Author Archives: Damon Harvey

About Damon Harvey

Damon is the editor and publisher of The Profit. Damon has over 20 years experience as a journalist, content developer, marketer and public relations specialist. Damon is a huge advocate for Hawke's Bay businesses and The Profit was created as a platform to celebrate HB businesses and business people. Damon is also a director of Attn! marketing pr - www.attn.co.nz alongside wife Anna Lorck. He is also a Hastings District Councillor and chairman of Sport Hawke's Bay. In his spare time he loves surfing, mountain biking, crossfit and spending time with his family, which includes five girls! If you've got a great story contact Damon on 021 2886 772 or damon@theprofit.co.nz

A kaupapa to help others’ succeed

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Pūngao,  kohara and ānga (energy, passion and drive) easily describe the collective essence of Theresa O’Brien and Sally Crown as they push forward an important kaupapa of “helping others live their best lives”.

Although history will show how many businesses were lost due to COVID-19, Theresa and Sally, established Tipu Ake Tonu Ltd during this time, with a vision to help others to succeed and achieve community well-being through economic development.

During the level 4 lockdown in March/April, the two friends and entrepreneurs set up regular zoom catch ups with others to share their lockdown experiences and to create a support network.

It was from these online hui that their idea to collaborate and create a business was born and since then it’s been a whirlwind.

“We were reflecting on our own experiences of the rāhui and the impact it was having on us and our whānau.  We started thinking about how it was therefore impacting on other whānau, hapū, hapori (community) and iwi,” said Theresa.

The pair started looking at social and economic data and forecasts, while discussing the role entrepreneurship and the ability to be agile in business would play on our regional and national recovery. With the issues identified they worked on where they could add value.

Sally adds: “We wanted to start a business that utilised our shared passion for helping others combined with our skills and experience in enterprise and community.; a business that would specifically support the regions’ economy, underpinned by values and the Māori eco-system.”

Within a week Tipu Ake Tonu was registered and ready to go.

Sally is of Ngāti Rereahu, Ngāti Tūwharetoa and Ngāti Apakura descent. She has a background is in communications, business development, policy, governance and education programme development and delivery. She has worked as a consultant in these areas for community, iwi and private organisations and in 2019 became a Napier City Councillor.

Theresa is of Ngāti Porou, Ngāi Tuhoe and Ngāti Rarua decent. She was born and raised in Hawke’s Bay and has successfully worked in both the private and public sector as a consultant in business development, community development, project management and governance.

They both see business as a way to affect positive change and growth.

“If an individual is engaged in doing something that is meaningful, this has a ripple effect on whānau and the wider community,” offers Theresa.

Sally and Theresa say the strength of a Te Ao Māori lens on business is that it all starts with the people – he tāngata, he tāngata, he tāngata. However, from their experience they know that social outcomes aren’t the only indicator of success.

Sally says, “profitability and sustainability are also goals. The outcomes we aim for by harnessing the ‘people-first-Māori-worldview approach’. A successful business has to make money.”

Current start-up and business growth support is generally ill fitting for those looking to embrace Te Ao Māori values and frameworks. In addition to experiencing this first-hand as owners of several businesses, Sally and Theresa have noted similar experiences and requests for support from many others in the private sector who struggle to access culturally appropriate assistance.

“We find that Māori in business are incredibly motivated by values and social impact outcomes, but they hear language like ‘bottom lines’ and ‘pieces of pie’ and it doesn’t resonate with them and that puts them back a step. It becomes a negative experience and we are trying to make sure that our services are delivered in a culturally appropriate way  – with a balance of both profitability and social impact,” says Theresa.

Recognising that the business model for Māori is linked to atua (deities), whenua (land) and whakapapa (lineage) and then supplementing that with western business fundamentals, the aim is to equip those they assist with the skills and knowledge to take the best from both worlds. This approach is applied across all of their services.

For example, Kurawaka, a multi-level start-up programme for wāhine (women) is a 9-week course that provides wāhine with the skills, confidence and networks to successfully launch a business.

It blends business foundations with Te Ao Māori and has been funded by Te Puni Kōkiri.

This programme is delivered primarily from the Te Oranga Pūmanawa whare in Maraenui, home to the youth employment programme that is owned by Theresa operates from.

