Category Archives: Business Leaders

Doctor sticks to script to create world class hospital

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This vision has been driven by Dr Colin Hutchison, who will be joined by local surgeons and local investors in creating a state of the art world class hospital. Kaweka Hospital’s stage 1 will open in July in Canning Road, Hastings and is expected to undertake 5000 operations a year. Stage 2 is also under construction and is set to open in December 2024.

What’s your career background?

I trained as a doctor in the UK initially starting my career in adult medicine. I then spent five years doing research in new technologies to treat people with kidney failure before moving to Hawke’s Bay to be the region’s specialist kidney doctor. From that I moved into public healthcare leadership with the Hawke’s Bay DHB, for five years including a year as the Chief Operating Officer.

What was the motivation for moving to New Zealand?

For family reasons. I had spent my childhood in North America and although I enjoyed living and working in the UK, I knew that I wanted to give my own children broader life experiences and we found that Hawke’s Bay was very attractive with the beaches and access to the mountains. I came across a kidney doctor role at the Hawke’s Bay hospital online and the region looked really attractive, so we came to give it a go.

What was the inspiration for establishing a new hospital?

At the moment in New Zealand there is a lack of healthcare facilities and this causes challenges for senior doctors who want to provide really good care for their patients. Therefore as a group of senior doctors in Hawke’s Bay we thought outside of the box to solve the problem. Over the course of the last couple of years we have designed and raised money to build a new private hospital. Although the vision has been forming over many years, we really got going on the project in 2019.

What suite of services will the new hospital offer?

Our first stage will offer elective surgery and will have four operating theatres in which we aim to do about 5000 operations a year. We will provide a broad mix of surgical disciplines including general surgery, urology, ENT and gynaecology. We want to deliver a new way of surgical care. Presently a lot of healthcare consumers are disempowered and don’t get a good healthcare experience. One of the reasons for this is that healthcare organisations are quite old and have facilities that are run down.

At Kaweka they will be cared for in a state of the art, modern healthcare facility. Our Hospital will be the first 4 star, Green Star Healthcare facility in Hawke’s Bay and the most earthquake secure building. We aim to create a warm healing environment for all of our patients and a great place for our staff to work. Our staff have been recruited because they have real passion for caring for patients and that is from our doctors and nurses through to our support staff and management team. They are all dedicated to giving a first class health experience and raising the bar for healthcare in Hawke’s Bay.

How does private and public health sector work together?

I really see that the private sector is here to support the public sector. The public sector provides the bulk of healthcare in New Zealand and always will, but they only have so many resources at any given time and as a private partner to the DHB we are here to support them and help them deliver elective surgery.

How did the name Kaweka Hospital come about?

We did some brainstorming with a really creative design team. Our aim was to have a name that represented the fact as an organisation we were “from the people of Hawke’s Bay for the people of Hawke’s Bay”.

We looked at natural landscapes and when you look out west you see the Kaweka Ranges rising high above and cradling the region and protecting it from the elements. This was our inspiration. We partnered with Architecture HDT who have used the Kaweka Ranges as a strong influence on the architectural design of the hospital. We are very grateful to Ngati Kahungunu for approving our use of the name.

This is a private entity establishing Kaweka – how did it you approach getting local investors interested?

Most hospitals are part of larger organisations now and as consequence a majority of NZ hospitals are not owned by New Zealanders anymore. This means there is a lack of local decision making and direction. Our surgeons and anaesthetists wanted to guide this project for the future of Hawke’s Bay and that is easier by keeping the hospital in local ownership and governance.

So we now have some incredible Hawke’s Bay families that have invested and are supporting the hospital.

How do you see Kaweka Hospital evolving over the next decade?

Healthcare needs in New Zealand will grow immensely over the next few years as our population ages and unfortunately we have a population that has many health problems. Kaweka is in a great position to react quickly to the needs in our community and in our Stage 2 facility, which is underway and expected to be completed by the end of 2024, we will add a new radiology suite with MRI, CT and Breast imaging, a new cardiac catheterization laboratory in a 6000 m2 complex.

What has been the biggest challenge so far?

We have had to raise a lot of money and that requires a lot of conversations whether that is with Hawke’ Bay investors or banking partners and that means a lot of people need to understand the project in detail and make sure that we are doing the right thing for Hawke’s Bay. We have to show that we have a sound financial structure and good governance around us.

You were already busy before taking on a project of this scale – how have you managed this?

I have had to step back from clinical medicine over the last few years. Most doctors work fulltime either private or public and I have dropped a lot of my clinical hours in the last two years to make this possible but I also love surrounding myself with really good people and I have an amazing team at Kaweka, which certainly does lighten the workload.

Do you have any other projects underway?

I’m really pleased to just announce a collaboration with surgeons in Palmerston North to help them build a new hospital, which will complement Kaweka.

What are the selling points in trying to recruit and attract new staff to Hawke’s Bay?

