of Christmas, you also don’t want your colleagues standing round a bread and butter spread of savouries and soft drinks where intermittent awkward throat clearing is the only sound permeating the deafening silence.

It’s all about a healthy balance really — finding the perfect party formula that promotes respectful decorum in a relaxed atmosphere. We’d hope by now you’ve well and truly booked if you’re looking at taking your party off-site. But if you haven’t, get cracking.

Getting the right vibeWhen it comes to the logistics of workplace festivities, McKenzie says the first thing to decide is what type of party you want it to be. Ultimately, the time of day you host the event will establish a certain vibe.

For example, if you hold a midday BBQ at a staff member’s home, it’s more likely to promote a feeling of togetherness and relaxation, whereas if you take the party off-site to a bar or a nightclub in the evening,

it’s like to set the precedent for a big night out. “Whatever location the party is at, people should still behave professionally. It is after all a work function and people need to remain aware of that,” McKenzie advises.

The first ‘to do’ on the list of priorities should be to think about the budget. “It is good to work with one company that can package it all up for you creatively and save you time and money.”

The second priority should be getting staff home post-party. “You don’t have to drink at a work function — that’s a given and moderation is always important,” McKenzie says. “I always stress to clients though that they need to think about transport for their staff and often things like providing them with taxi chits works best.”

While sending out a memorandum to staff with regimented rules and instructions is not necessary, McKenzie says it is also important to open the communication channels before and during the function.

“General communication is always important when people are going to be letting their hair down.

“At the party it is important managers don’t just focus on themselves. They should acknowledge others, be gracious and remember to thank their co-workers for their help throughout the year.

“It is important to let them know you value their effort. A Christmas function is also a good time for people to network as it is more of an

even playing field where senior management is interacting with other departments.”

All in all, McKenzie says a good dose of common sense should be on the menu at any Christmas bash and some light entertainment can really liven things up.

For ideas on entertainment for your corporate Christmas function and how Enthuse can help you and your party people be merry this Christmas, visit www.enthuse.co.nz

“You don’t have to drink at a work function… moderation is always important.”

fa¢e v a l u e


News

By Kate Pierson

While personality is always a professional plus, looks in business are everything. And no, we’re not talking about looks in the superficial sense, but more about the image you are presenting to your customers.Having an attractive and appealing corporate image spells professionalism and is the vehicle for you to gain some traction on revenue road — something that is critical when the commercial highway gets bumpy.

Fact is, when you’re taken at face value and consumers are comparing you with your competitors, having a clean cut image and ensuring you’re business body is in tip top shape could be the defining factor between you or the opposition securing the sale. It’s that age old adage; first impressions count.

In business, as in any domain of life, your image is made up of a number of key constituents: your brand, product, and last, but certainly not least, your people. Problem is, to give their business the thick skin required to withstand the economic chill of the slowly easing financial storm, companies have concentrated their efforts into streamlining their operation. In the process, these businesses have forgotten and neglected the face and frontline of their operation — their customer service constituents.

In business, the frontline always faces the music and in the professional arena, the market is not always marching to a harmonious tune, meaning your customer service representatives need to be cool, calm and regularly put through their professional paces to ensure they have the skills and the solutions to rise to any challenge.

There’s two dimensions to establishing a united customer service network; identifying those

with the gift of the gab and empowering these people with skills they can put into practise.

Customers Experiences is a business entity specialising in the development of high quality customer experiences via four main activities; customer experience strategic development, game plan seminars, skill development workshops and business speaking.

Customer Experiences managing director Chris Bell says the number of customer service staff who feel their work is undervalued and unappreciated is significant. “It’s estimated that 67 percent of employees go to work every day disengaged and this is having a dramatic

Bell says during the recruitment process it is essential for employers to identify the right candidates for the job and when they have found these employees, treat them like gold. Too many business fail to see when they have acquired an asset to their organisation. “These are unique people, difficult to find and keep if you are not providing the right supportive culture. Unfortunately many organisations don’t even know they have such a person. They are working in business cultures that don’t have a total focus on their people and customers.”

Bell cites statistics from a Right Management report which indicates that companies with a higher rate of employee engagement:

■ Have on average 29 percent more revenue

■ Are 56 percent more likely to have above average customer loyalty

■ Have 50 percent higher productivity

■ Are 33 percent more profitable

■ Have 44 percent higher employee retention rates.

Whether your forte is sales or software, the customer service division is fundamental and should be treated that way.

A united and engaged customer service force is not just something that should be a focus for businesses when consumers are tightening their purse strings, but a professional precedent in economic rain or shine.

For more information visit www.customerexperiences.co.nz

effect on business performance, growth opportunities and profitability.

“When you read the numbers it becomes clear why very few organisations are delivering a consistently high quality customer experience and why there is a lack of creativity and an even bigger gap between New Zealand’s productivity performance and the rest of the Organisation for Economic Co-operation and Development (OECD).”

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News


By Kate Pierson

You wouldn’t need to wander far in your neighbourhood to find a handful of households who are moving with the times and riding the World Wide Web wave to destination convenience. If you haven’t been to this commercial paradise, it’s what modern society likes to call the ‘online store’. Whether it’s a mum going hell for leather 24 hours a day that chooses to do her grocery shopping online so she can grab five minutes each day to work on her sanity, the music junky looking for their next lyrical fix, or the shopaholic taking their addiction to the privacy of their own home — online opportunities for shopping are endless.

With the number of internet users set to reach more than two billion globally before the year’s end, the attraction between consumers and their keyboards is heating up and it’s not just those with time deficiencies or shopping compulsions that are getting among the online action. It’s your every day Joe Blogs and Tom, Dick and Harrys who are exploring the infinite online abyss.

But while the opportunity for New Zealand businesses to capitalise on the online economy is red hot, their response to these evolutionary changes has been lukewarm at best. In a Business Monitor survey of more than 1000 New Zealand businesses conducted by Colmar Brunton and commissioned by MYOB NZ Limited, it was found that only 34 percent of participants owned a website and only 20 percent are selling their products and services online.

Three times annually, MYOB commissions Colmar Brunton to undertake statistically

representative Business Monitor surveys, which are designed to look at New Zealand’s key areas of performance profitability.

The recent survey results documented in a media release titled New Zealand business missing opportunities of online revolution, revealed that while there are more New Zealand retailers online than our Aussie counterparts, few New Zealand businesses are taking full advantage of the online economy.

With the manufacturing sector leading the way as the fastest adopters of the internet with 50 percent owning a business website, retail and hospitality businesses were hot on the manufacturing sector’s tail with 48 percent of organisations online.

Getting engagedMYOB general manager Julian Smith says the results of the survey highlight an attractive opportunity for Kiwi businesses to become more engaged in the global online market. “When we look at ways we can boost the productivity of the whole economy — helping more businesses get online would achieve real results.

“Businesses who are online say their sales pipeline is higher and their revenue is higher. When businesses expose themselves to the online economy, they are able to get their fair share of online consumers.”

According to the Business Monitor, 44 percent of businesses with a website have more sales or orders in the pipeline compared to just 30 percent of businesses that don’t operate online. Looking back on the last 12 months, 37 percent of businesses with a website reported an increase in revenue, while only 28 percent of businesses without a website saw revenues rise.

Beyond the statistics which speak for themselves, why is investing in e-commerce a logical step for many businesses? “New Zealand businesses are working in a smaller

Rebecca Harris is the General Managerof the Academy Group of Companies.All correspondence regarding this column to:Email [email protected] ’Rebecca’s Rant’, PO Box 1879, Christchurch 8140

Cashing out annual leaveIt seemed like an ok(ish) idea at the time when four weeks annual leave was announced. Good for employees in that they have more opportunity to refresh and enhance their work/life balance which clearly is now at the top of employees’ priorities lists.

The impact of four weeks annual leave has been huge on us this year. It took a while to figure out why we were running round chasing our tails, not getting far and also “feeling” understaffed. The writing was on the wall even prior to the disruption of the September quake.

Even though we close down for two weeks and statutory holidays over the Christmas period the impact of the remaining leave owing on, for example a 12-person department, is that potentially every second week of the year they will be one person down.

This, especially during the colder months, coupled with the increases in bugs flying around air conditioned offices and (what appears to be) lower immune systems results in increased sick leave, making our temporary staff and short term contract expenses go through the roof. Never in my 12 years with this group of companies have we had so many temporary staff.

And, might I add (in case you didn’t think about it already) this skyrocketing expense is on top of paying the staff to not be here! Don’t get me wrong — I’m not saying at all that employees shouldn’t be entitled to this amount of leave. (I’m an employee myself and need this amount of leave myself especially after a year of worrying about this stuff.) What I’m saying is, and it has been said before, not much consideration of the expense to businesses was given at the time of the decision.

Even a little more flexibility to cash out annual leave (if requested), rather than taking the actual time off would be a really big help. As I understand it, the proposed Holidays Amendment Bill provides for this. Having passed through its first reading and now with the select committee, if passed the bill will come into force on April 1, 2011. Personally, I can’t wait!

This decision will take the pressure off the extra expense of hiring additional staff to sit in all the empty chairs. Next step is to then try and deal with the hygiene and the winter coughs, colds and runny noses.

You can only tell people so many times to put their hands over their mouths, use hankies and wash their hands, but whether they do it or not is a different story. I see three and four year olds who are more adept at coughing into their bent arms than most adults, who should understand and know better.

Talking with other employers, it’s pretty common for the first thing mentioned when a cold goes around the office for the company to cough up (excuse the pun) and provide sanitisers or flu shots. Better yet, why don’t we wrap everyone up in cotton wool. Some things just can’t be controlled!

Here’s hoping the decision is made early in the year for the cash out of annual leave, and that the flu season doesn’t give us a double dose as it appeared to this year! It would be nice to be able to function normally next year, with the required level of staff!

See ya 2010 — it’s been a blast! Bring on 2011.

market which means they have to find new markets in which they can grow their business,” Smith says.

“As the furthest flung OECD nation, this is an opportunity we could embrace that could provide immediate productive benefits to New Zealand. And without doubt, aiming to become one of the world’s most connected economies would provide a very significant advantage to Kiwi businesses of all kinds.”

Smith adds that while many New Zealand businesses are yet to realise their online potential, he has observed New Zealand’s resilience and when times get tough, Kiwis are good at diversifying their operations. “This is an attitude adopted when the economy changes.”

So who are the best candidates when it comes to linking into the online economy? “It really depends on the nature of your business,” Smith says. “If you are going to participate, what are you there for?

“As a general industry trend, we find that 30 percent of business websites are what we call “billboards in the desert”. In short, this means that their existence is seemingly futile.

“Businesses need to ask themselves ‘How am I going to attract customers, transact sales and get value from this investment?’ This is an emerging capability in the online market which is about how to sell and promote a business in the online community,” Smith adds.

“New Zealand has an amazing opportunity to be one of the most successful online economies in the world where it is not restrained by the tyranny of distance. For 2011, businesses should think about the commercial potential of being online, put it on their radar and explore the potential of the internet.”

For more information on MYOB surveys and how MYOB can help your business get online visit www.myob.co.nz

V i r t u a l s h o p f r o n t s


PO Box 99-305, Newmarket, Auckland, 1149.

3 Margot Street, Newmarket, Auckland.

Ph: 0-9-5229800 Fax: 0-9-5229801

Email: [email protected] Website: www.globalbizpro.co.nz

www.globalbizpro.co.nz 3 Margot St, Newmarket, Auckland [email protected]

GlobalBizpro See live business results – act on them

To discuss how the GlobalBizpro team can equip you with live results at your desktops

Ph 0800 249 776 for a FREE consultation with Grant or Alan.

Better software. Better business.

The GlobalBizpro Directors George Martin, Grant Harwood and Kanu Kesry are used to turning irritation into elation.

When a person shows up to a business red-faced and jaw clenched, the staff swallow, take a deep breath and brace themselves for a dissatisfied customer.

GlobalBizpro see this type of person every day. They’re not customers though – they’re people so sick of their current software systems they need something new before they explode.

It’s 2011 and business owners are fed up with the out-dated way they get financial information about the health of their businesses.

You can send an email in an instant and read breaking news online. Why can’t you see how your finances are going at the same click-of-a-button speed?

You can. At GlobalBizpro, there’s the software that enables this to happen. Sales Director Grant Harwood explains.

“Traditionally, a business owner would have to wait until the processing has been completed well after the end of the financial month to see how his company had been performing. The accountant would come out of his office, with a printed report and hand it to him.

“In the current business climate that is an acceptably outdated model. With our software and total solution, no one has to wait anymore. You will receive information in real time about how your business is performing financially. So there’s no waiting for weeks to see that a branch isn’t making a profit – any issues can be identified early and dealt with promptly.”

A growing stream of satisfied customers is testament to GlobalBizpro’s success.

Take First Assistance, as an example, a multi-national New Zealand-founded company that specialises in supplying first line assistance services.

The business supplies its clients with the personnel, technology and solutions they need to keep in touch with their customers 24 hours a day, seven days a week, 365 days a year. First Assistance has to work hard to stay on top of every job and the only way to do that successfully is to ensure that internal processes are as seamless as possible.

Until recently, First Assistance had been using an accounting and payroll package which struggled to integrate with other programs.

It wasn’t until First Assistance signed up for a trial on GlobalBizpro’s MYOB EXO Business software that they realised what they’d been missing.

Even though EXO has only been fully in use at First Assistance a few months, it has already made a real difference. They are elated to have their in-house systems and business financials properly integrated.

First Assistance love receiving real time information about their company’s performance, getting on-demand in-depth analysis, and has noticed efficiencies in administration and distribution. All this has driven costs down. GlobalBizpro is integrating the case management software First Assistance is using which creates an automated and seamless dataflow within the organisation.

GlobalBizpro used techniques such as having a case number linked to all transactions to provide a unique reference across all aspects of the business from customer service to creditor payouts, along with financial analysis.

So if your blood is boiling while you wait for data a month old to come through to your desk, give GlobalBizpro a call. They’re experts in turning irritation into elation.

“Just seeing the live business dashboards that they’ll have on their desktops always brings an instant smile to any manager,” Sales Manager Alan Parker says.

Since the recession, the businesses that survived are looking for anything that will identify their problems at first instance, which is why so many companies have been turning to GlobalBizpro.

GlobalBizpro has doubled its staff in the last year because of the demand. But they’re still happy to grow.

“No business owner should be fretting about what their weekly profits were because they can’t see their numbers immediately and act on them. At GlobalBizpro we have the technology to solve this problem and we want to help as many companies as we can.”


If you have events you would like featured in the Events Diary, email [email protected] 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 [email protected]

business | events

Events | Diary

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Wednesday & Thursday, January 19-20Effective Recruitment — New Zealand Institute of ManagementEvery organisation faces the challenge of attracting the best people, ensuring they perform and encouraging them to stay. An estimated 70 percent of performance problems can be linked to recruitment issues. To register visit www.nzim.co.nz

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Monday & Tuesday, January 24-25Dealing with Difficult, Demanding and Prickly Personalities — Auckland UniversityLearn practical ways of defusing hard to please people and learn how to get positive outcomes that will work for you. To register visit www.shortcourse.auckland.ac.nz

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Thursday, January 25Speed and Power Reading — New Zealand Institute of ManagementThis course is designed to help you deal confidently with large amounts of written material. As a fast reader you can expect considerable time savings in getting through your reading load. To register visit www.nzim.co.nz

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Thursday, February 10Emotional Intelligence — New Zealand Institute of ManagementEQ is a measure of emotional intelligence. This course explores EQ being more important for business and personal success than IQ. To register, www.nzim.co.nz

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Monday, February 14Effective Communication Skills — Auckland UniversityMastering the art of one on one relationships is fundamental to good management. This course examines a number of practical aspects of effective interpersonal communication. To register visit www.shortcourses.auckland.ac.nz

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Monday, February 21Outperforming Finance Function — New Zealand Institute of Chartered AccountantsDo you want an outperforming finance function? Using research and examples, explore the new challenges facing finance and how outperforming finance functions have achieved their success. To register visit www.nzica.com/events/

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Tuesday, February 22Accelerated Strategic Planning — The IcehousePut together a strategic plan chart for three to five years, put together a 12 month strategic action plan and get templates for creative problem solving. All this and more at The Icehouse seminar. To register visit www.theicehouse.co.nz

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Tuesday, February 22Governance Essentials — Institute of DirectorsWriting board papers and need some guidelines, been asked to sit on a board and unsure of your duty, or want to know about governance from both a management and director perspective? This is the course for you. To register visit www.iod.org.nz

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Wednesday, February 23Finance Essentials — Institute of DirectorsNeed to reacquaint yourself with financial statements, lacking knowledge in financial discussions around the board table, or wanting basic skills for financial analysis, investment appraisal and valuation? To register visit www.iod.org.nz

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Wednesday, February 23Best Practice Credit Management — NZ Institute of Chartered AccountantsOptimise your business cash-flow with effective credit and collections strategies. This seminar will provide practical tips to assist your business effectively manage your risk and debt recovery. To register visit www.nzica.com/events/

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Thursday, March 3Business Essentials, Finance for Managers — The IcehouseLearn to apply management accounting tools to business problems, link financial objectives to strategy, identify key value drivers to help manage the value of your business and more. To register visit www.theicehouse.co.nz

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Monday, March 7Conducting Effective Meetings — New Zealand Institute of ManagementDesigned to help participants develop their meeting skills, either as the chair or the facilitator, or even as a participant. To register visit www.nzim.co.nz

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Wednesday & Thursday, March 9-10Business Skills for New Managers — Auckland UniversityIn today’s business environment, managers must lead and manage both the people and the task. Making the transition from being one of the team to leader/manager can be challenging. To register visit www.shortcourses.auckland.ac.nz

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Monday, March 14Finance for the Public Sector — Auckland UniversityThis course is specifically aimed at non-financial managers in the public sector, including local government, who are responsible for preparing or managing budgets and need to understand the numbers to make effective business decisions. To register visit www.shortcourses.auckland.ac.nz

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Wednesday, March 16The Accountants’ One Day Business and Tax Update — New Zealand Institute of Chartered AccountantsThe theme for 2011 will be New Zealand on the world stage and high calibre business leaders and experts will be presenting on a range of technical topics and business issues. To register visit www.nzica.com/events/

Viewpoint | Financial Management

by Lisa Martin

With the new year under way, what should small and medium businesses be doing to make good on their financial resolutions?A lot of business owners might have decided they’d like to improve their financial transparency and stop doing their accounts badly.