She says, “it is a privilege for us to bring people to Maraenui for a positive outcome. The whare is a place of healing.  It radiates so much vibrancy and is a space with unlimited potential.”

Tipu Ake Tonu also provides business growth and development coaching and mentoring and cultural capability services.

They have also led the revitalisation of the regional Māori Business Network – Te Aka Kaipakihi.

“By offering Māori businesses an opportunity to collaborate, connect and access education, mentoring and communication opportunities, we will grow and thrive together.”

www.tipuaketonu.co.nz

A template for success

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Joanna Monteith has been helping businesses set up business software solutions for many years but it’s some of the easier requests that has the potential to launch a global marketplace business.

Joanna owns Consult, a Napier-based business that helps transition businesses to cloud-based software as a service (SaaS) products such as Xero and WorkflowMax.

The days of printing invoices out on pre-printed letterhead with logos and contact details is long gone and the cloud-based software solutions can replicate the old way, while offering much more – if you know what you’re doing.

“That’s where Customisedt comes in. Many industries have their own requirements and off-the-shelf solutions sometimes don’t easily enable customisation. The capability is there but the ability for a business owner or manager to customise can be time-consuming.

“I’ve done customised invoices, purchase orders and packing slips upon request for many years and when another client asks I’ve then had to try and find the last one I did to duplicate, which sometimes isn’t too easy.

“I realised that I should create a library of templates for all types of business documentation and when the next client asked, I could show them some examples to choose from.”

This was the start of what has quickly become a global marketplace where businesses similar to Consult can list and sell their document templates.

Joanna says its only early days and she is still working out the best way to ensure the template designers/creators are well rewarded while at the same time ensuring the templates are significantly cheaper than one-off versions.

To build up an initial library of templates, Joanna emailed consultants similar to her as well as connecting via Linkedin and Facebook.

“I had a massive response with contributors coming from Canada, Pakistan, the United Kingdom and Australia.

“I’ve been working with them to ensure they are well compensated with an ongoing income stream. The benefit is that what was previously a one-off design for a client becomes open-source and creates a new passive income stream.

“Initially I thought I would offer a royalty to template contributors, but the current aim is to get as many templates as possible so I have made it a set fee to list a template and we’ll charge an administration fee.

“I know I would rather earn $2,000 from selling 200 downloads of a template rather than $200 for a one-off.”

Joanna is now working out the most effective way to market the online marketplace to businesses looking for document templates as well as getting referrals from professional service providers such as accountants and book-keepers.

www.customizedt.com

Sally Duncan Te Mata Estate & Hawke’s Bay Wine Growers Association

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How has COVID changed how you foster/enhance your key relationships in China?

Obviously the main change is the lack of market visits but we are engaging in many online and virtual tastings in China.

How do you maintain a physical presence?

Te Mata has had a great distributor in China called Torres for 20 years now. They know us really well and they do a great job promoting the Te Mata brand on the ground in China.

How do your NZ based (or HB based) staff now interact with those that you do business with in China?

Te Mata like most businesses are zooming a lot these days. We also try to keep regular emails, phone calls going and I am very active on the Chinese social media platform, Wechat!

Are you seeing a downturn or do you remain optimistic about trade in China??

Te Mata’s been seeing strong growth for our top red wines (Coleraine, Awatea Cabernet/Merlot, Bullnose Syrah, and our new Alma Pinot Noir) across all our export markets in recent years – particularly in China. The quality from the spectacular run of great vintages – ’18, ’19 and now ’20, means that we’ve got the best wines we’ve ever made, and our markets are responding accordingly!

 Catherine Wedd Bostock New Zealand on access to China markets

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How has COVID-19 changed how you foster/enhance your key relationships in China?

Covid-19 created extra demand for New Zealand organic apples. Chinese consumers were not going out to the wet markets or wholesalers to buy their fruit. They were buying from trusted retailers who were our customers. The consumers turned to organics as they trust it more and believe it’s safer for them and their families.

We have worked hard over the last few years to strengthen our relationships with our Chinese customers, travelling to China to physically meet with our customers. These strong relationships have been valuable during this time as we work to set up our programmes for the coming season.

How do you maintain a physical presence?