The selling points are having really great facilities to live and work in. Surgeons spend 15 plus years training so they want to work in an environment that makes it easier for them to perform their skills. We will surround our surgeons with confident support staff and the best of modern technology.

Hawke’s Bay offers an awesome lifestyle, great schools, easy access to the outdoors, which when you come from a city in the UK, like I do it is a very attractive place to live. But to attract the best doctors and nurses to Hawke’s Bay we also have to have a great medical environment, so if we can provide that and then showcase the lifestyle, we are on to a winner.

What do you do in your spare time?

We have a young family and we really enjoy getting out and about in the Bay. In the winter we ski and the summer we love the beach and an ocean swim.

The road to success for QRS starts with being community focussed – Nigel Pollock

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Nigel Pollock, Quality Roading and Services (QRS) chief executive puts the Wairoa based roading firm’s business award win down to maintaining a balance between economic support for council (which owns QRS) and its social responsibility to the people of Wairoa. QRS won the Hawke’s Bay Chamber of Commerce 2020 Pan Pac Supreme Business Awards at the end of 2020, with Nigel celebrating the win with most of the 87 strong team and a very proud mayor in Craig Little. The Profit interviewed Nigel on what the win means for the business and Wairoa district and what’s next for the business.

Briefly describe what QRS does? Tell me a bit about the businesses – what’s the mix of council and commercial type of business it does?Is all the work based in and around Wairoa or further afield?

Quality Roading and Services is 100 percent owned by Wairoa District Council. We’re known as a council-controlled trading organisation or a CCTO. We have our own board of directors with reporting responsibilities to Wairoa District Council councillors and have been trading for 26 years. Our speciality is civil construction and roading infrastructure. About a third of our work is for Wairoa District Council. Just under two-thirds of our work is for the Government and a small amount of work is in the private sector. We offer a full range of civil engineering skills, experience and equipment. We work mainly in and around Wairoa, which has a geographical footprint covering a third of Hawkes Bay! But we’ve also worked as far south as Bayview, north to Matawai, and west towards Taupo.

QRS was a finalist in 2019 and then took out the top prize in 2020 – it’s obvious the business was performing well – what (if anything did you do differently) to take out the awards?

Our balance between economic support for our owner, Wairoa District Council, and our social responsibilities to the people of Wairoa was, I believe, is the reason we won the Supreme Award. Last year’s award entry process forced us to look at how we navigated 2020 which was a tough year for everyone. Here at QRS a lot of the groundwork had already been done in 2019. We’d invested in diversity, growth, customer service, staff, and greater strategic thinking. We had a strong balance sheet and so were able to rise to the challenges of the difficult year. Our pre-tax profit was 27 percent higher than targeted by securing more work than predicted. Revenue was $10 million more than targeted. Our operating profit before tax and shareholder distribution to Council was $800,685. Our agreed shareholder distribution to Council was $250,000. The numbers reflect QRS’s larger, more complex and challenging contracts.

You passionately spoke out about the people of the organisation in your acceptance speech – how much of a difference does it make having a team that acts as ONE with each feeling that they are making a strong contribution to the firm’s success?

It’s all there in our overarching vision: a strong and successful company, growing the Wairoa community. Ehara taku toa i te toa takitahi, engari he toa takitini which translated means: my strength is not mine alone, it is the strength of many. We’re a family, many staff are actually family with mothers working alongside sons, brothers working alongside uncles. It makes us strong. And I don’t think any of us will forget that night. It was a fantastic feeling to be there along with QRS staff when the company’s name was announced as winner. It was a privilege to see firsthand how proud they all are of the company they work for. QRS whānau are true ambassadors for our district.

QRS is one of the largest employers in Wairoa, this a responsibility that weighs heavily – or more something that the firm wears with pride?

It’s an absolute privilege and we wear it with pride! We’re the second largest employer in Wairoa after AFFCO. Due to our location and the district’s demographic attracting and retaining potential employees can be seen as a challenge. But here at QRS our objective has always been to be an employer of choice for operational and highly skilled staff whether they be locally sourced, from New Zealand, or another country. We promote the work as a career while championing Wairoa’s lifestyle. It’s a privilege to be able to employ locals and see them thrive and flourish. We invested $7 million in salaries and wages last year. What are the future growth plans for QRS? We are invested in a new operations hub. The 750 square metre hub will provide space for an additional 30 staff, central meeting and briefing rooms, human resource and finance workspaces. It will be a modern fit-for-purpose building at our Kaimoana Rd depot and will help unleash our business efficiency and potential. We’re very grateful to have received support from the Provincial Growth fund to make it a reality. It’s another leap forward in the QRS journey where we invest in our most important asset, our people. They’re what sustains our ongoing growth.

As an employer – and a local business (not a large national just servicing the area) does this change your approach to how you do a job, how you get involved in the community and how you employ and upskill locals?