One of the first steps to take is getting some expert advice from an external accountant or specialist bookkeeper. Consider it an investment in your business intelligence. There’s no excuse for not understanding — or learning how to understand — what’s happening on your business’ bottom line.

Training investmentOrganising some training for the person who’ll be keeping your books and giving them a robust system to follow is also a worthwhile investment.

A specialist bookkeeper can work with you to set up a standard operating procedure for managing your accounts. This will save you time and money over the long term. It’s much better, and cheaper, to be proactive than waiting for a problem to build up and then trying to untangle it 12 months later.

Sometimes business owners feel threatened by someone looking at their books. That’s usually a sign they’ve got a problem. External accountants and bookkeepers offer a professional, confidential service. Facing up to a professional who can have a look at what you’re doing and tell you how to improve is important.

Even if you’re on the right track, an external provider can give you confidence that you’re doing things right. A good accountant wants to save you money and make your business perform better.

To choose a good accounting or bookkeeping firm, look for client testimonials from a variety of sources. A reputable, established business should have no trouble providing them. Speak to your local bank manager and ask their advice. Good accounting firms will have positive relationships with most bank managers in town.

Keeping an eye on the mail is important. Everything that comes into the business should be opened, date-stamped, and seen by the managing director or owner. Business owners must sight all IRD correspondence and bank statements.

Don’t be afraid to open those envelopes. I once worked with a client who missed out on a $3000 payment because they hadn’t bothered returning a form the IRD had sent them.

You would be surprised how many business owners hide from what they think will be bad news.

Putting money aside is another regular piece of advice that always bears repeating. Whether you’re earning $15,000 or $150,000 a month, one third of that should be going straight into your savings account. That’s the minimum you need to put aside to cover GST and income tax. It’s not your money.

If you’ve reviewed your business books over the holidays and realised that there are some shortfalls, get in touch with the Inland Revenue Department (IRD) sooner rather than later. Let them know you’re going to have problems and need to put a payment plan in place. This will usually reduce interest charges and any other penalties they levy.

You should also have a plan in place to make sure your PAYE and GST returns are filed on time and can’t be delayed by last minute events.

Lisa Martin is the managing director of Go Fi8ure. www.gofi8ure.co.nz

Following through on financial resolutions

Lisa Martin and her Go Fi8ure team

Get expert advice from an external accountant or specialist bookkeeper.

Consider it an investment in your business intelligence.


www.radiolive.co.nz

News Profile | Annette Presley


b r o a d l y

Do I look back and want to change anything, even the worst things that ever

happened to me? The things that were real crises?

No, because out of every bad thing that happens you

learn something and you learn about yourself and even the

really bad things are the ones that change you the most.


ambitiousNews Profile | Annette Presley

By Bridget Gourlay

Most little girls dream of becoming princesses. Or famous actresses. Or having hundreds of puppies. Annette Presley dreamed of owning her own company at the age of 25. The famous entrepreneur, now a multi-millionaire, grew up in an underprivileged house in South Auckland. Many of her friends, she remembers, were third generation beneficiary families. From a very young age she knew she wanted a different life for herself. And that is exactly what she has created.

BeginningsAt about 22 Presley and a friend set up a small company that ran seminars on female business success, called Women on the Move. In the mid 1980s, this was a move almost unheard of.

“In my generation, there was no such thing as a female business leader. Let alone, as we have now, the fortune to have the number of prominent women leaders in business and society today — women prime ministers, and a female leader of the legal counsel (Chief Justice Sian Elias).”

Women on the Move was a small venture, one she did largely for philanthropy and the sheer fun of it. It wasn’t until the ripe old age of 24 she started IT recruitment firm, Stratum.

Presley didn’t know anything about starting her own company. She remembers living in a small apartment, struggling to pay the rent and eating tomato sandwiches for every meal. But she’d done the sums and knew Stratum would soon turn a profit.

And it did. When she sold it four years later in 1992, it was one of the leading IT recruitment firms in the country. “The fact that it succeeded was a bit of a miracle, but anything can happen with hard work and dedication and a bit of passion — as I’ve discovered in my life.”

Each time, Presley found the capital to back herself as getting a bank loan was out of the question. “I’ve never had a bank fund any of my companies. Not even today does a bank fund my company which is turning over more than $140 million. Banks don’t fund entrepreneurs, in my experience. Banks don’t like to take risks, although sometimes they take stupid risks, as we’ve seen.”

A call to AustraliaIn 1992, Australia de-regulated its telecommunications industry and Presley and her then husband Malcolm Dick saw an opportunity. They moved across the ditch and on April Fool’s Day started Call Australia.

Despite their successes in New Zealand, starting up wasn’t easy. A few weeks beforehand Presley broke her leg and their third investor backed out.

She may be famous for her catchphrase ‘feel the fear and do it anyway,’ but it’s not just a cheap slogan. Presley has walked the walk. “Every day we thought that we were going to fail. Because people were telling us that, our suppliers were telling us that. Then, there was no such thing as a telecommunications re-seller. We were one of the first.

“It was the fear of failure. We didn’t want to go back to New Zealand and tell everyone we’d failed. So we didn’t.”

In 1998 Call Australia was turning over $100 million a year with 200 employees. But home is where the heart is, and the pair sold it, moved home to New Zealand and began a similar company, now known as Slingshot.

Public faceThe rest is history. Presley became the very public face of the company. She appeared in all of its advertising. She challenged Telecom. She sued Telecom. She famously offered to do Theresa Gattung’s job for one dollar. Appearing on shows such as Dragon’s Den cemented her face as part of Slingshot’s brand.

In 2006, a very public stoush came about, dragged through the media and exploited by the tabloids, when Presley and Dick separated and Presley was stood down from the day to day running of the company.

But despite all of this very public pain, despite the early days of tomato sandwiches and the very real possibility of going broke, Presley doesn’t look back with regrets.

She says she wouldn’t change anything that has happened to her.

“It’s like sliding doors. If you made a different decision at that point you would have gone down a different path and be a different person. Would it have been a better path?

“Nobody will ever know. You’ve got the path that you’ve chosen so you either make lemonade or you live with lemons.

“Do I look back and want to change anything, even the worst things that ever happened to me? The things that were real crises? No, because out of every bad thing that happens you learn something and you learn about yourself and even the really bad things are the ones that change you the most.”

Being the public face of anything comes with its detractors. And Presley feels New Zealand has more than its fair share of them. She thinks

tall poppy syndrome “exists 100 percent” and is holding the country back.

“People like me don’t necessarily want to put their head up because the media of New Zealand is so keen to chop it down again… I know many successful people who have either left New Zealand or who will not do an interview like this and have no interest whatsoever, because they know for an absolute fact it will just bring more focus on them and just give the media more opportunity to rip them to shreds the minute they see a crack.

“I think that’s sad because so many role models and icons just will not stand up. And I’ve had this conversation with many very successful people.”

Charity queen She’s made her millions. And she’s stood down from the day to day running of her business. So what does a successful, glamorous woman do now? Relax on the beach? Go on luxury holidays? Not this one. She spends a good portion of her time in the poorest schools in south Auckland.

That’s where she grew up. On behalf of charities, the multi-millionaire speaks to teenagers about making the most out of their lives. Dress for Success, Violence Against Women, the Sensible Sentencing Trust, the Stellar Trust (against the drug P) and the Casper foundation (about youth suicide) are some of the varied causes Presley supports.

She’s also involved in mentoring — from business leaders to teenagers, she receives emails and phone calls nearly everyday asking her for advice; something she’s happy to give.

“Whether they’re kids leaving school or business leaders (me included), sometimes we lose our path and we can’t see things clearly. We just need someone to stand back and say hey let’s have a look at it, where do we want to go and how are we going to get there.”

The year aheadPresley may have stepped back from the day to day running of her business, but she’s still involved, and has also got her finger in a few pies across the Tasman too.

But her number one priority are her children, she stresses. It seems it’s not just hers who are getting her guidance and support. She says 2011 will be a “big year” for her, as her many charity projects in south Auckland kick into gear. She’s in talks about starting a camp for underprivileged children, which she’ll organise with a charity or off her own bat.

Because despite her success, her money and her fame, she knows where she’s from. “I want to make a difference,” she tells me several times.

“South Auckland has certainly changed since I grew up there and it’s not for the better. I’d love to see the children who don’t have opportunities and don’t believe in themselves look at life differently.”

… anything can happen with hard work and dedication

and a bit of passion — as I’ve discovered in my life.


News Feature | Leadership

By Melinda Collins

Leadership is the quality of spirit that enlists the aid and support of others in accomplishing a common task. It is a way for people to contribute to making something extraordinary happen; empowering those around you to achieve.

Some people have leadership ability. Some don’t. But how does it play out in the corporate arena? Simple — it can make or break an organisation. Good management is vital for any business organisation — whether it is an SME or a multi million dollar corporate. But in addition to basic management skills, managers require leadership skills as well. In fact, leadership is the key quality which every manager must acquire to become an effective manager. A manager may develop a perfect strategy to make an organisation successful – but to drive that strategy to fruition takes leadership.

Leadership then takes on a bigger, broader and more important role.

Internationally renowned leadership coach and speaker Dr Myles Monroe offered this insight in his bestselling Spirit of Leadership in 2005, after personally training thousands of business

By Melinda Collins

The study of leadership traits has been ongoing for centuries; history’s greatest philosophical writings from Plato’s Republic to Plutarch’s Lives have explored leadership and its underlying traits.It is something we’ve learned a lot about as time has gone on. Heading a successful company today is a lot different to 50 years ago — barking orders at your subordinates won’t get staff on your side. Likewise, a hang loose, buddy-buddy management style won’t win you any points in the leadership stakes either.

But in a constantly changing business climate, leadership archetypes of the past will do nothing to ensure you meet the challenges of today’s workplace. So what are the leadership traits needed to walk the talk in the 21st century?

One of the few of its kind was a comprehensive leadership study, undertaken by Daniel Goleman, Richard Boyatzis and Annie McKee, published in Primal Leadership in 2002, classifying leadership styles and effectiveness for the 21st century.

The following six styles they identified are listed in order of preference, with the “best” style of leadership first, and on down the list to the least effective style which is listed last.

1 Visionary Leadership Leader sets direction by creating a vision that engages people. And the people share the dream. The authors concluded that this leadership style is probably the overall most effective style, especially the higher in the organisation one progresses.

2 Coaching Leader connects individual needs and wants with the organisation’s goals. Coaching explores the person’s life and values beyond

Qualifyingleadership

Qualitiesleaders around the world. “Leadership is the capacity to influence others through inspiration, motivated by passion, generated by vision, produced by a conviction, ignited by a purpose.”

Leaders may be found in boardrooms, he says, but they may also be found in families, schools, and organisations of all kinds — anywhere people interact, nurture, create, or build.

“Contrary to popular opinion, leadership is not meant for an elite group of people who — by fate or accident — are allowed to be leaders while everyone else is consigned to being lifelong followers.”

A summary of his key leadership traits:

InfluenceLeadership is not about being in power, it’s about empowering others. While it does involve influencing a group or team of people, leadership is not about power and coercion. Influence is creating the want and desire in others to do what you want and desire them to do.

Studying the styles/ exploring the options just the work. Such leaders help employees forge long-term goals and develop plans to meet those goals. Paradoxically, while this style does not focus specifically on the bottom line, it delivers bottom line results. In their findings, it was the second most effective style in driving results.

3 AffiliativeThe leader connects people to each other, thereby creating teamwork and harmony. This style promotes collaboration and relationships which indirectly drive better performance, loyalty and commitment.

4 Democratic Inclusion and participation show that each member is valued by this leader. This is particularly effective when the leader is genuinely looking for ideas or seeking to secure buy-in for a potential change. At some point, however, if consensus cannot be reached, the leader must make the decision and move ahead.

The two least effective leadership styles in the 21st century…

5 Pacesetting Leader sets and achieves challenge goals. Often executed in a highly competitive way, this style is less effective in most situations because it promotes the good of one person or department with little regard for the good of the entire organisation. It can be useful sometimes with a confident and highly motivated team, but should be used sparingly.

6 CommandingLeader provides clear direction and makes all decisions. A frequently misused and overused style, this was shown to be minimally effective in the 21st century organisation. It can be useful temporarily in a crisis, to jump-start a new initiative, or with a problem employee, but use of the commanding style should be very limited.

PassionA leader is most effective when he or she is passionate about the team, organisation, and the work thereof. Passion has to be genuine and cannot be faked. But it is contagious and when team members can sense the passion of leaders, they too will become passionate.

VisionLeadership is all about action. The vision is the articulation of the action to get to where the group needs to go. The vision should be well defined and effectively communicated.

ConvictionLeaders believe that what they do is important and purposeful. The belief is the conviction that drives the leader’s actions and passion. The conviction is communicated in the vision and nearly every statement of the leader.

PurposeLeaders have purpose for their actions and what they influence. Leaders seek what is best for the group, not the individual. Leaders are inherently selfless and hardworking. They are driven by their conviction and purpose and resonate the passion in their vision statements.


By Kate Pierson

There have been many great men and women who have gone before us. Some have led, others have managed and some have done both. While the terms ‘leader’ and ‘manager’ may be perceived as mutually interchangeable, there is a fundamental difference between the two concepts. There will be some who can lead but not manage and others who can manage but not lead.

Knowing the difference Management has often been described as an authoritative and transactional process whereby a manager has authoritative power instilled in them by a company to govern subordinates. Leadership, on the other hand, has been described as having voluntary followers and a leader’s ability to attract this support is said to lie in their ability to inspire, or deliver personal transformation for the party who follows.

But what about management and leadership in business? To understand the difference between these two institutions within a professional capacity, a return to first principals is required, as is the knowledge of a management and leadership expert.

Throughout the past 25 years, Terry Pierson has worked in directorial and chief executive roles. Having spent significant periods of time applying and studying Sixth Sigma and Lean Manufacturing methodologies, Pierson says during his career his approach to management has been profoundly influenced by the management philosophies of W. Edwards Deming.

Of the distinction between management and leadership he says, “It’s interesting because you tend to get much better definitions of the word management than you do of the word leadership.

“When you have a look at those definitions or you ask people for them, you can get a succinct definition of management, but you’re much less likely to get a succinct definition of


leadership because it is a subjective question and people provide responses that are subjective.

“I would answer the question about the difference between management and leadership by firstly distinguishing the terms and then comparing them once they are distinguished.

“You have to have an understanding of these words in their own right before you can consider the relationship between the two.”

Pierson believes management is the art of making things happen and in order to make things happen, you have to have people that are capable of managing. “The question then is how you find those people,” he says. “They are the rarest people in the world and that’s why they are the most highly paid because of supply and demand – they are so hard to find.”

Pierson says whenever he is looking for someone with management capability he asks them five simple questions. They are always the same five questions and have been the same for the past 25 years.

The first question is, ‘What is the most important attribute and characteristic a manager must possess?’ “This is a deal breaker,” Pierson asserts.

“If they don’t have this, there is no point in continuing the interview. The attribute I’m looking for is about being organised, because people running any form of enterprise are running an organisation and it is not going to be organised if the person running it is not capable of being organised.”

The second question is, ‘Do you understand accountability?’ “The Deming view of what you’re accountable for as a manager is about providing the people that work for you with a better system,” Pierson says.

“Eighty-five percent of the result that anybody produces is a function of the quality of the system in place. You are the architect of the system so really what you should be saying as a manager to your staff is, ‘What can I give you to help you do a better job?’

“Deming’s philosophy here is straightforward; a business produces results and the results are a sum of the processes. You improve the result by improving the processes and this can’t be achieved without systems.”

Pierson says the third question

is, ‘Can you handle pressure?’

“If you are organised and understand the nature of

accountability, you must be able to deal with pressure,” he maintains.

The fourth question is obvious — ‘Do you want to be a manager?’ And the fifth question is, ‘Why?’ “The answer to that is, ‘Because I want to make a difference; I want to organise an organisation’.”

Pierson says it is that want and drive that is the very nature of leadership. “The person that possesses that desire; the person who wants to organise the organisation and to make a difference because they have the innate capability and resolve to do so, is the leader.

“Fundamentally, when you boil it all down — and this may sound a little bit oblique, but I’m firmly of the view, that in any walk of life, the application of leadership in practical and professional circumstances can be defined in one word and that is encouragement.

“What you’re doing when you provide people with better systems to work with and guide those people to help evolve and further improve the systems, is encouraging them. You are leading by example.”

Management philosophyPierson believes having a management philosophy which is comprehensible, applicable and effective is critical when managing and leading in business.

And while most management philosophies rotate in fads and are embraced briefly before they fail, he says that when a business adopts its own philosophy, it should be comprehensible and most importantly, endure because it works.

“In many cases, if you were to go into an organisation and take a cross-section of the board, executive management, middle management and frontline staff and ask them to describe their company’s management philosophy, chances are you will not get any consensus. That’s because, if anybody has cooked up a view on that subject, they haven’t effectively disseminated it and anyway, it’s too complex for people to comprehend.”

Having a management philosophy that holds true in times of crisis is also as important as the manager managing and leading in these circumstances.

Rudyard Kipling said, “If you can keep your head when all about you are losing theirs and blaming it on you. If you can trust yourself when all men doubt you, but make allowance for their doubting too.”

While the eternally relevant poet Kipling wrote these words for his son, they resonate with compelling conviction in the professional sphere too.

Because when the proverbial hits the fan, as it always does in business in some way shape or form, and everyone is losing their cool, looking for guidance, or playing the blame game, the manager needs to be the leader of the professional pack and, most importantly, lead by example.

So how do you manage and lead in a crisis? “Remain organised, keep cool, don’t crack under pressure and maintain your resolve,” Pierson says.

“Resolve is the counter to pressure — one deals with pressure through resolve. There is no person who doesn’t feel pressure. Everybody feels pressure, like everybody feels fear and every man feels fear in combat.”

Pierson says the thing that defines a crisis, is the lack of time available to consider the information to substantiate decisions that will be made.

“You have to the use the time that is available to you, to collect the data that you can shape into information that will support and inform good decisions.”

In order for a business to fulfil its potential, Pierson maintains it is the role of the manager to lead staff towards fulfilling their own.

“A leader in a management capacity brings out organisational capability and creates the systems which enable people to fulfil their potential. Because a business won’t fulfil its potential, unless the people within it fulfil theirs.”