We are part of the PCNZ (Primary Collaboration NZ) which means we have a physical presence on the ground in China with market representatives who are able to meet with our customers. Our involvement in PCNZ gives us a physical in-market presence, which has been extremely beneficial during this time.

How do  your NZ-based (or HB-based) staff now interact with those that you do business with in China?

China is very advanced with its social media and digital platforms. We have been interacting with our customers regularly via WeChat, email and Zoom.

I visited China last November just before the COVID-19 outbreak. This physical visit was very valuable as I fostered direct relationships with our customers’ marketing teams and could react quickly when we needed to change our marketing strategy to focus more online when our first organic apples arrived in February. We had planned a lot of offline promotions in supermarkets, but when Chinese consumers were staying home and not visiting the supermarket, we had to change tact quickly and move to online promotions. Having direct relationships with our Chinese customers meant that we could do this quickly and effectively. We have continued to foster these relationships digitally.

Are you seeing a downturn or do you remain optimistic about trade in China?

We are very optimistic about the Chinese market. China is a growing and developing market for us and we continue to develop the premium direct-to-retail channel. Over the past nine years, Bostock New Zealand has invested in new IP apple varieties that are sweet high colour apples, targeting the growing Asian market. A large part of our marketing strategy focuses on establishing sales in the developing Asian markets through these new premium varieties namely Dazzle, Premier Star and Diva. We are working closely with NZTE to help us develop the China market, establish our New Zealand apple brands at a premium and ultimately grow sales.

Sam Harvey Fern Ridge Export manager views on China market access

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How has COVID 19 changed how you foster/enhance your key relationships in China?

We noticed a flattening off or decrease in demand from China during the initial COVID period. This alongside the fact we are unable to visit China in the current climate, which we would normally do 3-4 times a year, meant that we sought to maintain strong relationships through an increase in our available communications such as phone, email, Zoom and WeChat platforms, with that contact often daily or several times per day.

How do you maintain a physical presence?

We do not have a physical representation in the China market, as it is hard to do, so we need to rely on having strong communications from NZ and partnering with reliable players in the Chinese market.

 How do your HB-based staff now interact with those that you do business with in China?

Through very regular contact. The main forum for contact is WeChat, which is a messaging and social media-based app. It’s an excellent platform for all communication with customers across China. Sales are often made through WeChat communication and finalised with email confirmations to include associated contracts.

We have created very strong relationships with many good importers and buyers over the past 20-25 years. COVID19 was a timely reminder of how important the strength of those relationships are, given the current difficult and challenging times within the exporting environment.

Are you seeing a downturn or do you remain optimistic about trade in China?

COVID has definitely led to a change in the buying behaviour in this market and our expectation is that will continue and be the new norm. China was in somewhat of a transformation cycle as the market was maturing after importing meat from NZ for the past 25 years. Within that period, it became most important and influential market for NZ Sheepmeat and Beef products, taking in excess of 50 percent of our lamb and mutton and more than 35 percent of our beef. The downturn in China started about a year ago, initially with the impact of ASF (African Swine Fever) on their pork production. Consequently the Chinese Government intervened with their food policies, leading to a major decrease and collapse of approximately 30-40 percent in their Sheepmeat and Beef import prices (this happeained over a short timeframe of about 6-8 weeks). While traditional Chinese market items moved slow but steady, the spot and trading market in China took a larger hit. That disruption then rolled into COVID in February 2020, which will continue to impact buyer behaviour and confidence for a while yet. We’ve since seen some recovery lead by our approaching their traditional winter consumption period (where demand increases) and Chinese New Year buying, which is currently taking place and resulting in a positive spike in the market. NZ is still very well regarded and well placed to get priority having a strong preference and acceptance for its primary production and products. NZ’s competitive advantage on import duties further strengthens our position here and having a very strong economic base, presence and unique position within this market we are optimistic there will continue to be a good future for the business in the years ahead.

Hawke’s Bay on track to be premier sport facility capital

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Hawke’s Bay has the potential to supersede the likes of Auckland, Hamilton, Tauranga, Wellington and Christchurch as the premier sport facility region of New Zealand.

In fact Hawke’s Bay can probably already lay claim to the title, but with over $60 million of new sport facilities at the Regional Sports Park (Mitre10 Park), Pettigrew.Green Arena (PGH) and a high performance training facility for Hawke’s Bay Rugby, the region is punching well above its weight.

