When it comes to a favourite part of Waiaroha for DGSE as architectural designers, it’s the simple things that standout.

Ezra Kelly was the Project Principal from concept design onwards and he says the fins attached to the large water storage tanks are a stand out for himself and the DGSE team, which also included Alex Heperi as Cultural Lead and Project Representative and Stefania Ruiz as Documentation Lead.

“The fins to the tanks which act in part to ‘hide’ as much as you can 10 million litres of tank, but also add to the narrative by representing water/mist around the hills.”

With over 30 years in practice, Ezra says the Waiaroha project will be memorable from the overwhelming sense of collaboration across all parts of the project.

In my 30 years of practice this project represented the best experience of collaborative design, not just from within the core project design team – but amongst artists, client and most significantly mana whenua.

He adds that the most meaningful space for his team is the Mahau (the entry porch). “Seeing It in use at the opening event showed that Waiaroha had a broader use than simply education.

“Te Whare Waiaroha has been designed with whakairo, traditionally carved mahau representing the whakapapa of wai according to local iwi Ngāti Kahungunu ki Heretaunga which welcomes whānau into the whare from the marae atea.

Within the overarching narrative of the journey and Whakapapa of water – the education building was essentially the forest, given life by the water. ‘Ki Uta, Ki Tai’ from the mountains to the sea was the narrative woven through the site with the education centre representing the domain of Tane Mahuta, Atua of the forest.

The architectural design intent of the building was based on a forest canopy providing a sense of connection and transparency between the interior and exterior spaces.

Tane, also known as Tane nui a rangi was responsible from ascending to the upper most heaven to obtain the kete of knowledge which was also visually interpreted into the design of Te Whare Waiaroha.

Hawke’s Bay businesses played a vital role in the nearly $100 million investment to ensure Hastings District residents have safe drinking water. Just seven years on from the Havelock North water crisis in 2016,

Hastings District Council has delivered a major infrastructure project that includes two major water treatment stations, four large water storage tanks and seven small community drinking water set ups. Council could have stopped there but over a Friday night after work drink, project manager Graeme Hansen and landscape architect Shannon Bray of local firm Wayfinder pushed the boat out from a typical boring infrastructure project and sow the seed for a world-first Water Education Discovery facility.

Stunning carvings are a feature of Waiaroha Council was already part way through the project, which started when local 3 waters and civils business Drainways undertook a watermain upgrade in Havelock North, which was the start of de-commissioning the drinking water bores that were compromised and over 5000 people falling sick. As director of major projects at Hastings DC Graeme said that Friday night chat went well beyond the scope of a water infrastrcuture project.

The vision of Waiaroha was a desire to reframe our thinking about water, not only from an infrastructure sense, but also in a more holistic way. “If you reflect on our current approach to 3 waters, we don’t interact with it in any significant way other than to see it come out of a tap as drinking water, push the button on your toilet as waste water and to wash it down the drain as stormwater. “We spend little time reflecting on where it came from, what we do to it on its journey from source to end use, and of more significance, where we are going in this climate changing world.”

He says blending engineering, science and Matauranga māori principles created an opportunity to make water and the process of water more visible and to Tanks and the water treatment plant encourage reflection on where we have come from, sometimes looking back to move forward.

“What we have now is a state-of-the-art water processing and treatment facility but it will be interesting to see what state of the art looks like in 10, 20 and 50 years time. “I’m confident young minds and the next generation will surprise us in this area and this project is hoping to provide that catalyst and opportunity.

Graeme admits it was also a risk that was supported by council chief executive Nigel Bickle and elected members.

“Nigel’s support was unwavering support as was that of the mayor and councillors and especially with a vision that looked to challenge the norm and encourage lateral thinking about water.”

As an engineer Graeme had to open his eyes to water being more than it flowing from the tap and better understand the principles of Atuatanga, Rangatiritanga, Kaitiakitanga and Manaakitanga, which was led by Hira Huata.

Graeme says Hira provided guidance and accountability for this project as the principal cultural advisor, ensuring the Waiaroha values were fully embedded in the development of council’s thinking, through to the tangible elements of the centre.