We operate in a remote rugged area often needing urgent, large-scale emergency slip responses. We’re the only company that can respond quickly and with the right kind of machinery and expertise from the Wairoa side. While Napier contractors work northwards, we’ll work southwards. It’s the same between Waiora and Gisborne. That emergency response capability means we’re resourced for large maintenance projects around Hawke’s Bay. With regard to employment, many tenders are now heavily weighted on how much staff training and development is associated with the work rather than on price. Contractors like QRS must show how new and existing staff, particularly Māori, will receive training and qualifications during the project. Eighty percent of QRS staff identify as Māori and last year QRS increased its training budget from $200,000 a year to $450,000 a year. This year we have a record 22 staff in apprenticeships.

As for community support, we believe a thriving community can exist only with the support of all who live and work in it. We love giving back to the community that supports our company and its staff. In recent times we’ve donated money and services to sports teams, science and technology education and events, the Wairoa A and P Show, and the Hawke’s Bay Rescue Helicopter Trust.

As the leader of QRS – what’s the most enjoyable part of your job?

The people. The people around me who have shared values and are prepared to make a difference. Understanding what your purpose is and making sure that it is bigger than oneself is important to me. I get to work with people I respect.  I get to work with people I like.  I also love working with our shareholder and owner Wairoa District Council. Without their support, energy and expertise, this ‘journey’ would not have happened.

How do you give back to a team that has done so well?

I can’t emphasise enough how important recognition is, recognition for a job well done, and in front of your peers, that’s something that can never be taken away. It was an incredible night for the staff that came to the award ceremony. The next week we brought the whole team together for a shared big breakfast. The Mayor came and we were able to share the success face-to-face with everyone and pay our respects to every staff member. We did an exercise that morning asking everyone to write on a piece of paper how they were feeling. Some staff wrote lengthy sentences about their pride, joy and delight. Others scrawled things like “Too Much! and “Kia Kaha!” To me that says we are heading in the right direction.

Call of duty interview inspires new innovation for smart phone

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Peter Fowler has an entrepreneurial spirit, an uncanny ability to see what others don’t and to always find a gap in the market for innovation.

A resident of Kahuranaki Road in the Tuki Tuki Valley, Peter is a journalist by profession. He has worked in newsrooms and was the Radio New Zealand (RNZ) voice of Hawke’s Bay for a number of years. But he was always questioning and probing. For Peter, innovating was always where he wanted to be; finding ways to bring the news to a mass audience in an easy and accessible digital format was always a priority.

It is this quest for better ways of delivering news that led him to create newsroom.co.nz, a digital platform that has gone on to be one of New Zealand’s top news websites, with a reputation for independent and investigative journalism.

Peter has long since moved on to his next venture, an app called VoxPop, which transcribes voice to text and is also of broadcast quality so allows it to be used for radio interviews. The term ‘VoxPop’ is short for ‘Vox Populi’, which means the voice of the people.

Peter says the concept came to him when he was the RNZ Hawke’s Bay reporter in 2016. He stumbled across a column of light armoured vehicles (LAVs) on a military exercise and needed to conduct interviews there and then.

He says that there was one problem, he had left the cord for his microphone in the office. He ended up using his phone to record the interviews.

“I came back and cut together a piece for Morning Report and it was very hard for the untrained ears to know that it had been recorded on a cell phone as opposed to a $4,000 recording machine.

“It then occurred to me that everyone is essentially walking around with a recording studio in their pocket and it could be possible to get production quality recordings from anywhere via your phone.”

Peter soon realised that the groundbreaker would be to have an app that recorded interviews and then transcribed them to text. Together with co-founder Andrew McMillan, VoxPop was born. However, they knew they had to get it out to the American market. They contacted Demian Perry, then the digital director at National Public Radio in the United States, who loved the idea, but later confided that he did not think it was possible to achieve given the complexities involved.

This introduction led to interest from American University Radio WAMU in Washington, DC and its radio talk show 1A.

But first, the product needed to be tested; so Peter built an RNZ VoxPop and trialled it on Jesse Mulligan’s show in the summer of 2017.

“It worked really well and so we built it for 1A – which has an audience of about five million and is syndicated on about 600 radio stations across America – and they embraced it.”

Peter and Andrew believe in a “viral” strategy – one that appears to have worked so far.

“We’ve priced it really low at the moment, because when you develop a new product that does a new thing, the first thing you need is proof of concept.”

To do this, users had to prove for themselves that the product was better than what they were doing at that time.

“The biggest problem I had in 1996 when I wanted to start newsroom was people didn’t understand the Internet, he is hoping the American market will open up a bit more as the grip of Covid-19 loosens.

He says a key strategy is getting a new pricing structure by using a business model whereby many clients pay small amounts of money rather than having a large upfront cost.

Now VoxPop has WFYI in Indianapolis, Science Friday, which has had Dr Anthony Fauci as a guest, and it is about to launch on The Money Pit Podcast. The product is also being launched in Australia with newspaper production company Pagemasters, which will act as the agents to sell VoxPop there.