At Mitre10 Park, sports already present include athletics, hockey, rugby, football, league, canoe polo, fitness centre, Crossfit, basketball and netball and they will be joined by swimming, water polo, cricket and boxing as well as a 40 room hostel.

Just several kilometres down the road at Taradale’s Pettigrew.Green Arena (PGA), indoor sport codes such as basketball, netball, badminton, volleyball and futsal will enjoy the increase in court space to 11 courts.

The region will now be able to host multi-day major regional, national and possibly international sports events at each facility separately or together with the ability to bid for events like National and International Masters.

This will bring in athletes, supporters and increase visitor spending which will boost the region’s hospitality and retail sectors.

Sir Graeme Avery, chairman of the Hawke’s Bay Community Fitness Centre Trust which has led the development of over $50 million in sport facilities at Mitre 10 Park in Hastings the infrastructure investment in international class facilities, along with existing ones, will not only place Hawke’s Bay as a first choice for major domestic and in the future, international sports events, but also in leading the country in programmes delivered at the facilities for sport development and for the health and mental wellbeing of the community.

“Development of new indoor facilities for cricket, boxing, Olympic climbing, gymnastics and beach volleyball, along with synthetic tennis courts at Mitre 10 Park as well as a yachting and water sports development hub in Ahuriri.

“All these proposed new facilities will complement the current investments and cement Hawke’s Bay as unrivalled in New Zealand for the scope of its sport and recreation facilities for the community and for hosting major sports events,” Sir Graeme says.

He says the trust aims to achieve a major sports event in the region every month and is developing a strategic plan to work with HB Tourism and Councils across the region to bid for major multi-day and multi-sport events.

Mitre10 Sports Park chief executive Jock Mackintosh says the facility has the best athletics venue in New Zealand consistently rated a 9 out of 10 when surveys are undertaken during major events.

“Increasingly we are getting the attention of Athletics NZ that regularly send their athletes here for training camps and in 2021 and 2022 we will host the New Zealand Athletic champs.”

For Pettigrew-Green Arena Regional Indoor Sports and Events Centre Trust chairman Craig Waterhouse the focus of redeveloping the indoor sports centre from 3 courts to 11 is well over due with increased community participation in sports such as basketball and Futsal driving the need.

He says 76 percent of the regular sports users of PGA are under the age of 19 years with the facility at maximum use for the regular sports from 4 pm to 9.30 pm five days a week.

“Over the last ten years, there has being a massive shift in youth sports participation from grass-based sports to indoor sports.

“Basketball is now the number one secondary school sport ahead of rugby and soccer. Indoor soccer (Futsal), which did not exist in New Zealand, as a sport when they built the original arena, cannot grow as they have no facilities, volleyball has increased by 100 percent in five years and netball is requiring more indoor court space.”

He says if facilities don’t meet the demand, there’s a risk to the health and well-being of youth.

“Users are demanding more and more courts space; the lack of space affects the health of our children – they are not moving back to grass-sports they are simply not participating in sport.

Craig says sport and recreation is not just about winning, it’s about helping build stronger, healthier, happier, and safer communities.

“The increase in the scale of the Pettigrew Green Arena will have a massive impact on the future health of our society, probably the single most significant opportunity we have ever had to impact on our children’s future.

Graeme fully agrees with the sentiment that the investment  “There will be undoubted social and economic benefits for the Hawke’s Bay community. The new and enhanced facilities will provide jobs to the local construction sector in an important post-covid recovery phase. Sport is the ‘glue’ for creating social cohesion in a community – as very well evidenced when community sport resumed in level 1 of covid-19.”

Sport Hawke’s Bay chief executive Mark Aspden is also on the same page that the investment in new sport facilities will overcome availability issues due to increased community participation in some sports.

“The investment is enhancing the opportunity for our local community to be able participate in the activities that they want to engage in. For example there has been a shortage of indoor court space for several years and the PGA expansion will go a long way to addressing that.

“With the EIT Institute (and particularly with the addition of the Indoor Aquatic Facility) we are able to ensure that young people in the region will have similar, and in some cases better

opportunities to develop their talents as those in the major centres.