It has been a journey of enlightenment and awareness raising to truly work on a project of co-design and testament to what can be achieved,” he says. Graeme said the many businesses involved, should be incredibly proud of what has been delivered.

“For those involved in imagining, designing, building and delivering the Waiaroha project, it’s important to reflect on the significance of what has been achieved and be proud of your role in it. “

When you think of Apple and innovation, you’re probably thinking of Steve Jobs and the iphone, but Hawke’s Bay is the home of another apple innovator, but of the eating kind.

Prevar developed the PremA96 apple variety (cultivar) that has become a global sensation under the brand name Rockit™, a pint-sized apple that has rocked the conventional snack food category through the work of Hawke’s Bay based business Rockit Global who own the brand. Prevar, formed in 2004, is a private joint venture company owned by the apple sector between New Zealand Apples & Pears Incorporated, Plant & Food Research (New Zealand) and Apples and Pears Australia Limited.

Prevar chief executive Tony Martin has ambitions of ensuring many more premium New Zealand apple brands or “number one hits” propel New Zealand’s PREVAR chief executive Tony Martin global apple market share from around 1% to 5-10 percent. PremA96, its first international number one is now sold in over 30 countries, and grown in eight – such as New Zealand, the US, the UK – and is regarded as a premium high value apple variety, not a commodity apple such as Royal Gala.

At any point of time Prevar has around 200 new varieties in stages of R&D that are narrowed down with only the best of the crop making it into full production.

In 20 years Prevar has commercially licenced 17 varieties and entered into a total of 33 license agreements. It holds more than 170 trademark registrations across the globe. Tony says the Prevar business is centred around four core areas – consumer insights-driven innovation, a world-class breeding programme (with Plant & Food Research), customer-centred commercialisation, and industry & category Leadership.

He says that although the New Zealand industry remains at the forefront of innovation and premium quality in the global industry, it is constantly challenging its thinking and pushing the edges of innovation, to maintain and enhance its competitive advantage as a value creator.

“We are an innovation company and I think it’s important to recognise that a big chunk of our revenue is reinvested back in to R&D so that we stay at the forefront with the best products.  Each year in June, apple growers and marketers are invited to an open day to see the latest varieties on offer.

“We’re owned by the industry, so it is an open forum and everyone can try the apples and put in an expression of interest. When we see a big opportunity for an apple to be globalised then we will look at prospective licensees ambition, markets.

“We’re owned by the industry, so it is an open forum and everyone can try the apples and put in an expressions of interest. When we see a big opportunity for an apple to be globalised then we will look at prospective licensees ambition, capability and capacity to grow as we know it takes immense resources to make new varieties a big success in international markets.

“We enter into a testing arrangement and the prospective licensees get some trees to plant, which are monitored over a number of years,” he says.

Apples with the greatest chance of global success are actively promoted and agreements are reached via commercial negotiations. Groups of individual companies may get together to create a marketing entity to license the new variety or it may be licensed with larger integrated growing, marketing and export corporates so as to fully maximise the opportunity, which in-turn helps bolster ongoing investment in future varieties.

“What we don’t want to do is spend lots of money developing a great variety, get it to the start line and then it doesn’t get maximised to its full potential,” he says.

Presently several millions of dollars are invested each year with Plant & Food and its world leading breeding programme  and the more number one hits, the more money can be invested to stay ahead with the latest innovation.

“It gives us more opportunity to do different things such as look at really distinctive product characteristics and new breeding technologies to expand our reach and create more jobs across the industry and higher returns to growers in New Zealand. It gives us a chance to look at potentially replicating what we do in New Zealand in offshore markets.

Identifying a new global sensation starts with understanding what the market wants and then looking at how to create a product that appeals. So far, the success rate is about one in 50. “The product concept is primarily market driven, so we look at where we see
an opportunity for a particular type of apple.

For example, with PremA96, it was a snack apple for health conscious parents to buy for their kids instead of an unhealthy option while Dazzle™ is a sweet, crunchy red skin apple that appeals to an Asian consumer base.”