With the launch of The Money Pit VoxPop comes an important update that means broadcasters will be able to publish comments back into the wire, therefore completing the ‘feedback loop’.

“It becomes a form of social media driven by voice. You have your own branded social media that is moderated, rather than engaging people on Facebook and Twitter where there are trolls and people get distracted.”

While VoxPop is very much anchored in public radio, the opportunities are endless. Peter has learned from the newsroom venture and recognises that it is possible to keep

one’s core product while pivoting and adapting where necessary. This mindset led them to change VoxPop into a remote recording studio for New Zealand and Pacific Community and Access Radio during Covid-19 lockdown last year. VoxPop Studio, as it is called, is still being used by broadcasters.

VoxPop is actively exploring interest from people who would like to use it for research, consultancy, commerce and customer interaction, as well as for people with hearing or visual impairments.

Overlaying all of this is the so-called ‘new Internet’. Peter foresees a time when VoxPop is integrated into the voice assistant webspace whereby users command their assistant (Siri, Alexa, etc.), record a VoxPop and send it all through the smart speaker network.

Peter is hopeful for the future and says Business Hawke’s Bay has given him good advice along the way.

“If you are an entrepreneur in Hawke’s Bay and you’re wondering about how to do things, Business Hawke’s Bay can be a huge help.”

 

 

The road to success for QRS starts with being community focussed – Nigel Pollock

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Nigel Pollock, Quality Roading and Services (QRS) chief executive puts the Wairoa based roading firm’s business award win down to maintaining a balance between economic support for council (which owns QRS) and its social responsibility to the people of Wairoa.

QRS won the Hawke’s Bay Chamber of Commerce 2020 Pan Pac Supreme Business Awards at the end of 2020, with Nigel celebrating the win with most of the 87 strong team and a very proud mayor in Craig Little.

The Profit interviewed Nigel on what the win means for the business and Wairoa district and what’s next for the business.

Briefly describe what QRS does? Tell me a bit about the businesses – what’s the mix of council and commercial type of business it does? Is all the work based in and around Wairoa or further afield?

Quality Roading and Services is 100 percent owned by Wairoa District Council. We’re known as a council-controlled trading organisation or a CCTO. We have our own board of directors with reporting responsibilities to Wairoa District Council councillors and have been trading for 26 years. Our speciality is civil construction and roading infrastructure. About a third of our work is for Wairoa District Council. Just under two-thirds of our work is for the Government and a small amount of work is in the private sector. We offer a full range of civil engineering skills, experience and equipment. We work mainly in and around Wairoa, which has a geographical footprint covering a third of Hawkes Bay! But we’ve also worked as far south as Bayview, north to Matawai, and west towards Taupo.

QRS was a finalist in 2019 and then took out the top prize in 2020 – it’s obvious the business was performing well – what (if anything did you do differently) to take out the awards?

Our balance between economic support for our owner, Wairoa District Council, and our social responsibilities to the people of Wairoa was, I believe, is the reason we won the Supreme Award. Last year’s award entry process forced us to look at how we navigated 2020 which was a tough year for everyone. Here at QRS a lot of the groundwork had already been done in 2019. We’d invested in diversity, growth, customer service, staff, and greater strategic thinking. We had a strong balance sheet and so were able to rise to the challenges of the difficult year. Our pre-tax profit was 27 percent higher than targeted by securing more work than predicted. Revenue was $10 million more than targeted. Our operating profit before tax and shareholder distribution to Council was $800,685. Our agreed shareholder distribution to Council was $250,000. The numbers reflect QRS’s larger, more complex and challenging contracts.

You passionately spoke out about the people of the organisation in your acceptance speech – how much of a difference does it make having a team that acts as ONE with each feeling that they are making a strong contribution to the firm’s success?

It’s all there in our overarching vision: a strong and successful company, growing the Wairoa community. Ehara taku toa i te toa takitahi, engari he toa takitini which translated means: my strength is not mine alone, it is the strength of many. We’re a family, many staff are actually family with mothers working alongside sons, brothers working alongside uncles. It makes us strong. And I don’t think any of us will forget that night. It was a fantastic feeling to be there along with QRS staff when the company’s name was announced as winner. It was a privilege to see firsthand how proud they all are of the company they work for. QRS whānau are true ambassadors for our district.

QRS is one of the largest employers in Wairoa, this a responsibility that weighs heavily – or more something that the firm wears with pride?

It’s an absolute privilege and we wear it with pride! We’re the second largest employer in Wairoa after AFFCO. Due to our location and the district’s demographic attracting and retaining potential employees can be seen as a challenge. But here at QRS our objective has always been to be an employer of choice for operational and highly skilled staff whether they be locally sourced, from New Zealand, or another country. We promote the work as a career while championing Wairoa’s lifestyle. It’s a privilege to be able to employ locals and see them thrive and flourish. We invested $7 million in salaries and wages last year.