From a Sport Hawke’s Bay perspective getting more local people active more often is its primary focus but the new facilities will attract major regional and national events.

“Community participation has to be the main focus, but hosting events can be the icing on the cake.  It isn’t as simple as ‘build it and they will come’ but by having these facilities we have a much greater opportunity to host bigger events.”

Craig says PGA will be in the top 10 percent of indoor facilities in New Zealand and will be able to host national events, especially at secondary school and age group levels boosting accommodation providers and tourism businesses.

“With five additional futsal courts, 8 new basketball courts, over 40 new volleyball and badminton courts and 8 new indoor netball courts we will be able to host National Secondary and age-group tournaments.

“This will be a significant boost over winter when tourism in the Bay has fewer visitors. We estimated 10,000 additional visitors, an increase in regional GDP of $3M.

Mark says the portfolio of sport facilities in Hawke’s Bay coupled with our climate will be unparallel in New Zealand.

“Alongside our climate which is well suited to year round outdoor activities and tracks which create opportunities for walkers, runners, cyclists and mountain bikers to be active, there are obviously plenty of options for residents and those from other regions to engage in physical activity.

As the region continues to grow its sport facility assets Mark is keen to see the regions councils review and update a regional sport facility plan that was last signed in 2015. Only one mayor – Wairoa District Council’s Craig Little remains as a signatory.

There is strong evidence that Napier and Hastings  council’s are more focussed on collaboration as well as ensuring there’s less duplication, but it’s time for an updated regional facility plan involving all five local authorities.

“They’re working together in an extremely co-operative manner in relation to sports facilities.  In light of that we have a great opportunity now to ensure that a regional plan is put in place and actioned, which provides the basis for the future development of facilities in a way which best meets the needs of the region.

 

Getting Lift off – youth development programme profile

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To counteract concerns the job market would get harder for its rangatahi (young people) following the Covid-19 outbreak, they fast-tracked plans to create jobs themselves and LIFT Business on Emerson Street, Napier, was born.

This retail hub, supported by council and charitable funding, opened its doors in August selling products made by LIFT’s rangatahi ‘clients’ or their broader whānau. Part of the shop is set aside for running a screen-printing business, while out the back rangatahi with business ideas work through business modelling and skills courses with staff.

“This is literally the only initiative like this in New Zealand,” says LIFT founder and director Jody Hamilton. Fledgling businesses are already hatching. One 22-year-old participant has launched a domestic cleaning business with help from LIFT Business. “She came back in to us on Thursday because she needs to hire someone now. It’s brilliant,” she says.

“Even within our retail hub we’ve hired seven people to fill retail associate and screen-printing jobs, who were all unemployed before. Five of them had never worked before in their lives,”
says Jody.

This proactive attitude is what got LIFT started in the first place. The statistics on job prospects for Māori boys in Hawkes Bay, did not impress Jody. With a young son herself she wanted to do something about it and in 2017, LIFT Youth Employment began.

A key part of its success is its Bounce Programme, which teaches rangatahi about how their brains work, communication style and integrity. They learn their pepeha (self-introduction) and about their turangawaewae (where they come from), as well as employer and employee expectations.

“This culminates in the graduation at the end of the two weeks, where they present a plan of where they want to be. It includes personal and professional goals and that’s what we use as the basis of working with them. Then we do whatever it takes to deliver that. It’s transformational,” Jody says.

Many will have been involved with the criminal justice system, so LIFT spends time working with various services to help their clients get on track towards their goals. Others may need help with getting their driver license. “We tend to be receiving through our doors what other people think are the most disadvantaged and unruly kids in the area. But everyone has dreams and aspirations, even these rangatahi deserve the right to chase them,” says Graeme Ewart, in charge of LIFT’s business development.

LIFT uses a reverse marketing approach – establishing what the rangatahi want and then finding an employer that fits, rather than the other way around. It’s getting results. LIFT exceeded the employment target on a recent government contract by eight times. They aim to move 95 individuals a year towards employment and have already worked with about 700 people since LIFT began.

“Even if [the rangatahi] wants to be a rocket scientist, we start them on that journey. Over time they realise that they might need to do some other jobs or training along the way,” Graeme says.