Akin to a wine maker or a craft beer brewer, the breeders mix and match genetic attributes to develop a new variety. “We review the genetic material and cross different “parents” and then we observe the performance of the tree and the fruit to determine what other tweaks or additions need to be made.”

“There is an element of crystal ball gazing too as we are developing a new product that takes many years to get into full production. What we think is popular today in terms of flavour characteristics might not be popular to a consumer in 2040.

Tony says the next generation of apples with strong consumer interest may include a greater focus on the functional health benefits. “We all know an apple a day keeps the doctor away, but how many people know why?

“We are exploring new varieties that offer a better nutritional composition that is high in the likes of fibre and vitamins, so this will be a new dimension to add to the product brief.

Imagine a ‘fit apple’ that not only keeps the doctor away but enhances your wellbeing and your performance physically and mentally. This might not be too far away.

“We want Hawke’s Bay to continue to be the premium fruit growing region and innovation hub, not only in New Zealand but in the world. We’re very fortunate to have an incredible team of scientists based right here in the Bay that are the very best in the world at what they do.

“A key driver of our business is we bring out the best innovative stuff from New Zealand and to genuinely scale the industry and to get a better returns to grower as competition around the world is fierce. For every global hit the royalties created are invested back into research and development to keep the New Zealand industry at the forefront.

The more success Prevar has in developing new apple cultivars with its shareholder partners that are then licensed to reputable growers and exporters both in New Zealand and globally, the greater the economic returns will be to Hawke’s Bay and the wider industry. We grow the best apples in the world here. Yeah.

And we wanna maintain that. And that will always be in exporting our premium varieties from New Zealand to key offshore markets and growing our some of our other varieties closer to consumers. Both of these are really important parts of our growth strategy. If we can grow from 1% market share of the global industry to 5% or 10% then we’re going to have to do things a bit differently from how we have grown the industry so far,” Tony says.

Two large water tanks in Hastings city had the potential to be a big eyesore, so when Graeme Hansen from Hastings District Council invited local landscape architect Shannon Bray to a meeting about how to dress it up a bit, no-one would have ever thought of what has become a world first.

“Graeme rang one morning and asked whether I could come and talk with him about a new water tank the Council needed to install in town. “He was concerned about the size and wondered what my thoughts were on how we might be able to mitigate it. We talked about ways to integrate the tanks into buildings, or to plant trees around the perimeter of the
site. But we were both keen to explore less conventional methods to visual screening.

The discussion turned to why the tanks and treatment plant where needed (an infrastructure solution to the Havelock North crisis in 2016), and how maybe there was an opportunity to use them as a positive response to that event.

The idea sparked to tell the story of water.

“Graeme tasked us (Wayfinder) to put together a storyboard to showcase what we’d discussed. Over the following week we developed a vision document that outlined the concept, giving it the working title of ‘Water Central’ until we were gifted the name, Waiaroha, by Ngāti Kahungunu.

Te mauri o te wai, the life essence of water
So easily taken for granted by the simple turn of a tap, but becoming one of our most complex problems
Imagine a place where we could all come together to learn and respect water
Where spirituality and the meaning of water could be explored
Where the value of water is explained
Where the journey of water can be better understood And where everyone can engage
We call it [Water Central] – an educational and immersive facility that focuses on water in its entirety and is integrated with Hastings Water Infrastructure.

Shannon says that the Wayfinder approach is that ideas are born through exploring the values of a project or place. The original discussion for Waiaroha was about questioning what the tank and the treatment plant were for, why they were needed, why did they need to be where they were.

“We do this with all our projects, we aim to dig to the bottom of the rationale to find out the core values and explicit requirements. From that we can then start to develop the most appropriate design outcomes.  The initial request was to find a way to mitigate the presence of water tanks but this then turned to the opposite of hiding them to using the water crisis in 2016 and turn it into a positive.

The infrastructure was a direct and deliberate response to a nationally significant crisis. We needed to be clear about that response. When you put it this way, delivering what we delivered is obvious – it couldn’t have been anything else.