For more information on the Deming Philosophy visit www.deming.org

ManagementL e a d e r s h i p


All the leadership institutes, courses and handbooks in the world can only do so much. Sometimes you’ve got to live it to know what it’s like. Bridget Gourlay talks to some of New Zealand’s most famous leaders about what they think separates the men from the boys.

Be accountable Ngahihi Bidois was a successful businessman by the age of 26. Instead of continuing with a seriously corporate career, he started working as an inspirational speaker, so others could benefit from his knowledge.

Bidois believes leadership is ultimately about being accountable.

“A fish rots at the head and if the head is not being accountable to the people they are leading, and if the head is not willing to be accountable to the people they should be servicing, it’s like rearranging deck chairs on the Titanic. Until that leader leaves, things are just going to get worse.”

Good environment John Hart has spent a good part of his life being the man in the hot seat. He coached the All Blacks twice, but his lesser known accomplishments include senior roles at Fletcher Buildings.

Everyone remembers the 1999 World Cup semi-final shocker. It was almost as painful as 2007’s crushing quarter-final.

But in 1995 when Hart became the All Blacks’ coach, two successful seasons followed. The ABs won 10 of 11 tests and our first ever series victory in South Africa in 1996, plus all of our Tri-Nations tests in 1997.

So Hart’s seen his fair share of good times and bad, and believes leaders must create an environment where every individual can flourish. “I believe people will do so if they are well-led and self-motivated and I think the

crucial thing is communication. People need to know what they need to do and get regular feedback on how they are doing.

“As managers we need to realise people will be motivated by different things from what motivates you or me, or anyone else. The key to successful communication is knowing and understanding people. I don’t believe you can help a person grow, or motivate the person, or create the environment for growth unless you actually know the person.”

Admitting mistakes Sam Knowles, CEO of Kiwibank, says part of being a good leader is admitting when you’re wrong. And he’s walked the walk. In May 2006, several New Zealanders from a range of banks were scammed by e-criminals.

Knowles was the only bank CEO who broke the deafening silence. He told the media New Zealand’s banking sector had ignored the need to invest in electronic payment support while they enjoyed unprecedented profits.

“I’m sure it did ruffle some feathers, but it was not the intention to ruffle feathers. I think it is just symptomatic of the fact that most of the other CEOs don’t talk to the media — they have people who do that. Certainly for Kiwibank it is important the CEO stands up and says what the bank means to say. If you are leading the organisation you have to do that.”

Humour Mark Orams was a close friend and team mate of Sir Peter Blake. In his book Blake: Leader, he says one of Sir Peter’s greatest leadership qualities was his ability to make everyone laugh.

“Some events became traditions. One example was the ‘dick of the day’ award. In the evening, around sundown and usually at change of watch time, nominations would be called for the ‘dick of the day’. Crew members

who had done something stupid or who had made a mistake or had done something annoying would be nominated. The accused would be encouraged to ‘fess up’ and to acknowledge — or try to explain away — the issue. There would be much laughter, a lot of exaggeration and accusation, and then the crew would all agree on who was the worst offender for that day.”

Orams says the tradition’s purpose was that it got things out in the open in a non-threatening way. Because the yacht was small and the crew were cooped up together for weeks, it was a much-needed tension release. It also taught the crew a lesson — if you were nominated, even for something frivolous, you made sure you weren’t nominated for that again.

Leadership in a crisis Leadership in good times requires skill, guts and charisma. But at times of crisis it needs so much more.

Murray Burton knows this first hand. He is the principal of Elim Christian College, where in 2008 six students and a teacher were drowned while spending a week on a school camp. Burton had to guide his shaken and distraught students, staff and parents through the tragedy.

“In my experience leadership is not just about one person; it’s not just about you or me. It’s about being part of a team.

“You have to have a balanced view of your abilities. Be quietly confident and have emotional intelligence.

“It’s also important to have self-esteem…in times of tragedy, you have to put yourself in other people’s shoes. Sometimes you have to wear different hats. Whether it’s the principal’s hat, the confidant hat, the friend hat or the parent hat.”

Burton believes leadership involves the ability to serve. “I’m not afraid to get in there and help out at working bees and get my hands dirty. You should never trade on your title and you are never defined by your title. When you start to think something is beneath you; that is a slippery slope indeed.”

‘right’ Thea d v i c e



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Our new technology will match your job with the best available students and send you the applicants to choose from.

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In 1990 big hair was in, Paula Abdul was hot and New Kids on the Block were top of the pops. If you remember grooving to them on your walkman while wearing acid-washed jeans, you’ll certainly remember the gadgets of the day. Comparing ‘then’ with ‘now’ shows how far technolgy has come in a realtively short space of time.

ComputersThen The foundation stone of the computer revolution, the PC had styling to match. Blocky and brutish, much like fake fur collars and neon MC Hammer pants, the desktop PC increasingly became an anachronism as the decade unfolded. In the early 1990s home and office computer technology was cutting edge with a machine packing a 250mb hard drive, floppy disc and a megabite of memory, running an early Microsoft operating platform such as Windows 3.1. All this lead to the now infamous ‘blue screen of death’ when the machine crashed.

Now By contrast, today’s best offering is light, simple and effortlessly chic. Unlike most computers even today the iMac’s hard drive is in its screen meaning there’s no external features to knock your knees against. A one terabyte hard drive and four gigabytes of ram means you can go crazy downloading documents, movies and music. A bluetooth mouse and keyboard completes the minimalist look.

Available: Apple shops and stockists RRP: From $3065

Portable Info One thing that hasn’t changed over the years is the desperate panicky feeling when, after hours of work, your computer throws a hissy fit and you haven’t backed up your data.

Then Back in 1990, floppy discs were the saviours in an accidentally-deleted situation, although they could only hold a laughable 21 megabytes. But even then the format wasn’t stable and every time you inserted a disc you had your fingers crossed as well…

NowSony Mirco-Vault CLICKToday’s Sony Mirco-Vault CLICK pen-drive holds eight gigabytes and is sleek and stylish. Put it on your keychain and with just one ‘click’, the hidden USB connector is ready for action — no cap to be lost. You can store movies, songs and thousands of files with this amount of memory.

Available: Sony shops and stockists RRP: 59.95

Tape USBFor those who like the vintage look, check

out this USB from musichype.com. A bit of vintage and Kiwiana in one.

Available: www.musichype.com/nz-indie-mix-tape-usb/

RRP: $25.00

Living | Today

products

tech

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By Bridget Gourlay

The mobile phoneThen When the cellphone was invented it was revolutionary. Being able to call anyone anywhere and not be reliant on payphones meant a quicker, more productive business model. These days “the brick” — unable to send a text, let alone go on the internet — would only be snapped up by a museum or nostalgia buffs.

Now Today’s iPhone does it all — go on Google Maps when you’re lost, Skype the office from overseas and read your hometown’s newspaper from an airport in Japan. You can even make a phone call!

Available: Apple shops and stockistsRRP: From $1123

RecordingThen Back in 1990, a secretary would have been frantically typing up letters and meetings, in between fetching cups of coffee for the boss. Tape recorders certainly existed but everything still had to be transcribed afterwards.

Now Now there’s software that does it all for you. The hours and manpower spent on transcribing are gone with Dragon speech recognition software. It turns your voice into text three times faster than most people type, with up to 99 percent accuracy. It learns to recognise your voice instantly and continually improves the more you use it.

Available: Available from Nuance authorised resellers throughout New Zealand or contact the New Zealand distributor Mistral Software Limited (09) 271 4661 [email protected] or visit www.mistralsoftware.co.nzRRP: $379

Destination Kimi Ora Spa ResortYou can have your slice of paradise at Kimi Ora Spa Resort this summer. You can also have your Christmas cake and eat it too, because Kimi Ora is a revitalisation for mind and greedy bodies.

Nestled at the top of the South Island, the clean, green accommodation and health spa is perched above Kaiteriteri beach and takes the meaning of relaxation to a whole new level — literally. There’s even a rock grotto.

With an infrared sauna, steam room, indoor and outdoor pools, a vegetarian restaurant and organic beers, wine and juices on tap, we’ve got a feeling you’ll never want to leave.

Available: Visit www.kimiora.com for more information.


Living | Today

lifestyles

sum

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sBy Kate Pierson

The quintessential Kiwi ideal is said to be “BMW, boat and bach”. Add a jet ski and super deluxe BBQ into the mix and you may be getting close… for some. Here’s grab-bag of the best, baddest and most beautiful tools and treats to put the topping on wherever and whatever you’re doing this summer.

Moving onYamaha FX HO CruiserWhether you’ve got a need for speed that must be appeased or you’re a lazy-day cruiser, the Yamaha FX HO Cruiser will satisfy your needs. This bad boy is the great white shark of jetskis — big, tough and ferocious in the water when you want it to be.

With a 1812cc high output engine, the FX HO Cruiser has a reverse with traction control feature, which allows for smooth maneuvering during launching and docking by limiting RPM’s and reducing cavitation. It’s quite the show pony with waterproof storage, a reboarding step and cruise assist mode.

Available: www.aucklandyamaha.co.nzRRP: $22,990

Top Drop

Stoneleigh Marlborough Pinot Gris

Everything is fine in moderation — but good luck putting that into practise once you’ve wrapped your laughing gear around this little viticultural gem.

Stoneleigh’s Marlborough Pinot Gris is quite a complex character.

With a warm richness and subtle fruit aroma, this top drop has a tropical essence and like its counterparts,is made with the magic of Stoneleigh sunstones decorating the land on which the vines are planted.

Available: www.stoneleigh.co.nzRRP: $22.95

Simply Super Deluxe Electrolux Jeppe Utzon BBQWhen something seriously impresses a colleague he cranks out the expression “super deluxe”. His signature lingo sums up the Electrolux Jeppe Utzon BBQ. This fine looking model is the product of a two-year collaboration between superstars Electrolux and designer Jeppe Utzon, grandson of legendary Sydney Opera House designer, Jom Utzon.

A minimalist interpretation, this sleek and sexy design in marine grade brushed stainless steel will have your mouth watering.

Available: www.electrolux.co.nzRRP: $15,499

Suit upLover that styleIf you want to “freestyle it” this summer, you and your birthday suit are probably best to venture to a place that doesn’t mind if you show off what nature gave you. We’re a bit of a conservative ol’ bunch in New Zealand and unless you want a criminal conviction for indecent exposure, you’re best to cover up at the beach this summer.

Do it in style with these swimsuits by Lover, which set hearts aflutter with uber-sweet one and two piece bathing suits. Gents can get prim and proper with ATG’s ‘Sailor Stripe’ Swim Shorts or get ghetto on it with Ksubi boardies.

Available: www.superette.co.nzRRP: Lover Underwire Tube and Trunk $399, Lover Square Neck One Piece $389, ATG Sailor Stripe Swim Shorts $119, Ksubi Ghetto Boardshort $149

Must have Jute Shapla HammockIf summer for you is all about R&R, here’s the perfect accompaniment for lazy days. It’s good looking, strong and — best of all — doesn’t talk back. Trade Aid’s Bangladesh-made Jute Shapla Hammock wants to be the way for you to enjoy a snooze fest over summer.

Available: www.tradeaid.org.nzRRP: $89.99

✭YEARS✭

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21Celebrating | Heritage Tiles


Tourists in Tunisia, Iran or Greece visit awe-inspiring ancient buildings decorated with floor tiles. Sometimes

purely aesthetic, sometimes telling a story, the beauty and art tiles can add to a building has been recognised for thousands of years. The

combination of charm and durability means tiles are still popular today, thousands of years after their first documented use. From commercial

buildings looking to turn a floor into a work of art to DIY-ers wanting to spruce up a bathroom or kitchen, tiles are still the answer.

Heritage Tiles is your one-stop shop. Originally a terracotta tile-making business, this Penrose company was bought by Gordon Roberts 21 years ago. Gordon has now passed away, but the business remains in the family.

Today Heritage Tiles, owned by his son Peter, is a leading distributor and retailer of ceramic tiles and porcelain tiles in New Zealand. With 21 years experience, five tile stores in Auckland, one in Wellington and a distribution

network across the country, it has tiles to suit anyone, anywhere. Check out the gallery or video at www.tiles.co.nz or visit any of the 45 Heritage Tiles stockists from Kerikeri to Invercargill to get an idea of the range in stock.

“Tiles are extremely versatile in terms of design. You can take the same tiles as your neighbour and design a space with them that looks completely different. Everyone can have unique look if they want to,” Peter Roberts says.

“On a more practical side, tiles are really easy to keep clean and to maintain. Longevity is also a plus. You don’t have to repaint every five years, for example.”

ConnectionsTwenty-one years in the tiling industry has built up partnerships with major ceramic tile and porcelain tile manufacturers in Italy, Australia, Spain, Turkey, Brazil, the United Arab Emirates (UAE) and across Asia. Heritage Tiles is able to offer the latest tile trends, colours, design ideas and prices to match any budget.

“The Italians are the innovators,” Roberts says. “Just like clothing, Italy is at the cutting edge of tile design and developing technology to make them.

“The Italians have started using inkjet digital processors to make tiles — the flexibility and versatility in production is amazing. It’s been revolutionary in the industry.”

Mosaic examplesA key Italian supplier is Bizazza which makes ornate glass mosaic tiles for bathrooms, splashbacks or swimming pools.

Heritage Tiles’ biggest supplier, Rak, hails from the UAE. “They are one of the largest tile-making businesses in the world.

We are the only tile business in New Zealand to stock their products — they offer a good range for good value and are the backbone of our company.”

Thinking outside the square … Wall to floor

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Closer to home, Heritage Tiles also stocks New Zealand-made tiles, created by the team at Middle Earth. This terracotta tile supplier, originally part of Heritage Tiles, split off to become a separate company in the 1990s. It is now run by Roberts’ brother Jeff.

Green tiles Heritage Tiles is committed to providing environmentally friendly tiles. Tiles can help with passive heating and cooling options and almost always outlast alternative flooring.

Heritage Tiles stocks several ranges which meet European Eco-Label “flower” certification requirements. Established in 1992, the scheme helps consumers identify greener, environmentally friendly products and services.

All products bearing the flower symbol have been checked by independent groups which ensure ecological and performance criteria compliance.

Heritage Tiles is also listed on the New Zealand Greenbuild website, an information bank that

gives architects, designers, specifiers and construction industry professionals instant access to its comprehensive online building products database.

It enables specifiers to easily search and compare product specifications and provides information about environmental assessment and environmentally rated building materials.

Major projects Heritage Tiles has strong professional relationships leading interior designers and architects and has supplied tiles to a number of Auckland’s most important buildings.

It recently supplied tiles for Auckland Airport and SkyCity bathrooms, as well as tiles for Westpac in Britomart. Additionally, Heritage Tiles is the chosen tile supplier for new KFC stores and renovations nationwide.

For those with creative flair who want to transform a bathroom or kitchen, Heritage Tiles has grouts, tile cutters, adhesives and all the tools necessary to complete projects.

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Heritage Tiles is also able to help with ‘retro requests’. If you’re looking for tiles to match those purchased ten years ago, chances are that the business can help. It carries the largest stock of tiles in New Zealand with at least 200,000 square metres of materials covering over 500 different styles in its warehouse.

Peter Roberts advises DIY-ers to bring in photos of the room or a sample of the curtains, carpet, bench top or cabinet colours. Customers are encouraged to take tile samples home to judge how they work in with existing lighting and fixtures before making a final decision.

Ten year guarantee To give customers even more confidence, Heritage Tiles offers a ten year product guarantee, covering the performance of the tiles from the date of purchase. The guarantee covers the cost of the product and reasonable installation costs. Heritage Tiles is not liable for loss of profit or any consequential damages. To qualify for a guarantee the selection and laying of tiles should be in accordance with current standards and accepted practice.

Peter Roberts says he’s proud of the progress Heritage Tiles has made in the 21 years since

his father bought it and in the 10 years he has been the owner. However, he doesn’t want to rest on his laurels.

“My number one goal is to be the very best in tiles in New Zealand. To do this we must continue to listen to our customers. We already have a very strong focus on customer service and that’s something we will continue to do.”

Product feature Heritage Tiles has a new product in store created with ink-jet printing technology. La Faenza’s Collection in Evolution continues the trend of porcelain tiles mimicking natural stone. Manufactured using the Colour Definition System digital printing technique, which allows the simultaneous display of several graphic solutions, the porcelain tiles have a realistic marble effect without the cost

or handling issues of real marble. This saves on transportation and installation. Unlike natural stone tiles, porcelain tiles generally don’t require sealing, do not stain, yet are durable and easy to maintain.

Heritage Tiles stocks four designs in the series — Arabesco, Bardiglio, Rosalia and Reale. Each design mimics a different type of marble and are available in large format floor and wall styles.

Heritage TilesPO Box 12378Penrose, AucklandT (09) 270 7970F (09) 270 6314E [email protected] — Advertising Feature

Celebrating | Heritage Tiles

Proudly supplying Heritage Tiles with Hebel Supercrete shower thresholds for tiled showers and celebrating their 21 years of success in the industry.

Hebel Supercrete is not just an easy to cut and safe solution for all tile substrates but also provides the finest panel cladding systems and solid block construction homes worldwide with thermal performances second to none.

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Mapei NZ Ltd is proud to provide Roberts Heritage Ltd with Adhesives, Grouts, Silicones, Waterproofing Systems and Sound Control Systems

suitable for all tiling installations.

Ultracolor Plus Grout – available in 26 colours with anti mould technology.

Mapesil AC - Silicone to match Ultracolor Plus Grout.

Mapesil LM - Neutral cure silicone.

Ask Roberts Heritage Ltd staff for further information.Congratulations on your 21st Anniversary!

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Call 0800 777 444, text SAFE to 244 or go to our website www.safebottles.co.nz to order your SafeBottle todayP.S. There’s an iron-clad, lifetime money-back guarantee on all bottles.

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The following are quotes relating to BPA and chemicals found in plastic water bottles.Taylor suggests that when pregnant women are exposed to the oestrogen mimicking properties found in BPA, it

can impact the reproductive tract development and the future fertility of female foetuses. In essence this research shows that BPA may prevent the embryo from attaching to the uterus for further development.