What are the future growth plans for QRS?

We are invested in a new operations hub. The 750 square metre hub will provide space for an additional 30 staff, central meeting and briefing rooms, human resource and finance workspaces. It will be a modern fit-for-purpose building at our Kaimoana Rd depot and will help unleash our business efficiency and potential. We’re very grateful to have received support from the Provincial Growth fund to make it a reality. It’s another leap forward in the QRS journey where we invest in our most important asset, our people. They’re what sustains our ongoing growth.

As an employer – and a local business (not a large national just servicing the area) does this change your approach to how you do a job, how you get involved in the community and how you employ and upskill locals?

We operate in a remote rugged area often needing urgent, large-scale emergency slip responses. We’re the only company that can respond quickly and with the right kind of machinery and expertise from the Wairoa side. While Napier contractors work northwards, we’ll work southwards. It’s the same between Waiora and Gisborne. That emergency response capability means we’re resourced for large maintenance projects around Hawke’s Bay.

With regard to employment, many tenders are now heavily weighted on how much staff training and development is associated with the work rather than on price. Contractors like QRS must show how new and existing staff, particularly Māori, will receive training and qualifications during the project. Eighty percent of QRS staff identify as Māori and last year QRS increased its training budget from $200,000 a year to $450,000 a year. This year we have a record 22 staff in apprenticeships.

As for community support, we believe a thriving community can exist only with the support of all who live and work in it. We love giving back to the community that supports our company and its staff. In recent times we’ve donated money and services to sports teams, science and technology education and events, the Wairoa A and P Show, and the Hawke’s Bay Rescue Helicopter Trust.

As the leader of QRS – what’s the most enjoyable part of your job?

The people. The people around me who have shared values and are prepared to make a difference. Understanding what your purpose is and making sure that it is bigger than oneself is important to me. I get to work with people I respect. I get to work with people I like. I also love working with our shareholder and owner Wairoa District Council. Without their support, energy and expertise, this ‘journey’ would not have happened.

How do you give back to a team that has done so well?

I can’t emphasise enough how important recognition is, recognition for a job well done, and in front of your peers, that’s something that can never be taken away. It was an incredible night for the staff that came to the award ceremony. The next week we brought the whole team together for a shared big breakfast. The Mayor came and we were able to share the success face-to-face with everyone and pay our respects to every staff member. We did an exercise that morning asking everyone to write on a piece of paper how they were feeling. Some staff wrote lengthy sentences about their pride, joy and delight. Others scrawled things like “Too Much! and “Kia Kaha!” To me that says we are heading in the right direction.

Hastings – on centre stage – Pro Q&A with Sandra Hazlehurst – mayor of Hastings

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Sandra has a long history of involvement in the CBD. Her family owned a bakery – Warrens Bakery for many years and she also owned a fruit shop in the 90s, while she and husband Mark own buildings in Warren Street. She was also the president of the Hastings Business Association prior to being elected a councillor in 2010. In that role she was instrumental in ensuring that Large Format Retail was located near the CBD, so as to minimise the impact on local retailers.

As mayor Sandra has also strongly pushed for a hotel for Hastings, which will now be realised with Quest establishing a 44 room hotel near Toitoi, the $40 million arts and culture precinct. The final stage of Toitoi, the Municipal Building is set for completion in 2022, which will be a mix of retail and hospitality on the ground floor and the re-opening of the Assembly Hall. On top of all of this is the CBD revitalisation project and investment by private investors into commercial complexes such as The Tribune.

What are the big projects that council will complete and/or commence in 2021 that will have a positive impact on the economy?

2021 is a year to deliver on our community’s priorities; completing our safe drinking water infrastructure, new housing, revitalising the CBD and managing future growth.

This year will see significant projects for safeguarding our drinking water including the construction of Waiaroha (the water storage and education centre), the Frimley water storage and treatment facility and the completion of seven of our small community’s water infrastructure installations. Major growth infrastructure projects will continue for our roads, cycleways, footpaths and significant housing milestones are approaching such as the start of our Hastings Medium Term Housing Strategy with our partners, government and iwi and Hastings’ first spatial plan.

Other community assets will also commence, including the redevelopment of the Municipal Building, Foodeast (Food Innovation Hub) and the new Quest Hotel.

Hastings is surrounded by highly productive land which forms the backbone of our food producing economy. To manage future growth for the Hastings District, the Spatial Plan will help us understand and use the right land for the right purpose with the right infrastructure investment while protecting our fertile soils.

Hastings is regarded as the engine room of the economy? What’s council’s role in keeping the engine running?

Hastings District Council spends approximately $100m annually to deliver infrastructure, facilities and services for our communities.