When the idea was pitched to the Council water team, their immediate reaction was of nervous energy. They wanted curtains so they could close the view down when they were doing maintenance. But when we explained the vision, they understood and realised that they too needed to be visible, accountable, and actually proud of the work they do. It was remarkable how quickly they came on board.  Shannon took on the role holding the project vision and being the ‘facilitator of clever people’.

He did most of the vision writing and storytelling in terms of the original concepts, and assisted Graeme in telling the story to Council.

The Wayfinder team, including Lizzie Burn and Megan McBain, led the master planning for the process and also engaged with mana whenua to come up with the design story, collaborating with the architects, DGSE to develop the building location, footprint and narrative. They also worked closely with the tank and treatment plant engineers to help get them across the vision and respond their designs accordingly.

Finally we worked with the remainder of the engineering team, with Stitchbird (who developed the educational elements), and with the project manager to see it all come together.  As for the final outcome …

“We couldn’t be happier. Projects like this come around very infrequently. To have such a strong vision and a client willing to see that vision so clearly delivered is rare.

“When you have been involved in a project for so long (this occupied a space in my brain for over four years) it’s so rewarding to hand it over to the community and see them love it, use it how it was intended, and talk proudly of it as if it were their own.”

Bricks and mortar retail is no longer the main reason to go into the CBD’s of Hastings, Havelock North and Napier.

The continued growth of online shopping is reshaping our CBD’s to be the heart of our cities as a broader mix of living, working and play areas. Councils and private developers such as Wallace Developments and entrepreneur Michael Whittaker have invested many millions to revitalise our CBD’s in recent years. Hastings District Council has recently completed a 10 year revitalisation plan for the Hastings CBD which culminated in spending $60 million redeveloping the historic Hawke’s Bay Opera House complex – now called Toitoi.

As well as an arts and culture hub it has attracted new hospitality offerings such as Craft & Social, Cellar 495 and Long Island Delicatessen, joining the other more established Fun Buns, the Common Room and Brave. Hastings’ first ever hotel, Quest, has also just opened.

The council has also revamped pocket parks and bought buildings to be replaced by lane ways, improving connectivity between Heretaunga Street and side roads. The investment has in turn attracted new businesses into the city such as Datacom, Fingermark, AskYourTeam, along with luring the region’s economic development support agencies such as Hawke’s Bay Chamber of Commerce and Export HB from Ahuriri, Napier.

The Tribune complex has also become a major feature of the CBD and other buildings that are being redeveloped include the former Breakers restaurant, now called H Central and the Westpac high-rise complex.

Council also went through a resource consent application to covert the old Farmers Transport building in Queen Street into apartments. In June and July there was a flurry of resource consent applications for Havelock North, perhaps to get in before the new development contribution rates come into effect.

A Quest hotel is proposed for Joll Road, a new commercial complex on Havelock Road and stage 3 of the mixed-use retail, hospitality and offices in Joll Road.

Colliers Hawke’s Bay Director Danny Blair is the Bay’s leading commercial deal maker, having been involved in many significant sale and lease deals across the region’s CBDs. Danny says Hastings, Havelock North and Napier CBD’s are all close to commercial office capacity and the region is facing a significant shortage of premium office space. He says the renaissance of Hastings has provided renewed confidence thanks to quality developments such as Tribune Development, 101 Queen Street East as well as major investment by council. “Hastings has certainly turned the corner and there’s some great examples of quality development that we can showcase to prospective tenants.

“The biggest issue however is car parking for staff and it makes it significantly harder if you’re pitching to businesses with large workforces.” Napier, which lost some momentum due to a drop in tourists, is now also showing promising signs with Colliers negotiating the Wallace Developments purchase of Dalton House and Vautier House, the largest office setting in the region at 8400m2.