In men the oestrogen mimicking effects of BPA have been known to block some of the more important effects that testosterone has on sexual functioning. Those who were exposed to BPA were four times more likely than those who were not exposed to report some sort of sexual dysfunction. Associate Professor of Department of

Reproductive Sciences - Yale

Like BPA, these chemicals leach into the water more quickly when the plastic is heated, so don’t leave these water bottles in a hot car or out in the sun. A potentially deadly toxin is being absorbed into bottled mineral water from their plastic containers. And the longer the water is stored, the levels of poison increase, research reveals. Jo Knowsley

There are over 200 independent scientists, not in conflict financially with this chemical (BPA), saying we find it relating to obesity, prostate cancer, breast cancer, diabetes, brain disorders such as attention deficit hyperactivity disorder, liver disease, ovarian disease, disease of the uterus, low sperm count for men and the list goes on. David Gutierrez Natural News

Environmental Health Perspectives found that detectable levels of BPA leached into liquids at room temperature. This means just having your plastic water bottle sitting on your desk can be potentially harmful. The best thing to do is to avoid plastic altogether. C W Randolph, MD

The latest study showed that women with a history of miscarriages were found to have higher levels of BPA in their bodies. The women who had miscarriages were found to have BPA levels on average about three times higher than women who had successfully given birth. David Steinman

There are enough warning signs to show the need to act sooner rather than later. There are growing concerns about bottled water in particular in plastic bottles.

The safest option is stainless steel. Breastchek.co.nz

The National Toxicology Program of the National Institutes of Health concluded that there is “some

concern” that BPA may cause problems in foetuses, babies and children, including breast or prostate cancer early onset of female puberty, attention deficit disorder and other problems of the reproductive and neurological systems. David Gutierrez

Bisphenol A is such a dangerous chemical that I have no doubt it will one day be banned from all food and beverage products. Frederick vom Saal

High concentrations of antimony can cause nausea, vomiting and diarrhoea. Evidenced by the recent study which was also highlighted here at Natural News where 90% of cord blood from babies was found to contain BPA.2. Aaron Turpen

To see each of the quotes in full and the source please go to www.safebottles.co.nz

HAVE YOU HEARD OF THE DANGERS OF DRINKING FROM PLASTIC?

Bottled water costs more than $3.50 per litre.Petrol costs approx $1.70 per litre. Tap water is FREE

It takes approximately 4 litres of water to make just 1 plastic bottle. Worldwide that’s 272 BILLION litres of water wasted per year just to make the EMPTY bottles!

On average we each use 168 plastic bottles per year costing more than $580.

Your health can be damaged by toxic chemicals such as Bisphenol-A (BPA) and other chemicals which can be leached from bottled water. BPA intake can also cause Cancerous Cells in your body.

The environment is tainted by the Production, Transportation, Packaging and Disposal of plastic water bottles.

100 MILLION plastic water bottles are used each day. 86% of those bottles AREN’T recycled. In New Zealand it’s 78%.

The United Nations Environment Programme estimates there are 46,000 pieces of FLOATING plastic in every square mile of the ocean. However 70% of all plastic actually sits on the ocean floor!

They also estimate more than 1 MILLION birds and 100,000 mammals die every year from plastics - by poisoning, entanglement and choking.

40% of Albatross chicks die from their mothers feeding them plastic.

And ironically we’re poisoning ourselves, as when fish ingest it, the plastic goes through the complete cycle of the food chain.

Do you keep bottled water in your car? You thought it was convenient, didn’t you? But consider this... The heat in your car on the plastic bottle can cause it to leach out chemicals that can lead to BREAST and other types of CANCERS.

And even though you might not keep it in the car, do you know what extreme temperatures it has been though BEFORE you bought it?

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• What’s causing the early onset of female puberty?• Why are there more pregnancy issues, infertility, or miscarriages?• Why do more kids have ADHD now?

• Is male sexual dysfunction more prevalent now?• What damage are we doing to our planet by using plastic?• Is there more cancer around these days?

HAVE YOU EVER ASKED YOURSELF...

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20Celebrating | Health & Herbs


In pursuit of optimal health… New to the market

ManukaGuard Nutralize®

This fast acting digestive comfort is a 100 per cent natural remedy that supports healthy digestion, stomach function and gastric comfort.

It brings together the benefits of two traditional remedies wrapped in 21st century technological advances, combining Apple Cider Vinegar (ACV) and medical grade NZ manuka honey in an effective yet palatable formula that even the fussiest adult will love.

Over time it allows you to regain control over digestive health and also means you eventually only need to use it when “trigger” foods cause occasional upset.

Kid’s Vitamin C

Mango-orange flavoured chewable all kids will love, Radiance® Kids Vitamin C is a deliciously easy way to get vitamin C into kids.

Hydraplenish Serum Ultra Potency

Moisture locking therapy for the skin, this maximum potency serum contains 88% hyaluronic acid for ultra-intense, moisture locking therapy that frees skin from the visible signs of dryness.

The high molecular weight hyaluronic acid absorbs more than 1000 times its weight in water and helps to rapidly smooth away the appearance of fine dry lines.

After years working alongside the pharmaceutical industry for one for the world’s largest medical publishers, Brett Edmonds became increasingly disillusioned with the “ambulance at the bottom of the cliff” western healthcare model. “As a medical science graduate I felt treating the symptoms of illness alone was inherently misguided, and became drawn towards a natural dietary supplementation approach which included lifestyle and nutritional changes.” He hasn’t looked back.

Today he is the owner of Health & Herbs International, a business committed to being part of the wellness revolution and providing the New Zealand community with the highest quality natural health solutions. “We believe that ‘health is much better kept than regained’ and continually strive to deliver both quality education and support within today’s

society on the importance of maintaining optimal health and wellness,” he explains.

Health & Herbs is celebrating its 20th anniversary. Edmonds has worked for the company for 12 years and owned it for four. The 24 employees work in sourcing and formulating products, sales, marketing, customer services and distribution.

“As an industry, pharmaceuticals are fundamentally in decline and the newer drug treatments are inhibitively expensive” Edmonds says. “They are struggling to come up with side-effect-free effective treatments and the rush to market is resulting in drugs being recalled, banned, or carrying significant use-warnings. There haven’t been any new broad spectrum antibiotics in decades now. The situation is that bacteria have evolved to become resistant.

“Given this age of information, the consumer now knows there are safer and more effective healthcare alternatives. This is undoubtedly driving the trend towards the scientific fraternity re-looking at natural substances.

“The finds being made are fascinating. Every day there’s a bigger and bigger library of information available, in terms of man rediscovering the often amazing benefits of mother earth’s natural resources.”

Health & Herbs specialises in nationwide wholesaling to health shops, pharmacies and health practitioners. It imports and distributes premium and international

market leading brands and also has two own brands — Radiance Nutritionals and PharmaSports. “Radiance, with its 127 different products is now a serious premium New Zealand brand and is really taking off,” Edmonds enthuses.

“We’ve just started exporting to Asia and have a joint venture in the USA,” he says. “ We’ve also got a broking company representing us internationally, in markets as diverse as Korea, Bulgaria, UK and Poland. We are on the brink of explosive growth.”

Five-fold increaseHealth & Herbs is celebrating its 20th anniversary with a five-fold increase in its product research and development activities, to ensure an ongoing stream of unique and effective natural remedies for its customers. “Despite the recession, we’ve launched heaps of effective new products,” Edmonds says. “We are very proud that our research is paying off, and that we are delivering healthcare options that Kiwis want.”

Health & HerbsPO Box 302347, North Harbour North Shore CityT (09) 415 8624F (09) 415 8593 www.healthandherbs.co.nz

— Advertising Feature

Digest Gluten

Supporting the efficient digestion of gluten, this digestive aid helps those with gluten sensitivity or coeliac disease and is a 100 per cent vegetarian formula.

Radiance® Digest Gluten provides digestive enzymes to help enjoy the pleasures of dining out without the side-effects of suffering a little gluten in your meal.

Brett Edmonds, owner of Health &

Herbs

Phone: +64 9 427 8445 Fax: +64 9 427 9446

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Celebrating | Jonel Hydraulics

A simple focus on customers and good service keeps Jonel Hydraulics in good stead.Known throughout the industrial sector for its expertise in the niche field of hydraulic cylinder servicing, Jonel Hydraulics is increasingly growing its reputation as an industrial tooling business as well. Its recent move into the hydraulic tool hire business to support customer demand is the latest example of this.

Established 28 years ago, Jonel Hydraulics started out with a primary focus on hydraulic cylinder repairs. While this remains a significant portion of the business, the company has diversified during the last six years to incorporate the vast range of hydraulics services to meet customer needs.

The company has grown significantly with more than 75 percent of business coming from repeat customers. “While the recent years have been tough the fact that we have grown year on year is a testament to our team’s expertise and focus on resolving the hydraulic headaches of our customers. We are ever so grateful to our customers,” says one of Jonel’s directors, Suren Surendran.

It’s a story which involves the simplicity of good product, good people and good service.

As hydraulics has become the preferred power source, Jonel has met the emerging need for a “one stop hydraulic shop” by developing three distinct areas of expertise; hydraulic cylinder repairs, industrial tooling and equipment hire and mobile hydraulic repairs.

The Industrial Tooling and Equipment Hire division has become a very important area for Jonel and has grown to meet customers’

Helping hands behind

hydraulicsneeds under the guidance of George Pavletich, who leads the division. A qualified mechanical engineer with a solid 20 years experience working with hydraulic tools, Pavletich is passionate about the Enerpac range of industrial tooling.

“Enerpac is a global force in hydraulic tooling. They are renowned for their hydraulic industrial tooling, hydraulic cylinders, hydraulic pumps; all that type of equipment used in applications typically for lifting, bolting, stressing and over the years Enerpac has become synonymous with quality and reliability in the hydraulic tooling industry,” Pavletich says.

Jonel Hydraulics is the Authorised Distribution and Service Centre for Enerpac range of products. Ongoing dialogue with Jonel customers highlighted a need for a hire operation, so the company started the Hydraulic Hire operation to meet temporary requirements for cylinders, pumps, hoses and many other crucial items. So Jonel’s customers now enjoy the flexibility of being able to hire project by project, or buy the same equipment. “We are thrilled with the response to our hire initiative,” adds George Pavleitch.

The Hydraulic Cylinder Servicing division remains the largest division for the company and is headed by Graeme Cook, a qualified mechanical engineer with more than 25 years of experience in hydraulic related industries. “We’re very well known for handling very large cylinders and we pride ourselves on a very fast turnaround of cylinder repairs,” Cook says.

“We manufacture a lot of chrome shafts here — usually about five or six a day — ultimately we’re offering a comprehensive cylinder repair service and a rapid turnaround.”

Jonel also operates a Mobile Repair Service under the guiding principle ‘we will do whatever it takes to fix the customers’ hydraulic headaches’. The team specialises in repairing hoses, pumps and valves.

A qualified aircraft engineer, the division’s team leader Steve Trobridge is an expert in hydraulic connectivity and systems with experience in a wide range of hydraulic repairs.

Jonel Hydraulics prides itself on delivering top quality technical expertise from its well

AUCKLAND • HAMILTONWELLINGTON • CHRISTCHURCH

657 Great South Road, Penrose, AucklandPhone 09 579 3646 Fax 09 579 6689Email [email protected]

Proud to be associated with Jonel Hydraulics

equipped facilities set up to deal with all aspects of hydraulic servicing. Continual investment in plant, training and systems ensure customers find dealing with Jonel is an enjoyable and professional experience.

Jonel Hydraulics91 Lady Ruby DriveEast Tamaki, AucklandT (09) 274 9296E [email protected]



Alsco New Zealand has uncovered the secrets of corporate longevity. The business has succeeded where many have failed and is celebrating an anniversary most can only dream of emulating — the centennial milestone. “It’s simply about the people,” CEO Tony Colenso says of the company’s success.

“They give us the quality product and the quality service and when we implement new products and services, they are the ones willing to absorb those changes and get on with the job. So it is all about our people — they have made this company.”

But success is rarely reliant on just one factor. Alsco has met commercial challenges by diversifying and reinvigorating its operation and aims.

New Zealand Towel Service (NZTS) traces its roots back to 1910, years before the term “outsourcing” was coined.

The company started out washing towels in an Auckland home laundry, then pioneered uniform and linen supply and cleaning services, relieving merchants, restaurateurs, tavern operators and factory owners of the responsibility.

From being a laundry rental company, NZTS also moved into introducing new products including the continuous towel cabinet, rental mat systems and rental uniform systems.

Celebrating | Alsco New Zealand

It all comes out in the … wash

Hard work, loyal people and a strong service ethos built the company.

In the 1980s NZTS branched out to supply sanitary hygiene equipment, air fresheners and WC/urinal sanitisers. Around the same

time NZTS acquired Premier Packaging, a paper products wholesaler. This positioned NZTS as a serious player in the washroom and consumables market.

Alsco NZ was formed in 1998 when NZTS was acquired by Steiner Corporation. The skills and talent of the combined entity have allowed the company to go from strength to strength.

“We operate under Alsco New Zealand, trading as NZTS,” Colenso says. “When we became

Alsco New Zealand CEO Tony Colenso stands beside just some of the modern fleet of delivery and service vehicles. The company has come a long way from 1910 when it was started by G W Plowman. Towels were washed at an Auckland

home laundry and delivered by handcart around the central city. The move to horse and cart delivery was the first major step-up for a business that has since been at the forefront of growth

Alsco we didn’t want to lose the NZTS identity which meant a lot to us.

“For the last 12 years we have been trading under both names. During that time we have expanded substantially by taking advantage of market conditions and aggressively getting out there and pursuing opportunities.”

Further growth was achieved by the 1999 decision to split off the washroom business, for greater focus and enhanced customer service.

Phone: (09) 274 3131 www.bossmotorbodies.co.nz

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Congratulations to Alsco for 100 years of service.

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It was a resounding success, resulting in the company rebranding the washroom business unit as Fresh & Clean. Launched in Auckland and Christchurch in 2002, it has now gone nationwide. The formula of focusing on improved washroom solutions and cost effective business consumables has continued to expand the customer base.

Alsco has remained focused on growing and developing service requirements for existing customers. In 2006 the company introduced managed rental first aid systems. The range now covers vehicle kits to supplying Civil Defence needs.

“We’ve always been aggressive in finding new products and services we can pass on to our customers — diversification which aligns with our core services, which bring added benefits to our customers’ daily working lives,” Colenso says.

Customer needs are not the only ones the company strives to meet. Workforce stability is commonplace with many staff members staying for significant lengths of time.

Tony Colenso, with more than 41 years of service under his corporate belt, says the longest serving staff member has completed 55 years, another has notched up 50 years, and a number of staff members have been with the company for 25 years-plus. “That in itself has been a major contributor to the success of the company.”

While the final word on physical immortality may remain in the hands of science, the longevity of corporate entities relies on hardworking and dedicated individuals. A business which has survived and thrived for 100 years is a testament to the hard work, passion and dedication of all the individuals who have worked together to create a corporate identity.

Alsco New Zealand 57 Market RdRemueraAucklandwww.alsco.co.nz — Advertising Feature

Celebrating | Alsco New Zealand

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Celebrating | Masport Foundries


Commercial enterprises, like anything in life, must be sustained in order to survive. Hence their longevity depends on the investment of time, energy and resources. It’s a lot like the age-old expression, you are what you eat. In short, if a business is not fed the right balance of business fundamentals, its poor internal health will inevitably affect how it functions and how it looks to customers from the outside. To achieve longevity, businesses need to function according to the key principles of professionalism. This means a strong organisational structure is key as is the employment of committed staff and the integration of effective practises.

Founded in 1910, New Zealand’s largest metal casting production plant — Masport Foundries Ltd, has its operation down to a fine art. From infancy through to its centenary, the business has been fed the right industrial nutrients in order for it to become a sustainable, profitable and reputable organisation.

In 2010, Masport Foundries celebrated 100 years of being there for domestic and international customers.

Masport Foundries Ltd’s sister company Masport Ltd is a world renowned manufacturer of consumer durables including Masport lawnmowers.

Since inception, both companies have undergone a number of ownership changes and are now part of a privately owned concern, the Tiri Group, whose portfolio includes a number of iconic New Zealand businesses such as A&G Price, Thames, NZI of Temueka, Pacific Wallcoverings Porirua and RH Freeman.

With a century of metal casting experience, Masport Foundries continues to focus on utilising proven, flexible and high technology based processes

to maintain the highest quality standards. It also adheres to strict environmental standards as indicated by its Telarc accredited ISO 9001 and ISO 14001 management systems.

Masport Foundries staff utilise a high speed Disaforma green sand moulding

system, high efficiency electric furnaces and ‘shell’ and ‘cold-box’ core making. In-house tooling and heat-treatment furnaces, as well as the latest spectrographic alloy analyser, are part of the foundry equipment and recent new technology includes Magmasoft solidification simulation software.

The castings are produced by the business in all grades of grey cast iron, ductile iron, nihard iron, niresist iron

and high chromium iron.

Castings are also made with Cast In Carbide (CIC) for wear-resistance. Specialised products include suspension arms, brake drums, hubs, cylinder heads and brake discs.

Masterful approach to casting

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Happy 100th Birthday

PO Box 900 | 123 Carlton Gore Road | Newmarket, AucklandP. 09 368 2700 | F. 09 368 2710 | www.orica-chemnet.com

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Masport Foundries also has machining capability and specialises in machined cylinder heads, brake drums and rotors for trailers and caravans as well as semi trailers and trucks.

Core capabilities Running a double shift operation for some 20 plus years, Masport Foundries employs approximately 85 staff led by general manager Wolf Schmahl, who has been with the company since 1986.

Manufacturing high integrity iron castings, Masport Foundries supplies a wide range of castings into the agricultural, automotive/transport, structural and mineral processing industries, as well consumer durable products.

Approximately 60 percent of what is manufactured by the business is exported to customers in America, the United Kingdom and Australia. “We manufacture a wide range of different castings and are approaching 2,000 live products,” Schmahl says. “We pride ourselves on output and make sure everything we ship is manufactured to a high standard.”

Schmahl adds that flexibility is a core element of the business and being in close physical proximity to the key markets Masport Foundries exports to, means the company can make rapid responses to requests.

“We have also got very unique equipment that no other business in New Zealand has replicated. This means that what we

manufacture can’t easily be duplicated. We sell our products on the basis of quality and technical capability and while there are other small foundries within the New Zealand industry, people come to us because of our consistency in design and production capability. Our production capability is what enables us to be world competitive in costing.”