Council has changed the way we can influence the wellbeing of our people, through their quality of life, and our economy. In undertaking procurement, Council has the ability to deliver additional benefits to the community and meet other strategic objectives through its supply chain. For example reducing unemployment rates, enhancing the skills of the local workforce, or enabling the growth of local markets or suppliers.

Through our new Procurement Strategy, Hastings District Council can support wider social, economic, cultural and environmental outcomes that go beyond the immediate purchase of goods and services. Part of this strategy means Council is committed to lifting Māori economic and social well-being and recognising Māori cultural values and perspectives.

To keep our economy moving, we need a skilled workforce. Through Jobs for Heretaunga, we are connecting employers and young people. This enables our young people to train and upskill so they can confidently enter the workforce through new career pathways.

HDC also has a significant role working with and supporting industries with their challenges. We played a really active role in helping the horticulture and viticulture sectors with their labour supply issues, lobbied the government and developed a seasonal labour plan to overcome these challenges.

Managing our housing crisis through our new place-based housing strategy and working with iwi, central government and developers is also important and will deliver new homes to our people.

What is council’s investment into the delivery of economic development?

Hastings District Council is a leader in Great Things Grow Here for the region.We are working with Business Hawke’s Bay, who provide key business support services for our business community. HDC has developed a Big City business attraction campaign, which includes a video series which key stakeholder businesses will be able to use as part of attracting talent and new business to Hastings.

As a shareholder of the Hawke’s Bay Airport, we have proactively supported through the challenges they’ve faced through COVID-19. Ultimately everything we do for economic development is for the wellbeing of our people – it is to create jobs.

Hastings’ economy is built on the backbone of the primary sector – agriculture, viticulture, horticulture but there’s also technology based businesses establishing in Hastings, do you see any particular technology businesses that will be more attracted to Hastings eg food related?

Hastings is the food and wine capital of Hawke’s Bay and we produce food that is exported around the world. Within these industries we are seeing innovation in many areas such as

  • Agritech and scientific development businesses in the & Hort and food processing sector
  • Robotics
  • Automation
  • Waste stream utilisation
  • Plant based production
  • Environmentally sustainable production and packaging

Our businesses in Hastings have some really dynamic ideas. New tech businesses are investing in Hastings which will develop and create a strong labour supply and an abundance of creative thinkers.

Government and council are backing a regional Food hub in Hastings, what would you like to see as the success stories that could come from this?

Foodeast brings smart thinkers and innovative companies together under one roof, creating a powerful connectivity that sparks new ideas with breakthrough technology.

The collaboration between businesses, research agencies and international opportunities ultimately creates jobs and GDP for the region.

Construction of a hotel is underway in the CBD, this is a major confidence boost for the CBD. It’s been something that you have championed since you were first elected as a councillor, why is it so important for Hastings to have a hotel?

A new hotel will increase economic activity and attract visitors to Hastings to enjoy our tourism, hospitality and business offerings. With our Opera House, Municipal Building and Plaza redevelopment we will become a national leader for

conferencing, entertainment, culture and the arts. A hotel will provide essential accommodation near the heart of this precinct for our visitors. The Hotel will also support council’s vision to have people living in the city and attract new inner city living options.

With future plans to revitalise the CBD this will all bring more activity and people to the city centre, making it a cohesive, dynamic environment to socialise and do business.

The Eastside is under a major redevelopment and at the heart of it is Toitoi and the range of venue offerings within. The last part of the jigsaw puzzle is the Municipal Building, which will also have commercial tenants. What type of businesses would you like to see in the facility?

The Municipal Building is the last piece of the Toitoi puzzle, so we’re hunting out like-minded potential tenants for the ground floor of this remarkable heritage space. We want people and businesses who will infuse this space with creativity

and passion to add to the already popular and dynamic hospitality businesses in the area.

There is a positive outlook on the Hastings economy – perhaps for the next 3-5 years. How do you think we can make this last longer?

Hastings is a great place to do business and we are proactively attracting new business to the District and supporting existing businesses. We are managing growth well, through an efficient, effective maintained infrastructure programme. We have land available for development, a secure water supply and fertile growing soils. We are investing

in public amenities to create a beautiful place to live and we know government has confidence in council to deliver for our community. With our partners we are growing a skilled workforce.

If you would to look out to 2050, what do you think Hastings will be famous/highly regarded for?

  • Hastings is a world leader in food and wine production and innovation
  • Example of a city that has reinvigorated
  • Every person has a house to call home
  • Our inclusiveness and valued diversity
  • World-leading arts and culture precinct

Bubble bursts for tourism in the Bay – but it will rise again

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Tourism was the first casualty of COVID-19 with no international tourists flying in, nor any NZers able to travel outside of the region during full lockdown. This was a major hit for many of Hawke’s Bay’s tourism operators as well as the hospitality sector.