Danny says this project is a game-changer for Napier, invigorating its commercial landscape and adding to the city’s vibrancy. Te Whatu Ora Hawke’s Bay (formerly the Hawke’s Bay District Health Board) will be the anchor tenant, taking up over 2100m2 of office space. “This has created some really strong interest from other prospective tenants and we believe it will be filled quickly. Havelock North continues to transform as a high-end retail, hospitality and professional services precinct and Danny expects some exciting new developments to be announced in the next twelve months. “

Joll Road has changed dramatically already and a Quest Hotel resource consent has been lodged and local developers have also acquired the properties from BNZ to Westpac
on Te Mata Road with an eye for an exciting multi-million dollar complex. As our CBD’s transition and expand the CBD business associations will be looking to ensure their retail and professional service members benefit as well as ensuring visitors get a positive experience.

Hastings Business Association’s acting general manager Emma Sey is excited about the future of her CBD, and although there has been growth in online shopping, nothing can replace the experience of going into retail stores like Thomson Suits and Hutchinsons Furniture. “I have no doubt that online shopping growth will continue to impact CBD’s, retailers in particular, however that doesn’t replace the experience of visiting a store to browse and view items, nor does it replace the strong desire to support local businesses within local communities.

“I still see CBD’s offering more boutique retail options, alongside eateries, services, health & beauty; they will all still have their place in the future,” she says.

Napier Business Association general manager Pip Thompson has the same sentiments and a vision for a CBD that is more accessible as well as offering more inner CBD living. Pre COVID19 Napier was the CBD of choice for many locals, especially with a wider mix of national retailers, but with tourism being a major casualty of lockdowns, more building lease signs went up. Unperturbed Pip and Napier City Council are looking at the many positives including the welcomed return of cruise ships and major events.

“We can expect CBD offerings to evolve and adapt to meet the changing needs and preferences of consumers. “For example, keeping our variety relevant, ensuring businesses are well supported so that they stay in the CBD. More indoor/outdoor dining, as well as more experiences and experiential shopping.”

“A CBD that is accessible to everyone, no matter where you live and work and we would love to see more permanent living options such as residential spaces and co-living arrangements, and serviced apartments, allowing people to live and work in close proximity to the CBD.” Pip says.

Havelock North Business Association lead Emma McRobbie says the village CBD experience is ever-evolving and sees an opportunity to enhance further using technology and encouraging innovation. “The significance of the physical CBD remains, offering unique experiences and fostering a sense of community. “By integrating technology, encouraging innovation, and adapting to changing consumer preferences, there is an opportunity to create CBD’s that becomes an immersive hub of activity thus drawing people in.

“Exploring concepts such as more permanent living arrangements, community spaces, and engaging events can help ensure that the CBD remains a vibrant and essential part of people’s lives,” Emma says. All three associations are funded by a targeted rate or levy which is administered by councils. Napier also receives some top up funding while Havelock and Hastings pitch for funding support for promotions and events. They also advocate for their members on issues such as parking and streetscape enhancements.

For Pip, the area that needs most of an overhaul is Ocean Boulevard Mall, which she says is completely vacant and is a high value, high traffic area that negatively impacts on vibrancy in the CBD. Emma in Havelock would like to see a major overhaul of the central public toilets and CBD rubbish bins.

“Ensuring clean and accessible public facilities is crucial to providing a positive experience for both residents and visitors. By investing in the improvement and modernisation of these amenities, we can enhance the overall appeal and functionality of our CBD, creating a welcoming and convenient environment for all.

In Hastings, Emma Sey would like to see landlords enhance their historical buildings in the western blocks of Heretaunga Street, while also saying it’s time for a focus on Stortford Lodge – an area that sits outside of the associations mandate.

“The west-end of Heretaunga Street has some beautiful historical buildings that do need landlord attention which would benefit the entire CBD and the landlords themselves as work put it would give them a broader range of tenant options. While outside of our associations zone, Stortford Lodge coming into the main CBD is an area that requires some attention and beautification.

As the region recovers from Cyclone Gabrielle and an expected tightening of discretionary spending the associations are looking to roll out promotional campaigns to keep foot traffic and consumer spending up. Hastings will continue to roll out its ‘Discover Hastings’ campaign to encourage both locals and visitors into the CBD.

“We’ll also be working closely with partners to help promote the many key events on offer over the next few months including the ongoing Hastings 150th celebrations, Blossom Festival, HB Arts Festival and more.”