And while Schmahl concedes Masport Foundries’ costs are not on par with those of China, he says customers are happy to pay a slightly higher premium when they have the assurance of quality.

“We never stop looking for new and better ways to do things. We work to add value to machinery through machining and sub-assembly. From my perspective, the future of the industry is looking tough but positive.”

ServicesMasport Foundries offers a number of services including the manufacture of iron and iron alloy castings, composite carbide ductile mining wear parts, automotive castings, cast iron construction components and in-house technical support.

Masport Foundries high performance/high integrity castings for the automotive and transport industries include automotive suspension brackets and steering knuckles, car cylinder heads and truck cylinder heads.



CMCOMMERCIAL METALS LTDSuppliers of: • Specified Foundry Alloys

• Scrap Metal Solutions

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[email protected]

Phone: 09 634 5450

Fax: 09 634 5008

“Look ing forward to the next 100 years”

Roofing


The Cowperthwaite name is synonymous with roofing. Founded in 1906, the company is not only one of the oldest businesses in Auckland but also the longest established roofing specialist in New Zealand. The company is run by Richard Andrew who has been associated with Cowperthwaite Roofing for more than 30 years and purchased the business in 2008.

For more than a century, Cowperthwaite Roofing has built and maintained a reputation for quality, and from diverse beginnings the company has adapted to better serve the needs of today’s clients.

“Having monitored the marketplace over time, we now offer a boutique service,” financial controller Shelley Cooper says. “These days we specialise in long-run metal roofing, cladding and membrane roofing.”

Furthermore, in this difficult economic climate Cooper feels strongly that customers deserve to get the best objective and professional recommendations for their precise requirements.

This is why Cowperthwaite Roofing continues to offer free advice and quotations. It also pledges that these will be comprehensive, supported by photographs (where appropriate) and written in plain English.

Types of roofingCowperthwaite Roofing is equally dedicated to both commercial and residential customers, whether the customer needs small budget refurbishments or large new-builds.

Commercial Whether for your office, your stockroom or your shop, a professionally designed and installed roof not only protects you and your business assets but also reflects your organisation’s quality standards.

“It speaks volumes to your clients about the calibre of your company,” Cooper says.

Cowperthwaite Roofing will work on projects big or small — it doesn’t matter if it’s one small office or a refurbishment of every unit on a large industrial park, the company still guarantees attention to detail and diligence. The choice of roofing and cladding products to suit your needs and budget is extensive.

But best of all, Cooper says, is the staff. “All work is carried out by our skilled and reliable installers. We’re business people too so we know that keeping disruption to you and your workforce to an absolute minimum is really important. We keep you informed as to when roofers will be on site.”

However, Cowperthwaite’s commercial work extends far beyond offices, retail outlets and warehouses. The company is also well-regarded for its work on churches and schools, where respect, discretion and sensitivity are of paramount importance.

‘… we specialise

in long-run metal roofing,

cladding and membrane roofing.’Shelley Cooper

financial controller

Cowperthwaite Roofing

Masport Foundries offers in-house technical support services from initial concept to production casting. These services include: ■ In-house design assistance with CAD

— Solid Works and 3D Design — Solid Modelling

■ Magmasoft solidification simulation with material selection assistance

■ In-house patternmaking which includes complete pattern and corebox making in wood, plastic and fully machined metal

■ In-house prototyping in wood, plastic and polystyrene

■ In-house toolmaking which includes complete tooling and toolmaking facilities for wood, plastic and fully machined metal

■ In-house heat treatment which includes stress relieving, annealing, air-quenching, hardening and tempering, and austempering

■ In-house metallurgical service which covers spectrographic alloy analysis, metallographic analysis, mould sand and core sand testing.

What is metal casting? Metal casting is the process whereby metals such as aluminium, stainless steel, copper-base alloys, iron and steel are poured into a mould and left to solidify.

A 6000 year old process, casting is an ancient technique and was among the earliest of American industries. The first casting produced on United States soil was the Saugus pot cast in 1642 at Saugus Iron Works located near Lynn, Massachusetts.

The oldest surviving casting is a copper frog from 3200 BC and casting materials utilised throughout the years have generally been metals or various cold setting materials that cure after mixing two or more components together. These materials include concrete, clay, plaster and epoxy.

Castings are generally roughly finished due to the nature of their production and the casting process involves pouring a liquid metal into a mould which contains a hollow cavity of the desired shape and then this liquid is left to solidify. Solidification occurs in two steps: nucleation and crystal growth.

Metal casting technology encompasses casting, moulding and patternmaking skills. There are thousands of markets worldwide that utilise metal castings and the largest in terms of tonnage include automotive, construction, railroad equipment, farm machinery and municipal castings. Metal casting is also utilised for military vehicles.

Casting is most often used for making complex shapes that would be difficult or uneconomical to make by other methods.

Masport Foundries LtdPO Box 14349Auckland 1741T (09) 571 5867F (09) 571 5865 E [email protected] www.masportfoundries.co.nz



For all of you scaffolding and fencing requirements please contact us on 09 525 3123 or visit our website www.scaffold.co.nz for further information.

Aluminium Scaffolds based in Auckland are specialist suppliers of fencing and

scaffolding equipment for any occasion. Aluminium Scaffolding have an extensive

range of scaffolds and lifting equipment available for sale or for lease. Aluminium Scaffolds

is a member of Scaffolding and Rigging New Zealand and Site Safe and we are more than

happy to do free site inspections to help you make sure you get the right scaffolding and

fencing solutions to suit your needs and requirement.

Mobile Towers • Static Towers • Cantilevered Platforms • Swinging Stages Trestles - Planks - Ladders • Trestles • Planks Ladders Cherry Pickers • Boom Lifts

Our range of scaffolds and products include:

ALUMINIUM SCAFFOLDS (NZ) LTD

proud to be associated with cowperthwaite roofing ltd

specialist

✭An

niversary✭

✭yeArs✭ 104Celebrating | Cowperthwaite Roofing

World Leaders in Metals TechnologyProud to be associated with

Masport Foundries Ltd

FOSECO TM

Ph. 09 267 7658 | Fax. 09 267 9135

PO Box 72059 | Papakura

www.foseco.com.au


Residential Remember, Cowperthwaite Roofing has been sheltering Kiwis at home for than 100 years.

As an independent specialist, it offers homeowners a comprehensive range of roofing solutions to suit all architectural styles.

“We understand that no two people and no two projects are the same, so you’ll enjoy being treated as an individual by a team who will show the utmost consideration to you,” Cooper says. “Again, disruptions to property and neighbours will be kept to a minimum.”

EuroLine Cowperthwaite Roofing was the first — and for a considerable time, the only — certified installer of the prestigious EuroLine profile for the greater Auckland area. Being the original specialist, it has the most expertise with this product and can offer clients informed and proven opinions.

“EuroLine has the classic style of European standing-seam roofing,” enthuses operations manager Geoff Silvester.

“It combines traditional elegance with modern durability. The range is available in three graceful styles — BattenLok, SeamLok and DoubleLok — and a selection of materials: colorsteel, aluminium, copper or zinc. High-end commercial or residential customers who demand sophistication, panache and resilience absolutely should consider EuroLine.”

Commercial projectsCowperthwaite Roofing has just finished a month-long project for Maori TV. The broadcasters’ building in Newmarket contains the offices and studios from which Maori news and programmes go to air in Te Reo.

Cowperthwaite’s staff replaced the wall cladding at these premises.

Currently a Cowperthwaite team is over in Apia, Samoa, working with Fletchers Southpacific on a new roof for the Ministry of Education Sports and Culture headquarters.

Going forward, Richard Andrew plans to further grow the business. “We want to be well-placed to carry on helping residential and commercial clients and, of course, we want to ensure that the Cowperthwaite name continues to stand for quality and reliability. That way, the company will be here in another 100 years.”

Cowperthwaite Roofing LtdPrivate Bag 92835, PenroseAuckland 1061T (09) 525 3095F (09) 525 3284E [email protected]


Above: Apia, Samoa, where a Cowperthwaite team is working with Fletchers Southpacific on a new roof for the Ministry of Education Sports and Culture headquarters

Left: Maori TV in Newmarket where Cowperthwaite Roofing replaced the wall cladding

Celebrating | Cowperthwaite Roofing

Showroom: Unit G, 5 Cain Road, Penrose09 525 3095Email: [email protected]

As suppliers of quality Skellerup roofing and waterproofing

systems, we are proud to have Cowperthwaite Roofing as one of our

Approved Applicators

www.vikingroofspec.co.nz

0800 729 799

Proud to be associated with cowPerthwaite roofingresidential • commerical • rainwater • claddinG

30 Business Parade North | Highbrook | AucklandPh. 09 274 4056 | 0800 427 663

www.stroofing.co.nz

Business Development | Criterion Group


The hundred-mile-an-hour approach most of us take in our daily lives indicates our state of play is busier than it’s ever been before. But when we go into hibernation mode at the end of each day and our minds and bodies need to be recharged, we’re attracted to furniture that has functional luxury written all over it. Home is a haven and one global enterprise

operates with this understanding in mind. Based on a design philosophy that adapts

the latest trends in furniture style and functionality to specific customer needs, Criterion Group is all about ‘organised bliss’.

Whether you are heading home to spend an evening with loved ones, or a quiet time

by yourself to relax and unwind, it will always be a pleasure to experience the harmony of Criterion furniture in your home.

In the beginningAs the largest manufacturer of ready to assemble flat pack furniture in Australasia, Criterion had humble beginnings. It all began in 1964 when a young university student, Walter Smaill, was asked by his mother to make a cabinet to house his home-made stereo that was residing in the family living room. Little did either of them know this request was going to lead to something much bigger for Walter Smaill.

It was his aesthetically pleasing and functional craftsmanship that drew the attention of visitors to the house, and, before long, Walter had a business up and running to deal with the influx of demands for his work. Soon after, his brother Brian came on board to help and became an integral part of the venture.

A small business of two, the operation steadily grew and become a major supplier to electrical giants including Technics, Panasonic, Toshiba

and Sanyo, in countries as diverse as America, Japan, Australia and New Zealand.

In the late 1980s the business concentrated its professional focus on functional furniture for the home and office and these products were marketed under the brand name Criterion. Today the manufacturing plant located in New Zealand has the capacity to manufacture more than 500,000 pieces of furniture per annum.

“Our core competency is ready to assemble furniture,” board chairman and acting chief executive Ralph Marshall says. “It is about making furniture that helps people have tidy homes and tidy operations.”

So what is unique about Criterion; a business that is participating in an extremely competitive commercial environment? “The essence of our business is capability and capacity,” Marshall says. “It is about our design — in this sense we make things that people find appealing. Our manufacturing capability in New Zealand and our automated processing uses the best equipment in the Southern Hemisphere that would be on par with what you would see in Italy.”

With 30 percent of the business’ sales attributed to imports and 70 percent attached to its own manufactured products, Marshall says there have been many significant achievements by the business since inception. “The growth from being a two person business to one which has approximately 140 employees based here and in Australia, highlights the foresight of the Smaill brothers and their ability to build a business that delivers organised bliss across different home use furniture categories.”

Marshall adds that the investment in modern equipment and machinery for the business has also allowed it to function efficiently and productively while delivering exceptional product standards.

Criterion is also a company that recognises its products and processes can impact the environment. In alignment with its commitment to responsible manufacturing

for the wellbeing of society and the environment, the business has embarked on an Environmental Manufacturing Programme.

And while Marshall acknowledges the market is affected by the high dollar at present, the company will be pressing forward to maintain its leading position in its home markets of New Zealand and Australia and looking to build on the foundations developed in new markets in Mexico, Ireland and the USA. “This is what the future is about. We’ve also got very sophisticated drilling and paint line operations and we will be looking for opportunities to use these for other products,” he adds.

From its early beginnings, Criterion has held to the principle that there is a place for everything and everything can be put in its place. The business creates furniture that complements lifestyles, unlocking a home’s potential. It lets you bring life into your living spaces. Criterion calls this ‘organised bliss’.

Criterion GroupPO Box 58646Botany Auckland 2163T (09) 274 6039 F (09) 274 7685www.criterionfurniture.com


Importing - Sea / Air Freight Exporting - Sea / Air Freight Customs ClearancesCustoms Consultancy Warehousing / Distribution Coastal Shipping IT Solutions

PO Box 53-004, Auckland International Airport. Tel 09 256 4111 • Fax 09 256 4139 • www.mondiale.co.nz

Functional luxury

Isn’t it great that we still have substantial companies that are

prepared to manufacture furniture in good old NZ.

WHITEHALL TECHNICAL SERVICES LTD

Salutes them for their courage, technical and design innovation,

and promotion of “green” manufacturing by use of

UV technology.

WhitehallTechnical Services Ltd

The UV and environmentally friendly coatings specialistswww.whitehalltech.co.nz


A recipe for success For nine years Vibha and Sanjay Soni owned a spice shop on the North Shore. Their customers, from many different ethnicities, kept asking them the same question: ‘How do I cook delicious Indian food?’ The customers had tried butter chicken, tikka masala and rogan josh in restaurants and wanted to make these dishes at home.

Without the capital to fund extensive research into likes and dislikes, the Sonis organised Indian cookery workshops based on the authentic family recipes they ate at home. They collated the feedback and turned the most popular recipes into pre-packaged spices, which retail for only a few dollars per pack. All the customer has to do is add fresh vegetables and meat at home.

“Spice N Easy is primarily for the busy customer who wants to eat good food but doesn’t have hours to spend in the kitchen,” Vibha says. “It’s healthier than other pre-packaged Indian food on the market as there’s no preservatives, food colouring or MSG. The customer also has control over the amount of oil and salt they use.”

The Sonis found a way of packaging the spices by using the least amount of plastic possible, to make their products environmentally friendly.

Path to successAt first the Sonis sold the spice packs to North Shore greengrocers and butchers. The sales were so successful that local supermarkets took them on. The Sonis began offering in-store tastings of

their products and the packs flew off the shelves. The packs are now sold all over the country in supermarkets such as New World, Pak’n’Save, Woolworths, Countdown and Foodtown. Originally just four varieties were available but within six months of products being launched, the range grew to 10. Now there are 14 varieties available.

While the spice packets are affordable and easy to use, there is no compromise on quality. Spice N Easy meets stringent NZFSA and HAACP standards.

The Sonis have patented their concept and trademarked the brand. With the success of Spice N Easy in the last two years, Vibha says she and her husband are now looking at overseas markets and have already registered the trademark in Australia and Canada.

“We want to grow our presence in supermarkets, by selling our other ranges. We’re not just about curries, we’ve got new products like rice and dahl, and a snacks and starters range. Indian cuisine is varied and we know it’s important to keep consumers interested.”

Spice N Easy2A 77 Mokia RoadBirkenheadAucklandT (09) 449 2229F (09) 449 2159E [email protected] — Advertising Feature

Business Development | Spice N Easy

Awards 2010 ✧ Winner of the

Enterprise North Shore ‘Committed

Optimist’ award

✧ Finalist in the Indian Business

Awards ‘Best Business Woman

of the Year’ category

✧ Finalist in the Indian Business

Awards ‘Best Business

Innovation’ category

Sanjay and Vibha Soni receive an award from Terry Hoskins of Enterprise North Shore (centre)

From the top: A range of Spice N Easy options and some of

the results — Chicken Jalfrezi, Rogan Josh, Shimla aloo and

Chicken Tikka Masala


Have you ever asked yourself...Is there more cancer around these days? Why are there more pregnancy issues, infertility, or miscarriages? Why do more kids have ADHD now? Is male sexual dysfunction more prevalent now? What damage are we doing to our planet by using plastic? What’s causing the early onset of female puberty? Read on and you may find the answers...

Gary CollinsManaging Director

Call 0800 777 444, text SAFE to 244 or go to our website www.safebottles.co.nz to order your SafeBottle todayP.S. There’s an iron-clad, lifetime money-back guarantee on all bottles.

What is BPA (Bisphenol A)?BPA is widely used to make polycarbonate plastics such as those in baby bottles, water bottles and compact disc cases and is an ingredient in the resins used to line food cans. The chemical has been shown to leach into food or water. To see a complete definition of BPA, please go to www.safebottles.co.nz. The following is a direct quote from Food Standards Australia New Zealand (FSANZ). As you will see they acknowledge that BPA and other chemicals do leach into food and liquid. However, they also say that it’s not proven to be harmful and doesn’t cause cancer.

“In some circumstances, chemicals in food packaging can migrate into the food product and vice versa, depending on the nature of the packaging and the food contained within.” Food Standards Australia New Zealand

“the most toxic chemical known to man.” Dr Frederick Vom Saal

The facts on BPAThe following are quotes relating to BPA and chemicals found in plastic water bottles. To see the full quote and source, please visit our website, www.safebottles.co.nz

In men the oestrogen mimicking effects of BPA have been known to block some of the more important effects that testosterone has on sexual functioning. Those who were exposed to BPA were four times more

likely than those who were not exposed to report some sort of sexual dysfunction. Associate Professor of

Department of Reproductive Sciences - Yale

But even though PETE (used in many plastic bottles) doesn’t contain BPA (as seen on 60 Minutes 9/6/2010), it does contain other chemicals called phthalates - which are also believed to be endocrine disruptors. Mindfood.com

Like BPA, these chemicals leach into the water more quickly when the plastic is heated, so don’t leave these water bottles in a hot car or out in the sun. A potentially deadly toxin is being absorbed into bottled mineral

water from their plastic containers. And the longer the water is stored, the levels of poison increase, research reveals. Jo Knowsley

Our findings suggest that exposure to low-dose BPA may have widespread effects on brain structure and function. The Food and Drug Administration (FDA) continues to classify BPA as safe, basing its ruling only on the findings of two industry-funded studies.