Tourism is a major economic earner for the region, to the sum of $690 million and for sometime Hawke’s Bay like many other regions will now be relying on domestic tourism. We will also be hotly competing to lure the likes of Aucklanders and Wellingtonians to the Bay and up against the likes of Rotorua, Queenstown and Nelson. So what do we have planned? The Profit has put some questions to Hamish Saxton, the general manager of HB Tourism.

Tourism has been one of the first sectors to feel the impact of COVID-19. What was the initial response from local tourism operators?
We’re a resilient and positive bunch – but it’s hard when you remove our customers completely. But it’s not just our tourism operators – when you remove the visitor economy from the entire local economy, we all feel it. We lose the vibe and the energy of visitors enjoying the place that we love to show off. When you have no-one to show off to, it’s an extremely lonely existence!

What types of support has HBT provided tourism operators since the crisis began?
As a membership organisation, and as the representative organisation of an important sector of our economy, we worked to provide support, leadership, knowledge, guidance – and what we couldn’t do, we worked to find the right agency that could.

We wanted to be informed (so we could share what we knew), we wanted to be transparent, we wanted to be available, we wanted to be empathetic, we wanted to be the go-to.

In addition, we provided a 12 month membership holiday for members, we increased frequency of communications/updates through newsletter, revitalised our Facebook site for industry/ members, and made access really easy.

We also created an informal Friday “chinwag” sessions with members on Zoom, surveyed members/stakeholders at each level so we can represent (and understand/respond to) the needs of our industry.

We worked with visitor economy/members (eg promoted Chamber of Commerce initiative to members), developed workshops to strengthen businesses as well as worked with the hospitality sector on a deliveries initiative for Level 3.

We developed a Hawkes Bay Tourism Recovery Marketing Strategy – working to generate business from Locals, Inter- regional, the drive market (within 4 hours) and the Fly market domestically.

You were a casualty yourself – being forced into isolation early, due to being overseas. How did you manage to keep up your connection with stakeholders at that time?

It’s true, I had 9 days of quarantine before Level 4 lockdown commenced. But I had my phone, laptop, zoom, skype, messenger, and Facebook – there was not a minute when I was not contactable. Most of my ‘holiday’ was spent in a hotel room using my phone like a laptop, on emails and reading reports, dealing with the looming challenges of COVID-19 on our sector. It’s amazing how you just adapt to the situation. And then I came home and entered quarantine.

You have managed to turn quickly into looking for solutions, and have sought outside advice and support which helped come up with the Baycation idea, was it hard coming to a conclusion on what idea (s) to run with, or was this a stand out from the start?

Pre-Covid our strategic intent was developing a focus on Wellington, so the pandemic brought this forward and forced us to crystallise our thinking. The relative clarity/guidance from government regarding the alert levels meant that staycations would be the earliest stage of travel (either local or inter- regional). Staycation easily morphed into Baycation, and the concept was quickly embraced by industry, locals and media alike. Our thinking was aligned. We worked with enthusiastic supporters who were so keen to see Hawke’s Bay succeed. We knew we had to work with urgency and work in conjunction with our industry.

Is there any particular type of tourism business/offering that will ride this out better than others?
The answer will be “the types of offerings domestic visitors have demand for”. As New Zealand’s food and wine country, we know that people love coming here for our food and wine offerings, our outdoor leisure offerings – cycleways, walkways, beaches, gardens, our architectural heritage – and our climate. My understanding is that numerous businesses enjoyed our Queen’s Birthday visitors – accommodation, hospitality, attractions, activities and retail! Our challenge will be to out- compete the other 30 tourism regions in New Zealand who will be vying for the attention of our market. We need to get “more than our fair share”.

When do you think we are likely to see the big HB events come back on stream?
I really hope that Level 1 will allow big events to occur. I really hope that the safe management of our health, and our own individual respect and responsibility for the recommended social behaviour will see confidence return without compromise – and therefore the demand for events. Outdoor events may be more palatable in the first instance. We have so many great reasons to attract people to our region and planning is well underway – including the Sotheby’s Hawke’s Bay Marathon, Central Hawke’s Bay Springfling, Hawke’s Bay Arts Festival, Hawke’s Bay Wine Auction, F.A.W.C!, Holly Hospice – and so much more.

Do you think there will be an emergence of a new tourism offering – and what could this/these be?
In normal circumstances, 75 percent of our market is domestic. For the next few months, it’ll be 100 percent domestic and then (hopefully) we’ll have a trans-Tasman bubble. So, our target market already loves what we have, and they’ll be drawn to events. The domestic market will come to visit friends and family. They’ll want to see something familiar and maybe they’ll do something new, which may be something we already have that they’ve not enjoyed before. We have a lot to explore, from the fantastic heritage offerings of Ongaonga to the glorious natural hot springs of Morere (and everything in between) – there’s a multitude of different Baycations to enjoy! They’ll come for our reputation as a food and wine destination, for family leisure and for the holiday vibe. They’ll come for our authentic offerings. Demand will dictate. And lastly, perhaps there will be the emergence of new offerings that I simply can’t predict . What do they say – necessity is the mother of invention – so the entrepreneurial spirit may deliver something the crystal ball doesn’t show.