Napier has already held a successful campaign to get more people into the CBD following the cyclone as well as a series of events such as themed business breakfasts and street food events. “We launched ‘We Are Open’, which was designed to promote our city’s recovery post-Cyclone Gabrielle using our membership and the community.”

Havelock North has also finished a ‘support local’ campaign and will launch a hospitality promotion to showcase the diverse culinary experiences available.

“Looking ahead, we intend to launch a domestic tourism campaign, inviting visitors to explore and enjoy our vibrant CBD.

“Lastly, as the year draws to a close, we plan to implement a ‘Gift Local’ promotion that will encourage residents to support local businesses during the holiday season. As CBD’s are more activated both during the day and evening, it is hoped that some of the safety issues are overcome, something all three CBD advocates hope for.

Other challenges they face include high cost of living impacting consumer spend, seven-day staffing and streetscape maintenance.

“As Havelock North continues to grow, the need for more car parking spaces becomes increasingly apparent. Addressing these infrastructure concerns is crucial to enhance the overall accessibility and functionality of the CBD, providing a more pleasant experience for residents and visitors alike.”

Our CBD’s are in good heart, with strong commercial tenants as well as retail and hospitality offerings.

Aerial view of Foodeast-haumako A multi-million government and council funded food hub could be without tenants when it is set to open in March 2024. The project has been marred with delays, a redesign to fit a revised budget as well as delays in the appointment of additional board members and a chief executive.

In July, the board of Foodeast-haumako promoted a walk about of the region’s home of food and beverage innovation to drum up support, along with the introduction of a potential but not yet committed tenant, Skybright. Foodeast-haumako chair Craig Foss, appointed by the Hawke’s Bay Regional Council’s investment arm HBRIC, has dismissed any concerns in lack of signed up tenants, saying the board is working with companies which have expressed interest directly.

“There are seven companies with which the board is in discussions with, all at various stages of consideration. He added that no other companies are able to be named at this stage and as
of the beginning of August, no tenancy prospectus had been sent out nor any available information on tenancy rates.

He hoped that an interim CE would be in place to manage this important stage of securing tenants and seeing the completion of construction, set to end in November. A commercial agency may be required depending on how current discussions turn out, he says. Of great concern would be that HBRIC has an expectation of a 6% annual return on its investment and with a warehouse and some meeting rooms, there must be some uncertainty from investors. Potential tenant Skybright is an innovative health food company, that creates fermentation-derived novel protein products.

Skybright owner Steve Boggs is excited about the opportunities of establishing a presence at the food hub.

“We consider that foodeast-haumako offers an enhanced fit-for-purpose facility where we can develop and test our products for the local and international markets. We are very keen to see it reach its potential.”

Craig says “it was fantastic to have Skybright present to our shareholders, funders and others working alongside us.

“The presentation by Steve gave our partners a snapshot of the huge difference this facility will make to primary industry in our region.”

The vision of the facility is one of innovation – providing the food and beverage industry with connections that will assist businesses to develop new products and enhance existing ideas, to take them to national and international markets.

Foodeast-haumako is forecast to add $100 million to the region’s GDP over 15 years and 500 new full-time jobs. Investment in the project is in excess of $18m with HBRIC putting up $4 million for a 67% stake holding with Hastings District Council and Progressive Meats having a 16% share each.

The project was supported by a $12 million grant from the Ministry of Business, Innovation and Employment, which will underpin most of the construction costs.

The foodhub project was initiated by Hastings District Council in 2018 with the ambition to develop new products and sustainable ways to meet the food needs for future generations.

It’s been a year of strong success amid enormous challenges for the team at innovative snack sized apple company, Rockit Global Limited, which has taken out the Marketing Team of the Year at the TVNZ NZ Marketing Awards, and the Marketing Campaign of the Year Award at the Asia Fruit Awards in Hong Kong.

The TVNZ NZ Marketing Awards celebrate the collective excellence in strategic and creative thinking that goes into award-winning marketing. They recognise exceptional marketing and marketing professionals that shape successful businesses across all aspects of the discipline.