There are over 200 independent scientists, not in conflict financially with this chemical (BPA), saying we find it relating to obesity, prostate cancer, breast cancer, diabetes, brain disorders such as attention deficit hyperactivity disorder, liver disease, ovarian disease, disease of the uterus, low sperm count for men and the list goes on. David Gutierrez Natural News

After years of insisting Bisphenol-A (BPA) posed no threat to the health of babies, six larger manufacturers of baby bottles have announced they will stop shipping new baby bottles made with the chemical. Mike Adams, Natural News

A 2007 review of 700 studies involving BPA, published in the journal Reproductive Toxicology, found that infants and foetuses were the most vulnerable to adverse effects from this toxic substance. C W Randolph, MD

The researchers indicated that such damage is a possible predictor of reproductive diseases in women, including fibroids, endometriosis, cystic ovaries and cancers. Earlier studies linked low dose BPA to female reproductive-tract disorders, as well as early-stage prostate and breast cancer and decreased sperm counts in animals. Andreas Moritz

In 2004, one researcher counted up all of the studies done to date on just BPA. Of 104 studies done by independent researchers, 94 found adverse effects. Donna Jackson Nakazawa

The latest study showed that women with a history of miscarriages were found to have higher levels of BPA in their bodies. The women who had miscarriages were found to have BPA levels on average about three times higher than women who had successfully given birth. David Steinman

There are enough warning signs to show the need to act sooner rather than later. There are growing concerns about bottled water in particular in plastic bottles. The safest option is stainless steel. Breastchek.co.nz

The National Toxicology Program of the National Institutes of Health concluded that there is “some concern” that BPA may cause problems in foetuses, babies and children, including breast or prostate cancer early onset of female puberty, attention deficit disorder and other problems of the reproductive and neurological systems. David Gutierrez

Bisphenol A is such a dangerous chemical that I have no doubt it will one day be banned from all food and beverage products. Frederick vom Saal

The following are countries which have taken action against BPA - Canada, Denmark, Belgium and France - so far.

Those with the most BPA in their urine had nearly three times the risk of heart disease more than twice the risk of diabetes, as well as signs of liver damage. Unfortunately, the levels of BPA that were associated with disease are within the EPA’s industry-friendly levels of safety.” Byron Richards

The following research is by world expert Dr William Shotyk - who has vowed never to drink bottled water again - “I don’t want to shock people but here’s what I know: Antimony is being continuously released into bottled drinking water. The water in PET bottles is contaminated”.

Antimony finds its way into water by ‘leaching’ from the plastic in the same way that water absorbs flavour from a tea bag. Jo Knowsley

If you have a baby that you are formula feeding, you are likely to be exposing your child to BPA through the formula itself, which is almost assuredly packaged in a BPA-lined can. Aaron Turpen

In most countries, BPA is legal in food storage - including baby bottles, containers and so forth. Very few companies are using BPA-free containers for anything. Aaron Turpen

To see each of the quotes in full and the source please go to www.safebottles.co.nz

BPA-free, toxin-free and eco-friendly I Various sizes and colours available I Designed to last I 100% recyclable I No plastic liner I Free sports lid

18/8 food grade quality stainless steel I Fits most cup holders I FDA approved I Fits ice cubes I Doesn’t retain or leach flavours I Dishwasher safe


The effects of plastic on the environment are already well documented...but what about the effects of plastic on our bodies?

Research is showing that under special circumstances, certain chemicals from plastic bottles and containers are able to leach into the water (or food) held within. One such culprit is a toxic chemical known as Bisphenol A (BPA), a chemical with estrogen mimicking effects that is linked to obesity, diabetes, breast cancer and hyperactivity. Another two common toxic chemicals present in plastic bottles are antimony and phthalates.

Make a change for the better. Buy stainless steel BPA-free SafeBottles and reduce the impact of plastic on the environment and our bodies.

For more information and to see the full range of SafeBottles, please visit www.safebottles.co.nz or call our friendly team on 0800 777 444 or text SAFE to 244.

Property and Construction | Tainui Novotel


A place to stay with a

unique Kiwi flavour

▼ July 2009 A joint venture is signed between Tainui Group Holdings, Auckland International Airport and Accor Hospitality to develop and operate a four star 260 room hotel

▼ December 2009construction begins on the hotel after Kiingi Tuheitia officially breaks the ground

▼ mAy 2011 The hotel is planned to be completed and open to guests. So far, everything is running on time and on schedule

▼ SepTember 2011The rugby World cup begins

There’s something about New Zealand’s raw beauty that has been bringing tourists here in ever greater numbers. No matter how comfortable airlines are making their planes, after any long journey, there’s nothing better than sinking into a soft warm bed.

Until now, tourists and business people arriving in Auckland had to make another trip to get to a four star hotel in the city.

But comfy beds and a hot shower will be literally no more than a stone’s throw away when the $65 million Novotel opens right next to Auckland Airport’s international terminal next July, just in time for the Rugby World Cup.

The hotel is a joint venture between Tainui Group Holdings, Auckland International Airport and Accor Hospitality with Greenstone Group doing the project management.

Taste of New Zealand The Novotel Auckland Airport is being designed by national architectural practice Warren and Mahoney. Design principal and project architect Jonathan Hewlett, describes the hotel as a first encounter for visitors with New Zealand.

“In the selection of sustainable natural materials, design and infused narratives, we want the hotel to capture and embody the essential qualities of New Zealand, its culture and people.”

Surrounding the hotel is a New Zealand inspired landscape including regional basalt paving contrasted with lush indigenous coastal planting and iconic Pohutukawa. The natural landscape extends into the foyer as a ‘living wall’ designed by Natural Habitats. At over six metres high, guests, after a long flight, will have a direct encounter with indigenous flora and fauna.

HistoryThe area is steeped in history. Tainui was one of the first waves of Polynesian migration who landed and settled in this area. Near the airport, archaeologists have found tools in the historic stone-fields, now a protected area, used by Maori 800 years ago.

To celebrate this heritage, a taniko pattern symbolising the Tainui waka path making its way through the sea to Aotearoa will be used frequently around the hotel.

Infused within design elements such as the external columns, foyer ceilings, steel and glass screens will be patterns and motifs symbolising New Zealand plants, marine life and birds including regional references such as waves of the Manukau harbour.

timeline

P. 09 295 0550 F. 09 298 9909Email. [email protected] Web. www.gge.co.nzAddress. 62 Hunua Road, Papakura. PO Box 142 Takanini, South Auckland 2245

GGE are proud to be associated with Hawkins Construction Ltd. and the Tainui Novotel Hotel project.

STRUCTURAL STEEL SPECIALISTS

DICKSON-GRAYELECTRICAL LTD

Electrical Contractors & EngineersIndustrial & Commerical maintenance and installation

Proud to be associated with Tainui Novatel Hotel Auckland Airport

Phone. 09 309 6783

Greenstone Group Limited | 235 Parnell Road | PO Box 37493, Parnell, AucklandTelephone 09 379 3888 | Facsimile 09 379 3889 | Email [email protected] | www.greenstonegroup.co.nz

Proud to have been the

Project Managers on the

the Tainui Novotel Hotel

at Auckland Airport.

Development &Project ManagementProject Cost AnalysisProperty Consultants


Cutting edge technology The Novotel Auckland Airport will be using a brand new access control system currently only used in a few hotels in the world.

Their access control system which uses Near Field Communication (NFC) technology, will allow guests to check in online, at which time they will receive an encrypted room key and room number to their NFC ready cell phone. This means travellers can check in as they wait to clear immigration, or for their bags, and can just walk from the international terminal to their rooms without needing to get a hard key. Once they check in online, they will be able to use their cell phone to open the electronic lock.

Sustainable design New Zealand is renowned for its unique and pristine natural environment — that’s what will be luring many of the tourists to stay in Tainui Auckland Airport Novotel once it’s built.

To ensure the hotel aligns with New Zealand’s commitment to sustainability, it is being built


to meet the strict standards of Green Globe, an international compliance standard for environmentally sustainable projects.

A prominent example is the selection of timber used extensively throughout. “A signature feature of the hotel interior is the extensive use of Forestry Stewardship Council (FSC) certified Southland Maple Beech sourced exclusively from Lindsay and Dixon, Tuatapere, Southland, the only forestry and processing operation of native forest to hold such a high and internationally recognised certification in New Zealand,” Hewlett says.

“In selecting a timber, FSC certification was essential. We worked directly with Bernie Lagan, director of Lindsay and Dixon, to ensure the quality and selection was managed from the forest on its final journey to the room.”

New Zealand on display It’s not just New Zealand art and history on display in this hotel, it’s the tangible everyday items too. Project manager Nigel Cooper, from the Greenstone Group, explains.

Here and previous page: An artist’s impression of the finished Tainiu Novotel


Auckland Wellington Christchurch Queenstown

www.warrenandmahoney.com

Architects + Designers Novotel Auckland International Airport

B&WCONSTRUCTION LTD

PROUD TO BE ASSOCIATED WITH HAWKINS CONSTRUCTIONAND THE TAINUI NOVOTEL HOTEL PROJECT

64 Firth Street, Drury. PO Box 434, Drury, AucklandPhone: 09 294 6602 Fax: 09 294 6603 Email: [email protected]

SPECIALISING IN:✓ All concrete construction ✓ Light commercial to multi storey

✓ Pre-cast ✓ Installation of pre-cast components✓ Construction of Tilt Panes ✓ Any concrete requirements

250 Oruarangi Road, Mangere, Manukau | PO Box 107114, Auckland Airport, Manukau 2150 | Phone 09 275 9906 Fax 09 275 9907

Proud suppliers of pre-cast to Hawkins Construction on their Tainui Novotel Hotel project.


“In public spaces throughout the hotel we have sourced furniture manufactured and designed in New Zealand.

“We really want to showcase the best of New Zealand design. We’re using a number of designers from all over the country that capture our culture and way of seeing the world.”

The menus for the restaurant have not yet been decided but Nigel Cooper says they will also reflect New Zealand in its cuisine.

Conference and meeting facilitates The 12-level, four-star Novotel Auckland Airport will have 263 rooms, a gymnasium, a 150-seat restaurant and bar, 11 meeting

rooms, a conference/function room for 300 people and an airline crew lounge.

Nigel Cooper says the hotel will be the perfect spot for local Auckland businesses to have conferences and meetings, but the facilities will be such a high standard, any company in the Asia Pacific region will want to use them.

An artist’s impression of the finished hotel (above) and a work in progress, with the beginning stages to the structure in April 2010


WOODFORM DESIGN LTD58 The Concourse, Henderson, Auckland, New Zealand

Phone: 64 9 835 4107 • Fax: 64 9 835 4180 • Email:[email protected]

Acoustic, Decorative & Diffusion Panels

by Woodform Design Ltd

Market leaders in bent solid wood products

Interior • Exterior • Furniture • Artwork • Custom work

Proud to be associated with Tainui Novotel Hotel and Auckland Airport

Distributed by

Curved or Flat Panels..machined to suit the specified ‘cut-out’Coloured MDF • FR MDF • All timber species veneers • FR Ply surfaces

Manufacturers of


▼ Sustainably sourced FSC Certified Southland Maple Beech feature timber

▼ Indigenous external and internal landscape

▼ New Zealand designed and manufactured furniture

▼ Taniko pattern symbolising the Tainui waka path making its way through the sea to Aotearoa

▼ Infused patterns and motifs embodying aspects of New Zealand and regional history

▼ Environmentally sustainable design in keeping with the 100% Pure New Zealand brand.

features Construction underwayOn December 1, 2009, the Maori King Te Arikinui Kiingi Tuheitia broke the ground just outside the international terminal as a symbolic gesture to mark the start of construction. Construction is due to finish in April 2011 and will be well commissioned by the start of the Rugby World Cup.

Nigel Cooper says the project is running on time and on budget, and the team is doing an excellent job.

Rugby World Cup readiness New Zealand is a small country and doesn’t have a surplus of accommodation — particularly when we are gearing up to hold a world class event. That’s why the Novotel Auckland Airport will be a much needed solution to any accommodation shortage problems during the Rugby World Cup. It will be finished by May 2011, well before the first games which will be in September.

During early September when the pool matches are being played around the country, Martin Snedden, CEO of Rugby World Cup 2011 believes New Zealand will have no problem accommodating all the tourists.

Pressure points will occur, however, during the last three weekends of the tournament in the cities and regions hosting the knockout matches. This 17-day period, which includes the finals weekend in Auckland, is the timeframe the organisers are concentrating hardest on in terms of facilitating accommodation solutions. Because there won’t be enough accommodation on land, three RWC-dedicated cruise ships will be in use.

But many RWC tourists will be arriving late at night and be wanting to crash, which is where the Novotel Auckland Airport steps in. Enough tourists to fill 263 rooms will be able to crash in a comfortable bed as soon as they get off the plane, leaving them refreshed and awake for travelling into the Auckland CBD, stadium or other parts of the country the next day.

Greenstone GroupPO Box 37493Parnell AucklandT (09) 379 3888www.greenstonegroup.co,nz

Warren and MahoneyPO Box 91517Auckland 1142 T (09) 309 4894F (09) 309 2671www.warrenandmahoney.com



SHARP DECORATING SERVICESCOMMITTED TO THE ENVIRONMENT

PAINTING & DECORATING SPECIALISTSSharp Decorating Services ltd proudly contracted to Hawkins Construction for the Painting, Stopping

and Exterior coatings of the Tainui Novotel Hotel Auckland Airport.Sharp Decorating is family owned and has been in business for over 28 years

Phone: 09 6345601 | Email: [email protected] | sharpdecorating.co.nz

Thermosash Commercial Ltd is proud to support Hawkins Construction (Main Contractor), Warren & Mahoney (Architects)and Greenstone Group (Project Managers) on the Airport Hotel (Novotel) project.

• ONE guarantee • ONE total solution • Totally integrated facades • Unitised curtainwall • Twin skin façade • Integrated fire / acoustic separation •• High performance acoustic glazing solution • Feature cantilevered glass at corners • Graduated architectural performance glass aesthetic solution

• 13m unsupported span podium curtainwall • Total vision main entrance revolving door • Feature glass canopy •

Talk to us for your Thermosash solution: Auckland Ph 09-444 4944 Wellington Ph 04-939 4500 Christchurch Ph 03-348 4004 www.thermosash.co.nz

WINDOW • CURTAINWALL • ALUMINIUM / STEEL CLADDING • ROOF LITES • DESIGNERS • MANUFACTURERS • CONTRACTORS

THERMOSASH

Property and Construction | Parfoot Engineering


It doesn’t matter what the greater state of an economy may be, if you provide quality workmanship for an essential service, demand will remain. Point in case is Parfoot Engineering Limited, a specialist heavy fabrication and site welding business that has grown during the recession due to its wide range of skills and the quality of its work.

Putting the right foot forward

The company was formed three years ago by Ken Parfoot, who employs eight staff from premises in Andromeda Crescent, East Tamaki.

Skills and servicesParfoot Engineering specialises in heavy fabrication and site welding, as well as structural steel work. The company works with leading construction and engineering companies to achieve demanding objectives on heavy fabrication and infrastructure projects. Staff can fabricate to specification or design and build, with the majority of work on construction and piling projects.

“Piling work involves casing splicing and supply, sheet pile and wailor welding and cutting, beam supply and site works. We also manufacture a large amount of piling and drilling tools and equipment.”

In addition to its heavy fabrication and welding service, Parfoot Engineering’s diverse range of skilled tradespeople can cater for most engineering disciplines, including tungsten carbide hardfacing, heavy plant repair and servicing, inhouse NDT, fitting, machining, sandblasting and painting.

The company manufactures custombuilt tooling to suit ground conditions and machine capabilities, including conventional augers, buckets, core barrels, groovers, bailors, vibros, displacement augers, lances and other ground stabilising tooling. A full after-sales service is available, as well as modification and repairs to existing tooling and site repairs and problem solving.

Impressive work portfolioKen Parfoot says most of the company’s work is on large commercial and infrastructure projects, including the Newmarket Viaduct Bridge, the Manukua harbour crossing (new bridge), the Victoria Park Tunnel and the Kawakawa Bay Wastewater Treatment Plant.

“We do a lot of small projects and we do work on cranes and drill rigs,” he says. “Our core clients are the big construction and civil companies such as the Fletchers Group and Fulton Hogan Civil. There wouldn’t be many piling companies in New Zealand that wouldn’t have heard of us.”

Parfoot Engineering hires out heavy duty piling equipment and associated parts from rigs and tooling to vibros and hammer equipment.

The company has a range pendulum borers and a selection of 50 augers and buckets for hire. These include core barrels and heavy duty buckets from 300-1200mm diameter, heavy duty augers from 300-1200mm diameter, and light duty augers from 100-1200mm diameter.

Significant growthKen Parfoot has advanced trade certificates in three disciplines — heavy fabrication, welding and light fabrication — and has managed to establish and grow the business through the tough economic period of the past three years.

“We do what we say we’re going to do and if we can’t do it we’ll say so. We’ve got some really good guys working for us now and it’s a good work environment,”

“It’s about the quality of our work and our ability to get it done. We’ve got a lot of resources we can rely upon and we know a lot of people in the industry.”

Parfoot is pleased with the success of the company to date but says it is still a difficult economic environment. “We’ve had it hard the whole time — it’s never been an easy run. We’re sticking to our heavy fabrication and site welding focus but we’re also doing more structural work. We’re looking at diversifying more in that area. And we’ll continue upgrading our gear to stay competitive and make sure our work is top notch.”

Parfoot Engineering Limited12N Andromeda CrescentEast TamakiAuckland 2013T (09) 272 3674F (09) 272 3671www.parfoot.co.nz — Advertising Feature

Left: Parfoot Engineering specialises in heavy fabrication and site welding, as well as some structural steel work

Right: Most of Parfoot Engineering’s work is on large commercial and infrastructure projects

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Goods and Services | Europlan Industries

Storage systems are an organisational, institutional and residential necessity. They allow for maximisation of space and create order in environments that thrive on systematic organisation. With roots planted as far back as 1963, one New Zealand company has been meeting New Zealand’s storage needs for many years. Europlan Industries Ltd has become a leader in its field in New Zealand and Australia.

A market leader Exporting throughout the world including Australia, the Pacific Islands and Asia, the business offers design and prototyping services for the commercial office fit-out and personal storage markets.

Europlan has a team including engineers, installers and dispatchers, as well as sales and customer service staff and accountants. General manager Tony Moore says providing a customisation service is at the heart of the operation.

By recently contracting a local business, Metal Skills, to undertake its manufacturing processes, Europlan can retain this service. “We are responsive to our customers’ design needs. When we promise something we deliver it and we work to keep costs under control so we can keep product costs sharp,” Moore says.

“We outsourced our manufacturing to access new technology and we had a philosophy that we needed the manufacturing to stay in New Zealand. Customers don’t get the service and variety they want and need if our products are only imported and our ability to develop products would be severely limited.”