You are asking Wellingtonians to support HB and come and visit. If you’re thinking of your next holiday destination – where will it be and why?
Like many New Zealanders I have a great desire to catch up with friends and family – and to do a few things I’ve not done before. So, I’ve committed to a you-beaut 7-day motorhome holiday exploring Northland, which will tick the box for doing a few things I’ve not done before, as I’ve not been north of Matauri Bay (and it was a brief, brief visit) . . . friends and family will have to wait.

Brenda Chapman bids farewell to successful stint at EIT

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Brenda Chapman has been the marketing face and voice of local tertiary education institute EIT for 20 years. You will have heard Brenda’s Canadian effervescent accent on the local radio stations promoting the many courses at EIT.

Brenda started at EIT in January 2000 when there was just over 2000 EFTS (students) and leaves 20 years later with the EIT firmly established as one of the strong education institute performers.

She is moving to Auckland to live with her new partner and is in semi-retirement.

What is your career background in New Zealand?
I was an international commerce trainee conducting market research for the Manawatu Standard Ltd, the Timaru Herald and the Southland Times for 12 months back in 1986/1987. Subsequent roles included Marketing Manager and advertising manager for the Manawatu Standard. I moved to Hawke’s Bay in 1993 and was the marketing coordinator and then the Manager – General Cargo at the Port of Napier. I came to EIT as the Section Manager – Education and Social Sciences in January 2000 and was then promoted into the Marketing leadership role in August 2000.

There will be many highlights – what are some of the ones you are personally proud of?
The many building openings and degree launches (Bachelor of Recreation and Sport, Masters in Health Science), in the early years under Bruce Martin’s leadership as our chief executive.

The events we held to commemorate the 25th anniversary of Nursing, the 40th anniversary of EIT as well as the merger with Tairāwhiti Polytechnic and the establishment of the EIT brand in that region – EIT Hawke’s Bay and EIT Tairāwhiti.

Any funny moments that you recall?

There are many but one that springs to mind is when EIT sponsored a category at the Hastings Business Awards and it coincided with the Rugby World Cup in NZ. The Canadian team was based here – so of course I needed to support them! I wore a red dress, a polar fleece maple leaf shaped hat and a Canadian flag as a cape, whilst delivering the speech. Anything to be memorable for EIT!

Are there any special mentions of people that you have worked with closely?
The many colleagues I have worked at EIT for a long time, it’s a fabulous place to work with a very collegial environment. It’s family friendly and with a great work/ life balance.

Our connections with the business community has also been a highlight. I’ve enjoyed networking with many organisations and the sponsorships that EIT has held – Sport Hawke’s Bay, Hawke’s Bay Magpies, HB Chamber of Commerce, Hawks Basketball, Hawke’s Bay Netball, the Napier and Hastings City Marketing organisations, and the various employers.

You’ve worked under two high calibre chief executives, what was that like?
Both Bruce Martin and Chris Collins have been extremely supportive and always supported our marketing efforts. We have a team of professionals and I have appreciated the support that our employer community has given us.

You have been a champion of EIT at many events, adding your own unique character. Was that important to you?
What I love about our region is that we embrace vibrancy and accept differences. There have been many events that EIT has sponsored and I have enjoyed being able to profile EIT in a memorable way.

Will the identity of EIT remain strong on the east coast?
The people who have studied at EIT and the staff who have supported them are the foundation of the region. These people have contributed to the local economy and the improvement of the quality of health of the citizens of our region – Hawke’s Bay and the East Coast.

While there is the establishment of the NZIST organisation, the people who have studied and worked at EIT will continue to improve the economy and the quality of life of our region.

You have also been a big advocate for Hawke’s Bay – why is that so important to you?
Hawke’s Bay is a fantastic place to live, work and play. EIT is a cornerstone to that – we have over 800 people on the payroll, and over 10,000 students studying at EIT.

My focus has always been about EIT making a positive difference to people’s lives – whether that is students/ graduates and employers. Making it easier for everyone to achieve their goals – whether that is personal or work.

Video Interview with Levi Armstrong – Meke Meter innovator

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Levi Armstrong is the last of 12 interviews we have done with local business owners. Levi has 2 exciting initiatives, the Meke Meter that measures and monitords our overall well being and the other a mobile gym that will be launched at a Wellington school in a few weeks. During lockdown the Meke Meter monitored the wellbeing of over 1000 people nationally.

Here’s the final in our series of quick 15 minute interviews.

Video Interview with Rachel Cornwall of Populous People

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Rachel Cornwall has placed some of the best people in some great local businesses for many years. During Covid19 Rachel decided to reset and to launch a new business that not only finds the best talent but also how to assist businesses grow the talent within.

Rachel is a staunch HB advocate and is a local business that is certainly worth supporting!