Find out more about LIFT Youth Employment and LIFT Business – www.liftyouemployment.nz

 

Name announced for new surgery facility in Hastings

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The name for the $70 million Hawke’s Bay-owned and operated elective surgery facility currently being built in Hastings has been announced.

Westside Healthcare’s managing director Dr Colin Hutchison today announced the name, Kaweka Health.

“We wanted a name that resonated with the community and the Kaweka ranges are a prominent geographical feature of Hawke’s Bay that envelops and protects the region and its people, and that’s our vision for the facility.

“We’re here to improve the health and wellbeing of the people of Hawke’s Bay.

Currently underway, the first stage of the project includes four operating theatres, full pre-op and recovery areas (including overnight beds), sterilising services, and 150 car parks.

The facility in Canning Road, opposite Hawke’s Bay Hospital is planned to open in early 2022.

Project manager Nick Ward said construction is progressing well with Gemco Construction having completed all demolition works, earthworks,  and in-ground services; with foundations and super-structure now well underway.

“We’re currently working on masonry blockwork, precast concrete, and structural steel, with preparation for floor slabs and the building roof to follow shortly.

“The current package of works are planned to be completed by March 2021, followed immediately by the architectural works, intensive building services, and external site works.

“We have a strong contingent of local businesses currently on site including Gemco Construction, Patton Engineering, Lattey Precast, and RSM Reinforcing,” Mr Ward said.

The current works stage includes over 2,200 tonnes of concrete, 120 tonnes of structural steel and 9,500 concrete blocks, he added.

Additional land has been purchased, including 2800sqm land from Hastings District Council that has been used by Recreational Services Limited. The entire site is 15,700sqm.

Dr Hutchison said details of a second stage, which is still under concept-development, will be announced in early 2021.

“This is one of the most exciting health and infrastructure developments which will help get our region moving again, in this challenging new economic environment.

“Healthcare in Hawke’s Bay is facing unprecedented challenges, post Covid-19, with even more pressure on the growing waiting lists for elective surgery.  We are excited to support the health of Hawke’s Bay with our theatre facilities which will provide extra capacity by another 5000 operations a year.”

Dr Hutchison said a global recruitment is well underway.

“New Zealand has become a very attractive country for highly qualified specialists to relocate to and a new world-class elective surgery facility will ensure Hawke’s Bay is able to attract and retain more specialist doctors, who can work across both the private and public sector,” Dr Hutchison said.

Hawke’s Bay Airport solar farm technical experts confirmed

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Leading renewable energy provider Vector Powersmart has been confirmed as the technical partner for the next stage Hawke’s Bay Airport’s ambitious 10MW commercial solar farm project.

Hawke’s Bay Airport Limited chief executive Stuart Ainslie today announced the next stage of the project, a feasibility plan, and technical design which would see unused land at the airport becoming New Zealand’s largest solar farm capable of powering the equivalent of more than 2000 houses.

Vector Powersmart general manager Rogier Simons said early indications suggest the ten-hectare site is well suited to a high performing, commercial renewable energy farm that could provide new revenue streams for the airport company as well as supporting its desire to become New Zealand’s first carbon-neutral airport.

“The airport land and the sunny environment it sits within has significant potential. The land itself is largely undeveloped due to height restrictions and being flat offers advantages for installation.

“We’re proud to be involved in another landmark solar project as the market continues to mature in New Zealand.”

Last week Vector Powersmart completed New Zealand’s largest solar project, the build of a 1MW floating solar installation on Watercare’s Rosedale wastewater treatment pond in Auckland. The Hawkes Bay Airport solar farm project would be ten times that size at 10MW.

“We are very excited to be partnering with Hawke’s Bay Airport and its joint venture partner electricity lines provider Centralines Limited. Collectively we’ve got an airport committed to creating a new revenue stream and minimising its environmental impact, a well-respected local lines provider and our experience of designing and constructing solar farms,” Mr Simons said.

Hawke’s Bay Airport chief executive Stuart Ainslie said selecting Vector Powersmart as its preferred technical partner was a significant milestone as the airport looks to become the first airport in New Zealand to be powered by solar energy as well as creating new revenue streams, following the financial turbulence created by COVID-19.

Mr Ainslie said the renewable energy project ticks many boxes for the airport company, which recently committed to a vision of becoming New Zealand’s first carbon-neutral airport.