Of the competitive nature of the industry, Moore comments, “We’ve got local based competitors who specialise in steel and wooden imports but our business is based around the relationships we build with clients. Office Max is our largest reseller client.” Europlan won the Most Valued Supplier Award from Office Max in 2009.

Since inception, Europlan has implemented various strategies to address issues relating to the environment. The company’s commitment

Getting storing needs sorted

In early 2011, Europlan Industries will have a hard launch of the Haworth brand which will coincide with the official opening of a new Parnell showroom.

Europlan — the New Zealand agent for Haworth, which is the third largest commercial furniture company in the world — will be focussing its initial attention on Haworth’s Zody chair.

The carbon positive Zody is the result of more than two years of research to provide a unique system that supports the body ergonomically when seated. For the future, the business will be evaluating the up and coming generations and what preferences they have within the workplace. The business will be working to accommodate new trends and keep pace with changing consumer wants and needs.

to sustainability was evident in its launch of the Verde Tambour Cabinets — the first office storage cabinet to secure the Environment Choice NZ label.

The company also has ISO 14001 accreditation for its Environmental Management System and removed all PVC from its products in 2006.

Wirth an emphasis on sustainability, Europlan has taken a number of initiatives in regard to energy management, waste minimisation and utilising environmentally sensitive materials.

Having established a product stewardship programme for all its products in order to minimise the impact on landfills, Europlan organises to either refurbish a cabinet if suitable, or recycle it to be used as raw materials. This applies to Verde Tambours, forte filing cabinets, lockers and other storage products the company sells.

Europlan Industries Ltd PO Box 15390Waitakere 0640T (09) 304 1586F (09) 368 7486E [email protected] — Advertising Feature

global logistics solutions

Proud to be associated with Europlan Industries Ltd.Since 1981 our goal has been to provide exemplary service, providing our customers with an intelligent, solution based consultative approach

Tel: 09 275-3199 • Fax: 09 275-3054 • Email: [email protected] Website: www.hobbsglobal.co.nz

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Goods and Services | Jenkins Group


While innovation and technology go hand in hand with contemporary society, for some of the most dynamic businesses, this is nothing new. Born from the foresight and professional creativity of industrial pioneers, many of these businesses have stood the test of time and participate in the modern market with the advantage of reputable longevity and astute business knowledge and wisdom. One New Zealand company that originated from the aspirations of Jane Elizabeth Jenkins in 1883 has continually diversified to become the successful operation it is today. Jenkins Group Limited is a company proud of its heritage and as a supply partner to businesses here and abroad, it has years of knowledge, experience and innovation.

A total solution Jenkins Group’s fields of expertise include the food, beverage, industrial, horticulture, logistics, promotional and health and pharmaceutical industries. Originally established to provide bag solutions to banks and later paper packaging, stationery, general book printing and label products in the 1940s, Jenkins Group has become a leading self adhesive label printer.

In the 1980s the company pioneered automatic fruit labelling in New Zealand and was appointed as the Australasian agent for Sinclair International in 1983.

Jenkins Group expanded into Australia in the late 1990s and now holds the Australasian agency for Sorma S.P.A of Italy, a company known in the horticultural industry for its quality precision packaging equipment.

Sorma manufactures machinery for all aspects of packaging and

handling for virtually all fresh and vegetables. Jenkins Group provides the installation, service and support for Sorma Equipment and many

consumables to compliment the range.

As a financially strong, family owned business, Jenkins Group revels in its organisational autonomy and is defined by its flexibility and capacity to continually invest in new technology, its people and new business. “We have a service network throughout New Zealand and we understand the importance of flexibility and reliability,” general manager Cameron McInness says.

Independent TNS TRI*M benchmark research based on an evaluation of 122 existing and potential customers, showed that Jenkins Group demonstrated superior performance “far above average” for quality. The research also indicated the company was outperforming

its competitors for solutions oriented, and excellence in, problem solving.

Jenkins Group’s key attributes are:

■ Solutions oriented problem solvers

■ Technology and innovation leader in the labelling industry

■ Consistently delivering quality

■ Understanding customer business.

“These are the key fundamentals of business and these are what we drive towards,” McInness says.

“We try to deliver ‘wow’ through our services and quality and we are continuously looking at international trends and trialling new material.

“We tailor products which are designed to meet specific customer needs and we work to develop products with an environmental advantage.”

Committed to protecting the environment, Jenkins Group was among the first self adhesive label printers to participate in the

Enviro-Mark NZ programme — a health, safety and environmental management system, through Landcare Research. Bronze certification was achieved in June 2008 and the company is now working towards Gold.

With a diverse portfolio of environmental substrates and consumables, Jenkins Group is leading the market.

The introduction of enviroSense has heralded a new era for manufacturers wanting to utilise composable packaging for their products and this material conforms to both industrial and home composting situations.

With good gloss and transparency, enviroSense has a naturally high gas barrier and moisture permeability can be tailored to the needs of a variety of different packaged products.

It is also resistant to greases, oils and fats and can be associated with other biodegradable packaging materials to create eco friendly packs. EnviroSense was awarded the Innovation award by the Institution of Packaging.

A business with stickability

s t a g eProud to be associated with

Jenkins Group Ltd

PHONE 09 634 8339 | FAX 09 636 7823Email: [email protected] Patrick Street, Onehunga

Two StageCutting Formes Ltd

Electrical Contractors and Engineers • All Classes of Installation and Repairs

Proud to be associated with the Jenkins Group

147 Station Road, PO Box 12253, Penrose

Email: [email protected] Web: www.tsbishop.co.nz

Telephone: 09-579 8376 Fax: 09-579 5135 Mobile: 021-886 337

1977 Ltd


■ 1883—J.EJenkinsfounderJaneElizabethJenkinsarrivesfromEngland,setsupbusiness

■ 1895—ThebusinessmovestopremisesinAlbertStreetandfocusesonchemistlabels

■ 1935—JohnParkinson,whowasontheshipwithJaneElizabethJenkins,becomesaprincipalshareholder.BusinessrelocatestoVictoriaStreet

■ 1940s—Thediversifiedprofessionalportfolioincludespaperpackaging,stationery,bookprintingandlabelproducts

■ 1948—TomParkinsonjoinsthebusiness,succeedinghisfatherJohn

■ 1969—JohnParkinsondies,aged92

■ 1972—JenkinscontinuestogrowandrelocatestoGreatSouthRoadinPenrose.

■ 1973—TonyMcInnessjoinshisfather-in-lawTominthebusiness

■ 1980—ThecompanybecomesknownasJenkinsLabelsLtdandfocusesontheselfadhesivemarket

Award winning standards HavingachievedISO9002accreditation,JenkinsGroupwentbeyondISObyintroducingProcessMappingwhichutilisesLeanprinciplestocontinuouslyimproveprocesses,productsandtheservicesprovidedtocustomers.

Thecompanyalsounderstandstheimportanceofscanabilityandprovidesassurancethatbarcodesmanufacturedconsistentlyconfirmtointernationalguidelines.

AsAustralasia’sfirstBRC(BritishRetailConsortium)packagingcompliantprinter,JenkinsGroupisalsoaregisteredmemberofassociationswhichallowthebusinesstostayabreastof,andinvolvedwith,progressinbothmaterialsandprocessesintheprintingindustry.Theseassociationsinclude.

■ FINAT,theInternationalPrintingFederation

■ InternationalLabelGroup

■ PrintingIndustriesNewZealand

■ SelfAdhesiveLabelManufacturesAssociation(SALMA)

■ PackagingCouncilofNewZealand

■ NZJBA—NewZealandJuiceandBeverageAssociation

■ 5+ADay.

JenkinsGrouphasalsocollaboratedwithorganisationstoachievesignificantinnovations.“RipeSensewasdevelopedinconjunctionwithCrownorganisationPlantandFoodResearch.In2004Timemagazinelistedithasoneofthebestinventionsofthatyear,”McInnesssays.TheRipeSensesensorlabelalsowongoldintheWorldLabelAwardsatthePrideInPrintAwards.

Jenkins Group 5 Tiri Place Mount WellingtonAuckland T (09) 270 2160F (09) 276 4720www.jenkinsgroup.co.nz— Advertising Feature

■ 1983—Centennialyear.JenkinsappointedasAustralianagentforSinclairInternational,pioneeringfruitlabellinginNewZealand

■ 1990—Jenkins’currentpremisesinMtWellingtonarepurposebuilt

■ 1991—Australiansubsidiary,JTechSystemsPty,established

■ 1994—ISO9002accreditationgained

■ 1998—Newlookandnewlogoforthecompanyatthedawnofthemillennium

■ 1999—Anextensionofthebuildingtohouseanadditional12,500squarefootwing

■ 2000—NewmachineryiscommissionedgivingJenkinsanentranceintothefilmmarketofferingshrinksleevelabels

■ 2003—RipeSenselaunched

■ 2004—Anewname–JenkinsGroupLtdisadoptedalongwithanewbrandimage

■ 2008—Jenkinscelebrates125thanniversary

MeMory lAne

Goods and Services | Jenkins Group

Proud to be associated with the Jenkins Group and wish them all the best for the future.

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PMLPackaging Materials (NZ) Limited

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23B Rennie Drive, Airport Oaks, Mangere, Auckland.

Phone: 09 257 3104 Fax: 09 257 3107

Reel Papers, Proud suppliers to Jenkins Group www.bjball.co.nz

Goods and Services | Finest Food Products


The skill of resuscitation isn’t only important within the medical industry, it’s a talent which can also prove highly valuable in the field of business. The act of revitalising a company whose commercial heartbeat is dangerously near to flatlining is an extremely complex exercise.

It’s a process that requires intuition, instinct and an ability to revive potential. Bob and Lorraine Harman possess such qualities. Looking to buy one more business in the lead up to retirement, the Harmans were attracted by the challenge of reviving a struggling enterprise — Finest Food Products Limited, generally known as Finest Foods.

Finest Foods, located in East Tamaki, was established in 1986 as a manufacturer of high quality beverage syrups. “We bought the business because we were looking for something to do and I had a desire to take on a business that was struggling,” Bob says.

In the five years since the business has gone wild — well, sort of. The Wild Rhino range has been developed as a selection of premium flavouring syrups and essences for the hospitality industry.

Supreme, the original Finest Foods brand, has been extended to include slush syrups, soft serve concentrates and dessert toppings, as well as a wider range of the milkshake syrups, cordials and soda syrups which have been enjoyed by thousands since 1986. This success was acknowledged at the Manukau Business Excellence Awards in 2009, where Finest Food Products was a finalist.

“The business had operated well since it was established but there had been a number of ownership changes in a short period which led to a decline in its fortunes,” Bob says. “While we had never been involved in the food service industry, we had plenty of experience and knew that success was dependent on getting the fundamentals right.”

The formula for fine food

operated businesses. They tend to have empathy with us and can make things happen when needed,” Bob explains.

“Being a small business means customer’s can also contact management directly. In my experience, they really like being able to talk to the owner and operator, rather than having to work their way through layers of management. We really enjoy this aspect of the business.”

Smart InvestmentsThe company’s purchase of a thermal printer to overprint on generic labels is something which the Harman’s credit as being one of the best decisions they have made. “We have achieved sustained growth and our purchase of the thermal printer gave us huge flexibility and the confidence to try new things,” Bob says.

Throughout the last few years, Finest Foods has invested significant time and expertise in the research and development of private label products. As the manufacturer of such products for several significant players in the hospitality and foodservice industry, Finest Foods is willing

and able to work with any company looking to develop their own range of syrup products.

“For the future we are looking to grow at a manageable rate and get the Wild Rhino brand established in the New Zealand market. We will also be looking at export opportunities.”

Finest Food Products Ltd PO Box 54143The Marina Auckland 2144T (09) 274 4495 F (09) 274 4212E [email protected]


Are you wasting product by pouring when you could be accurately pumping or decanting? See us first for your dispensing solutions:

• Dispenser Pumps for syrups, sauces or chutneys • Taps for plastic containers from 1L - 200L

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www.3swans.co.nz [email protected]

Ph: 07 850 9581

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PO Box 9387, Newmarket Auckland 1149, New Zealand

Phone: +64 9 574 5080 Facsimile +64 9 574 5023

www.msugar.co.nz

Supplying the food manufacturing industry throughout New Zealand with their sugar requirements.

This included hard work and reconnecting with the existing distributors of Finest Foods’ products. “We also created some valuable relationships with our suppliers which allowed us to expand and work on the product range.

“It was a matter of reconnecting with suppliers as well as customers. Wherever possible we work with suppliers that are also owner

‘… we are looking to grow at a

manageable rate…’



Transport and Motoring | Test Drive

By Jonathon Taylor

I want you to think of something really big. No — bigger than that. In fact, think of biggest thing you can possibly imagine, then double it, and you’ll still only be about half way to the size of a Q7. I’m not joking, this thing’s practically got its own weather system. This however, is nothing to be concerned about. The trick is not to be intimidated by her size — it just means there’s more of her to love. Because, in the case of Audi’s Q7, big is beautiful.

She’s got curved haunches and sprinkles of bling, which lend proportion and style to her not inconsiderable substance.

But what Audi’s engineers do so well, and the Q7 is no exception, is make vehicles fit for their task.

This thing’s got space on a galactic scale, but is still designed to be a driver’s car — which it is. If this is motoring’s magic formula, then it’s one Audi seems to do better than pretty much anyone.

For a family you’d struggle to find a finer friend and you can call it a family car because that’s how it drives. The Q7 manages to hustle with the best of them thanks to, well… air.

This kind of car has to deal with massive road surface differences to the point where roads

are optional — so suspension is a bit critical. What the Q7 has is air suspension and an electronically controlled damper system, sitting it like a saloon at speed and sucking up the bumps and humps.

It passed the pothole-handling test with a flying five stars. This simple yet effective test (of course, adhering to the rigorous edicts of scientific method), is to find the biggest pothole you can, drive over it as fast as you dare and measure how much coffee exits your cup in the centre console holder. This five star rating is as good as it gets — it means the Q7 is essentially an ultra hi-tech living room (only with better seats) that moves.

And move it does; nought to 100kph takes 7.9 seconds thanks to a fuel injected, three-litre six diesel, delivering 176 kW/240 bhp. This is delivered courtesy of the full time quattro power train and 8 speed S-tronic duel clutch transmission.

Fast and fluidAnd it must be said — Audi’s S-tronic transmission is a gem. Changes are fast and fluid and if you want to really rumble, then there’s a pair of flappy panel shifters. It’s here where you’ll have the most fun, peeling up and down through the gears with the flick of a finger.

As you’d expect, there are more hi-tech toys onboard than an AWACS — all controlled via Audi’s driver information system (DIS); an intuitive, easily laid out and user friendly system. You name it and it’s here, but what matters most is the cool stuff.

The parking aid might not be sexy, but it is cool because it’s useful. A rear view camera shows what’s behind you with a digital guideline displaying your path, based on the steering angle. It’s the kind of thing that makes large vehicles small and worth its weight in gold in tight spaces.

I love, and I mean love, the automatic boot opener. With a truant child under each arm and shopping bags in both hands, all you need is the keys in your fingers and then the whole lot can be thrown in the massive boot in one smooth motion. Perfect!

But coolest of cool is it’s got KERS. You know, the kinetic energy recovery system from Formula One.

In basic boffin speak, it converts kinetic energy into electrical energy under breaking, then when the car accelerates, the battery directs the temporarily stored energy back into the vehicle, to relieve the load on the alternator, thereby saving fuel. Of course this is hugely environmentally friendly, but who cares — what’s important is it’s seriously cool because it’s from F1.

Simply put, if you need space, want style and demand quality, then the Q7 should sit right at the top of your hit list.

There are four Q7 variants: The 3 litre TDI quattro tiptronic for $125,500, 3.0 TDI quattro tiptronic S-line (the model reviewed) for $133,500, the 4.2 TDI quattro tiptronic S-line at $158,500, and for the more adventurous in both spirit and pocket, there’s a six litre V12 quattro tiptronic for $281,000.

is beautiful — Audi’s Q7

award winning formula

Kelvin and Karyn Armstrong accept

the award for their business, Kelvin Armstrong Auto

Repairs, which won Best Small Business at

the Waitakere Business Awards in October


Transport and Motoring | Kelvin Armstrong Auto Repairs

In today’s business environment, delivering outstanding customer service is essential and it is a maxim Kelvin Armstrong Auto Repairs is acutely aware of. It is something the company’s always known, but recently the team has been publicly recognised for this commitment by winning a series of awards.

Kelvin Armstrong Auto Repairs was formed in April 1994 and today operates from a large modern site at 357 Rosebank Road, employing eight qualified and skilled staff. It offers a full range of mechanical and electrical repairs, servicing and valet services, with customers coming from all around Auckland.

Owner Kelvin Armstrong believes his company is the largest and most reputable car mechanic workshop in the west Auckland area. The business deals with all makes and models of cars, vans and light trucks. It undertakes a range of services, including WOF inspections, vehicle servicing, electronic engine tuning, transmission servicing, diagnostics scanning, gearbox and diff overhauls and tyre sales. It will also repair almost anything.

An additional service offered by Kelvin Armstrong Auto Repairs is its car valet service, which can be done on site. A range of valet packages are available, as well as removal of tar, bitumen, concrete, graffiti and overspray.

The company is MTA approved and an AA licensed repairer, as well as being a member of the Auto Super Shoppes group, an association consisting of about 60 premium auto repair shops throughout the country. “There are only a limited number of Auto Super Shoppes in

each area that are allowed or even qualify to join. It’s a group of premier workshops.”

Kelvin Armstrong Auto Repairs underwent an extensive renovation and upgrade in May 2008. “We’re always working on improvements, whether it be customer service, staff training and investing in new equipment,” Armstrong says.

The company has grown every year since formation and, despite the economic downturn, business has remained steady for the past two years. Five qualified technicians are on the team and Armstrong is guiding two other staff members towards completing qualifications which were started under previous employers.

The awards In September, the Kelvin Armstrong Auto Repairs won the MTA Best General Repairer for Waikatere, as voted by customers. The business was also awarded the Judge’s Choice by the panel, the Auckland MTA. “It was amazing to be recognised by both our clients and our industry peers,” Armstrong says.

A few weeks later the company was awarded the Best Small Business at the Waitakere Business Awards. “We were extremely surprised. There was very good competition in our category and we were feeling honoured just to be nominated and then become a finalist. Winning — again — was amazing!”

The judges said they liked the holistic approach taken by Kelvin Armstrong Auto Repairs to include all the stakeholders, suppliers and association members. The panel noted: “With a strong focus on monitoring and management of standards, great staff that are encouraged by training and excellent use of technology, it

was very clear that at Kelvin Armstrong Auto Repairs, the customer always comes first.”

Armstrong puts the awards success down to his staff. “We are a team and have a culture. All my team like what they do, they’re not here just for a job. They really enjoy doing what they do.”

Kelvin Armstrong Auto Repairs357 Rosebank RoadRosebank 1348T (09) 828 0080F (09) 828 0070www.kaar.co.nz — Advertising Feature

Kelvin Armstrong accepts the awards for his business being voted the MTA Best

General Repairer prize for Waitakere, voted by customers, and the Judge’s Choice,

awarded by the panel, the Auckland MTA

K e l v i n A r m s t r o n g

• 12 Months 20,000km Warranty• AA Licensed Repairer• NZ Qualified Technicians

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Ph: 836 1287 Or: 836 1440 Fax: 09 836 1719

email: [email protected] 12B Moselle Ave, Henderson

OPEN MON-FRI 7.30am to 5.oopm

SAT 8am to 1.oopm

Transport and Motoring | Transport Diesel and Marine


Transport Diesel and Marine can offer any truck or fleet owner a one-stop shop, with an extensive inventory of spare parts and a team of qualified technicians who can travel anywhere throughout Auckland.

Trucking on: One-stop shops for expert repairsTransport Diesel and Marine (TDM) services all makes and models of trucks and trailers and undertakes major rebuild work, routine service and electrical repairs. It is a parts and service agent for Isuzu Trucks in the North Island. The company was formed 30 years ago by Jim Johnstone and Brendan Morron, who operated a mobile diesel service out of two vans.

Today TDM employs 60 staff in five branches across Auckland — three in Penrose, one in Papakura and one in Otahuhu.

“TDM is a dedicated truck workshop,” Johnstone says. “We specialise in looking after fleets for large companies — both lease companies and large fleet operators. We have established workshops to specifically meet the needs of some keys customers, such as Winstone Aggregates, where we have a branch next to their depot.” Other key customers include Works Infrastructure, TR Group, Lease Plan, Fleet Lease and Custom Fleet.

Johnstone says while TDM is an Isuzu service agent, the company can carry out service and maintenance and supply parts for all makes and models of trucks and trailers.

TDM’s five Auckland workshops house a range of specialty machinery, placing a huge emphasis on training and upskilling their qualified and experienced workshop technicians. The company operates a comprehensive mobile service, with a dozen mechanics that travel from yard to yard carrying out on-site service work.

“General fleet maintenance is our specialty, encompassing all truck and trailer engineering,

engine rebuilds and transmission rebuilds, together with a large inventory of parts,” Johnstone says. “We’re a 24-hour operation, six days a week and have a dedicated night shift, allowing us to offer our clients quick turn-arounds. We can arrange for panel and paint work to be carried out. We are able to carry out whatever work is required and will always tailor something to suit. We’ve gone to the market and listened now we are able to deliver what is required.”

Johnstone and Morron have worked hard to be a one-stop shop for all truck servicing and maintenance requirements.

“We specialise in a wide range of transmissions, carrying a large stock, both used and new. We have an excellent exchange programme,” Johnstone says. He attributes the success of TDM to good old-fashioned hard work. “We never say we can’t do something. If somebody wants it done, we do it. It’s really about giving the customer what they wants.”

Transport Diesel and Marine LimitedPO Box 12-050Penrose, Auckland 1642T (09) 525 3856F (09) 525 6161 — Advertising Feature

TransporT Diesel anD Marine (TDM) services all makes and models of trucks and trailers with five branches throughout auckland. While it is an isuzu service agent, it carries out service and maintenance and supplies parts for all makes and models of trucks and trailers

“Where the service is more reliable than your old blue jeans”

Specialising in all forms of tyre maintenance• All major brands supplied

• Nationwide 24 hour callout assistance• All work carried out onsite or at our workshop

Call us today for a free quote on your business requirementOur commitment means lower costs per km for you

Auckland’s leading 24 hour, 7 days a week fleet service opertation

Auckland: 9 Highbrook Drive, East Tamaki - Ph 09 273 6388

Hamilton: Corner Greenwood and Massey St, Frankton - Ph 07 847 9199

Mt Maunganui: 71 Newton St, Mount Maunganui, Ph 07 547 4000

Wellington: 57 Parkside Rd, Gracefield, Wellington - Ph 04 586 5850

Silverdale: 14 Forge Rd, 09 421 1843

Proud to be associated Transport Diesel & Marine

Fax: 0800 117 708 Phone: 09 443 6511

110 Wairau RoadGlenfieldAucklandNew Zealand

Proudly supporting Transport Diesel and Marine

If it’s water cooled, oil cooled or air cooled... WE DO IT!

New Zealand’s Radiator Supplier

Contact Phil: (09) 525 1176 Email: [email protected]

PROUD KIWI STAFF DELIVERING ALL OF YOUR HIGH QUALITY AUTOMOTIVE & INDUSTRIAL RADIATOR & INTERCOOLER REQUIREMENTS.

Heavy Transport Repairs & Services, Spare Part SalesHeavy Transport Repairs & Services, Spare Part Sales

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Transport and Motoring | North Harbour Hyundai

The equation for a successful vehicle brand is simple — good cars at great prices. A bargain is a bargain. While that’s not rocket science, completely reinventing a brand comes close. Twenty years ago the Hyundai brand represented cheap, starter cars. Today it represents affordable luxury and that goes well beyond its vehicles.

The brand’s latest dealership model has been designed to combine the efficiency, performance and luxury the brand itself has become known for in its vehicles. Combining visionary architecture with sophisticated construction, the Korean automaker has established an architectural hub to rival that of its pricier adversaries. And if its increasing marketshare is any measure of success, the dealership concept is one.

As ailing North American carmakers lean on governmental bail-outs, Hyundai’s marketshare has reached an all time high despite the recession and corresponding collapse in new vehicle demand.

The significant investment in the refurbishment of the brand’s North Shore dealership is an indication of both its dedication to the luxury car market and the value Hyundai places on the Auckland market. The dealership encapsulates the Hyundai philosophy, representing progressive technology, significant R&D and advanced design along with the brand’s methodology in product leadership and servicing customers.

“We are proud to bring this elevated level of premises and service to the North Shore,” North Harbour Hyundai dealer principal Dave Bonniface says. “We are making a significant commitment to the future of Hyundai in this region, one which our customers already recognise.”

Refurbished during a 10 month period and completed in July this year, the dealership has been designed to such a high standard it has been lauded outside the industry. “It’s been featured in prominent non-automotive magazines for the quality, shape and design.

“It aligns itself well with the Hyundai brand. The company is about people and product and with our new dealership we have the best of both worlds, showcased in a building which meets the high standards the brand strives for. It’s contemporary and open plan featuring modern timber joinery — there’s just nothing else like it in anywhere in Auckland.”

Revampedluxurystatement

Born and bred in Auckland, Bonniface has been in the motor industry all his working life and developed a strong affinity for Hyundai and all it represents.

“The brand quality is outstanding. People finally are taking notice and starting to associate Hyundai with quality.

“The Hyundai brand is going from strength to strength and its model line-up is as exciting as it is innovative. The brand has grown so much, both in looks and stature.”

Family valuesBut it’s the brand’s strong family values which is one of the most compelling draw cards of

both North Harbour Hyundai and the brand itself. “Hyundai is the only large automotive brand in New Zealand that is fully owned by New Zealanders and that includes our entire dealer network.

“We’re not some massive corporate, we’re 100 percent family owned and operated and the business is run with those same family values.” This includes the company’s community sponsorship such as the Spirit of Adventure, allowing children, who may have otherwise not had the means, to go on the adventure trip.

The reasons behind Hyundai’s rise are debateable; it could be the cutting edge

technology, vehicle design, brand loyalty, or even the engine thrust — but then Hyundai has so much to offer, it’s hard to choose.

North Harbour Hyundai175 Wairau RoadWairau ValleyAucklandT (09) 444 7777E [email protected]


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Agribusiness | Status Produce


Apples, kiwifruit and tomatoes — they are some of New Zealand’s most popular produce and make up the production landscape of one of New Zealand’s largest and longest running distribution networks. Turners and Growers has a distinguished history stretching back to 1897 and is recognised as New Zealand’s leading distributor, marketer and exporter of premium fresh produce.

A network of more than 41,000 m2 of storage facilities, a global distribution network covering sales, marketing and logistics, and a passionate, experienced team have ensured Turners and Growers one of the most recognisable names in New Zealand produce.

And the produce powerhouse is going from strength to strength thanks to a vertical integration strategy allowing it to manage all elements of the supply chain.

Turners and Growers is among those reviving ‘vertical integration,’ a 100 year old strategy in which a company controls materials, manufacturing and distribution.

The improved insights and controls in the production process resulting from this has led to higher quality fruit and ensured a secure supply base, enabling the produce powerhouse to honour its commitment to key customers.

Power in numbersPart of the vertical integration process included bringing one of New Zealand’s leading produce brands under the Turners and Growers umbrella. As New Zealand’s largest tomato grower, packer and exporter, producing 30 percent of the country’s tomato production, Status Produce was a natural candidate.

As well as packing and marketing all its own produce under the Status label and Beekist — the company’s premium product range, Status Produce packs product for independent New Zealand growers.

Operating substantial state of the art glasshouse facilities located just south of Auckland, the company is capable of growing more than ten million kilograms of produce every year. And it’s not just our little corner of the globe which has an affinity to the ripe redness of Status’s produce, with up to 2000 tonnes per year exported to Australia, Canada and Asia.

But like many of our favourite success stories, it all began with a couple of Kiwi entrepreneurs.

powerhouseThe apple of loveThe apple of love to the French, the apple of paradise to the Germans, the apple of gold to the Italians — the origins of the tomato can be traced back many years. With many exciting new varieties hitting the market, the humble tomato has become one of the top selling fresh produce items in the western world.

The history of the tomato itself bears a strong resemblance to the colourful history of Status Produce. What began as just a vision by second generation tomato grower John Becroft and packhouse manager Garry Hemmingson has become a leading New Zealand tomato producer at the forefront of the industry.

Becroft and Hemmingson were joined by three equally visionary tomato growers and a glasshouse builder. Under the Status banner, the team brought in world advanced growing technologies and glasshouse designs. Within a short time, the first five hectare project was under way. By 2002 the venture had grown to 10 hectares with further plans for expansion.

The Tregidga family, led then by Percy, had led the way in innovative greenhouse cropping through PTO Growers Ltd since the 1930s. Percy was followed in the business by two of his sons, Mark and George, who are still actively involved to this day.

In 2000, PTO and Turners and Growers formed a joint venture under the name Sholto Investments to build the new 4.2 hectare glasshouse operation at Favona Road. The Tregidga brothers retained ownership of the packhouse operation under the name PTO.

During 2002, but still keeping the Status name, Sholto Investments purchased Status Produce and, finally, Turners and Growers purchased 100 percent of Sholto along with the PTO packhouse. The entirely merged operation became wholly owned by Turners and Growers Fresh Ltd. The newly structured entity remains a stand-alone company and continues to grow and improve under the skilled auspice of Colin Lyford, general manager of Status Produce Ltd.

Current operationsToday Status is New Zealand’s largest tomato grower, packer, and exporter, which grows tomatoes in more than 20 hectares of state of the art, environmentally controlled glasshouse facilities in and around Auckland.

The company employs 150 people at three locations — the head office, packhouse and a four hectare glasshouse at 42 Favona Road, Mangere Bridge; and two larger glasshouses located on Harrisville and Geraghty Maber Roads in Tuakau, South Auckland.

Horticentre Limited is proud to support and supply

Status Produce Ltd with horticultural supplies and services.


The packhouse itself is a high tech, streamlined facility, utilising state of the art machinery and computer controlled equipment. Tomatoes are picked, packed, distributed and delivered to most New Zealand stores within 12 to 24 hours of picking, and 24 to 36 hours for some of its export markets.

The same stringent quality control is evident throughout the entire Status Produce operation. It ensures products are of the highest quality, grown in environmentally friendly conditions, and picked and packed using only the best methods and health safety systems. Status prides itself on using biological controls and other natural methods to encourage pesticide-free growing conditions.

Status strives to be pesticide free by using bumblebees to pollinate its 20 hectares of tomatoes naturally. An integrated pest management approach is designed to produce the highest quality product for consumers. This system ensures the tomatoes are grown in a natural environment. In conjunction with the high standards adopted through the supply chain post harvest, the tomatoes that arrive on the shelves are of the highest standards to deliver a fantastic taste experience.

Many tomatoes available in New Zealand fail to meet these standards, Lyford says. “Most New Zealanders don’t realise they are often consuming imported tomatoes,” he says.

While supermarkets are doing their bit to display country of origin labelling where products are sold, it is the pros and cons of local tomatoes versus imported tomatoes that consumers often don’t know about — and that can make all the difference. “Imported tomatoes are field grown in Australia and have been heavily treated with pesticides prior to exporting. Generally this is a winter issue in New Zealand, when local tomatoes are quite high in price to cover the cost of producing in a heated glasshouse.

“Australian outdoor tomatoes can seem a cost effective alternative, but it is wise to know the history of the product.”

Not only is Status striving to be pesticide free, but its produce is some of the best tasting around, he says.

“Each year we travel to find the best tasting varieties. We trial those in our glasshouses to find strong varieties that perform well. From these we pick future varieties.

“Our food must first be safe and wholesome, but also taste great.”

None of this is possible without great people and Status has a goal of becoming the best by attracting the best growers and technical people. “We want to be so good that horticultural graduates come to us first when seeking a career. We want our reputation to be so strong that talent seeks us out.”

Green tomatoesDespite the distinct lush red of its produce, Status Produce is going green with sustainability measures adopted as standard procedure by the company.

Status collects rain water from the glasshouse and uses every drop of it. All irrigation water and nutrient supply excess to crops is collected and returned to tanks for sterilisation and recirculation. The glasshouse captures and uses all the CO2 produced when running boilers for heating the glasshouse. This CO2 is pumped into the glasshouse, to help the tomato plants grow and they convert this via photosynthesis into growth. All Status plant material is recycled into compost.



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While rising costs resulting from the Emissions Trading Scheme have placed substantial pressure on the horticultural industry, Status Produce is able to utilise a strong global supplier network to ease the cost. Most energy that is in part or wholly based on extraction and consumption of fossil fuel is now priced inclusive of a carbon tax based on that fossil fuel’s CO2 emission rate.

To mitigate the tax costs, Status obtains quotes from global suppliers to obtain the highest quality ingredients at the most competitive pricing. “This scale of our operation helps in this area. Holland is the real center of expertise for tomato production, so much of the highest quality inputs come from Holland,” Lyford says.

It’s also a big positive for the variety available in New Zealand. “Our growers travel to other countries like France and Holland and look at the best there is in the industry. They are able to obtain the best seed they can and bring back with them, not only the new varieties

available, but also the skills, knowledge and experience available.”

While the skills and experience represented in Status Produce, as part of the Turners and Growers group, place it in a prime position for expansion, Lyford says better trumps bigger. “In the next five years, we will continue to develop Status to be the best tomato growing business in the southern hemisphere.

“From that standpoint, we may also become the biggest, but it is first important to be the best and to have product that you are very, very proud of.”

Status Produce42 Favona RoadMangereAucklandT (09) 275 1819E [email protected]


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Agribusiness | Punchbowl

In the 100 years since kiwifruit came to New Zealand, it has been enjoyed as a delicious snack, an addition to fruit salads or adorning pavlovas. It’s loved by mums and nutritionists for its super-hit of vitamin C, and loved in general for its taste. The world is catching on to to this fruit, Punchbowl owner Rob Craig says.

Punchbowl is a medium sized integrated kiwifruit grower and packer based in Pukekohe. Started 20 years ago by Craig, wife Maree and four Auckland investors, it now has other family members and growers as shareholders.

Employing up to 200 people during the picking season, both locals and backpackers work in a variety of jobs, boosting the local economy. This coming summer it is estimated Punchbowl will pack 1.6 million trays of kiwifruit.

Punchbowl not only picks, packs and cools its own kiwifruit but will pack and cool kiwifruit for other growers too. “We service a family of growers and we are now highly dependent on the dedication of a great team of permanent staff,” Craig says.

The company prides itself on its excellent service. “We focus on maximizing packing, coolstorage and financial outcomes to our kiwifruit grower customers.

“We employ leading edge technologies in the form of In-vision electronic fruit grading systems and this ensures we can achieve the best possible export fruit recovery for our growers.

Punching above its weight to service the kiwifruit sector…

Punchbowl general manager Colin Davies, and owners Maree and Rob Craig

“In coolstorage, Punchbowl has demonstrated an ability to perform at the highest level with respect to fruit storage performance and this is clearly demonstrated in our Orchard Gate Returns (OGR) for our growers.”

Export The majority of the kiwifruit is Class 1 product destined for export via Zespri. Zespri, of which Rob Craig is also the director of innovation for, wants to double New Zealand’s revenue in the next 15 years. An ambitious task, but something Craig says is very achievable.

“The Asian market — in particular the middle classes in China and India — is growing. We are marketing and promoting heavily to their growing wealth. They are especially enjoying our gold variety, because of their sweet palate.”

New varieties of kiwifruit are being created all the time. Two gold ones called G3 and G9 have just been launched, as well as a new early sweet green variety called G14. “These three new varieties have enormous export potential,” Craig says.

While Asia is the fastest growing market, Europe is still the biggest by volume.

Kiwifruit is found in supermarkets across the continent.

Other than wanting to play its part in doubling New Zealand’s kiwifruit revenue in 15 years, Craig has other important future goals. He wants to ride out the problems surrounding PSA, a bacterial vine-killing disease found recently in orchards around Te Puke. He is reasonably confident this will be achieved.

In the long term, Craig wants to make the business an attractive place for young people

to want to be. “Exciting things are happening in this industry. The future looks vibrant with great career opportunities for the young and quality sustainable earnings for investors.”

Punchbowl 646 Glenbrook RoadRD4, Pukekohe 2679 T (09) 236 3818 F (09) 236 3819E [email protected]


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Auckland Today Issue #87