“We are set to open New Zealand’s newest domestic airport early next year and we can see a future in greater use of renewable energy on both sides of the terminal through the electrification of vehicles.

“Vector Powersmart has vast experience and expertise in the feasibility, design and construction of utility-scale and commercial solar projects in New Zealand and the Pacific Islands. They will provide us with the direction to realising the potential of under utilised land at the airport.

“Before COVID-19, we were forecasting one million passengers a year by 2025, but we have now pushed this target out to 2030, this will have a financial impact. Therefore, we need to continue to be innovative in our approach to operating a strategic regional asset.

Mr Ainslie added that the project would not only generate sufficient electricity to meet the airport’s requirements, but it will also supply surplus energy to others looking for a 100 percent renewable supply noting that the airport has already had some encouraging discussions with potential regional partners.

“We anticipate some significant innovations in the aviation industry post COVID-19 which could result in demand for electricity growing rapidly.

“This is already starting to happen on the landside of our business with electric and hybrid vehicles and if airlines pursue hybrid technology for short-haul routes, then this could grow exponentially.

Kane Williamson blasts Rockit apples into major marketing push

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Innovative New Zealand apple company Rockit Global Limited, recognised across the world for its miniature Rockit™ apple variety, has today announced an inaugural Global Ambassador partnership with Kiwi cricketer Kane Williamson.

The New Zealand cricket captain, who will shortly leave New Zealand to begin his season with the prestigious Indian Premier League (IPL), says joining Rockit™ is exciting, and he can’t wait to get started. “I love getting hands-on with the brands I align with, and Rockit is a great product – one that I’m passionate about driving forward,” Kane says.

Rockit Global’s General Manager Global Marketing, Julian Smith, says the partnership is a significant step for the organisation. “Establishing a Global Ambassador role for Rockit will, we believe, have a hugely positive impact on our international marketing and brand awareness. Kane is an outstanding example of a New Zealander with drive and determination who has taken on the world – just like Rockit.”

The arrangement will see Kane champion Rockit™ apples to a cricket-mad audience worldwide. With Rockit Global’s plans to tackle the high-end produce category in India this year, Kane’s involvement will also help introduce the small, sweet, snack apples to a potential market of millions of discerning Indian consumers. “It’s a really exciting opportunity to venture into this market,” explains Kane, who has a huge following in India. “As Kiwis, we already know that the produce we’re able to generate in New Zealand is of the highest quality and I know that when consumers in India and other countries get the opportunity to try a Rockit apple, they’ll really enjoy them.”

Kane will be involved in digital activations, marketing and events for Rockit™. It’s also the first time Kane has approved insignia on his bat, which – for the duration of the IPL season – will proudly carry Rockit™ branding. Kane says he would only ever want his bat to bear branding that aligns with his own core values and ethos. “The fit is without doubt the primary thing I look at when considering a commercial alignment, so this is the first time there’s been any other branding on my bat. While there have been other opportunities in the past, I’d wanted to keep that space clear for the right endorsement.”

Why Rockit™? Kane has a direct interest in Rockit™ orchards, an investment interest in brand owner Rockit Global via Oriens Capital, and wholeheartedly believes in the quality of the produce. “Healthy eating is a big part of my lifestyle, and it’s clear to me what a great snack Rockit is. The size is great, and the flavour is incredible.”

Kane recently travelled to Hawke’s Bay to see first-hand how the apples are grown, and to meet the people behind the brand. He says despite the obvious setbacks Covid-19 has created – including the fact the IPL will be played in the United Arab Emirates this season – it has also allowed him the time and freedom to fully explore the partnership presented to him by Rockit Global. “I’d always wanted to look at opportunities that are Kiwi, and that hold relevance to who we are as a country and what we do. For me, the primary sector represents that, and once I met the team at Rockit, I knew the alignment made sense. I’m passionate about the product, it’s healthy, it’s authentic, and it’s purposeful.”

Julian says the entire Rockit Global team is delighted with the arrangement and that Kane’s reputation as an outstanding sportsman, inspirational leader and exceptional New Zealander make him the ideal partner. “Kane’s an excellent fit for Rockit as he – and we – strive for new goals around the globe. We welcome him on board.”