At a ceremony held at Spark Arena on Wednesday, Rockit’s Global Marketing Team accepted the Team of the Year award, for its incredible collaboration across the entire business to drive Rockit results and growth in a challenging year, amid strong competition from New Zealand’s top marketing teams.

Rockit General Manager Global Marketing, Julian Smith, says the team were nominated by the business for its strong response to Cyclone Gabrielle which brought unforeseen challenges amid what was set to be Rockit’s strongest season yet.

“It’s been a challenging year for our teams, growers and the business with Cyclone Gabrielle wiping out 30% of our crop. It was incredible that everyone was accounted for across the business and the team really rallied, finding a way to put more product into market and remodelling the global business marketing model with all stakeholders to put the company in a position to meet its KPI’s.

“Led by the marketing team, Ready. Set. Rockit. became a call to arms to drive out culture across the business, while also localising in key markets to engage consumers and create value added marketing. We couldn’t be prouder to accept this award which is a credit to the entire Rockit supply chain – from our growers, to our orchard, packhouse, office and global teams – in a tough year,“ says Julian.

Rockit was also awarded the AsiaFruit Marketing Campaign of the Year Award for its innovative efforts in China, through its collaboration with world-leading entertainment franchise, Pokémon, in an extensive 12-week omnichannel campaign to celebrate China Children’s Day on 1 June.

The premier annual awards celebrate excellence and recognise outstanding achievement across Asia’s fresh produce business.

Leading Pokémon character Pikachu featured prominently across Rockit’s channels in China, including digital and social activity, in-store activations, events, packaging, and promotional materials.

“We are incredibly proud to have won the Asia Fruit Award for Marketing Campaign of the Year for our consumer-led, omnichannel campaign through our collaboration with Pokémon,” adds Julian. “Pokémon stands out as one of the world’s leading branded properties, enabling us to connect with millions of new consumers who are looking for innovative brands that are fun, engaging and highly collectable for all ages.

“This recognition is another significant milestone towards our goal of becoming the world’s most loved apple brand, and we’re excited to be encouraging millions more consumers to try something new, do something different and Ready. Set. Rockit!”

The region’s rebuild of bridges and roads is set to cost more than $1 Billion and a provide a pipeline of civil infrastructure work that could stretch out for the next decade. But what businesses will benefit?

Large national and multi-national businesses have already formed alliances with Waka Kotahi while a local-centric procurement pledge (progressive procurement) by local council’s has locally owned and operated businesses hoping that they will receive their fair share. Since the cyclone and up to the end of June $61.3m has been invested in Response road repairs and reinstatement.

Hastings District Council transportation manager Jag Pannu says if capital works continue at this rate, the council’s recovery programme could potentially be delivered over the next seven years with a total investment of over $700m. The first two projects are the Puketapu and Matapiro bridges, which are expected to be completed within 18 months. Jag says although council tries to ensure local firms get project work, there’s a broad range of considerations as part of their tender and procurement processes and policies.

“The works are and will be procured in accordance with Council and Waka Kotahi’s approved procurement strategies. While Council supports local businesses, there are so many other lenses we have to look through, such as value for money, skills and experience, capacity, the Fair Trading Act, and government procurement rules. Jag adds that national and international firms do employ locals as well as subcontract work to local suppliers, where possible.

“Both local and national firms employ local people. In both cases, the council will be supporting and encouraging local employment. With the largest scale of projects in the history of the region Jag says the programme streams and local businesses that could benefit offering services in community engagement, project management and co-ordination, consultancy support in engineering design and construction of road and bridges.

The Profit spoke to several local business owners that have a role to play in the many projects which they say have significant benefits in employment opportunities and increased local investment back into the community.

Two newly established regional agencies, the Regional Economic Development Agency (REDA) – funded by all councils and the Hawke’s Bay Recovery Unit – funded by the government are also on the progressive procurement bandwagon.

Cam Wylie, chief executive and owner of RDCL says the cyclone rebuild offers a generational opportunity for local firms of types, shapes and sizes, particularly engineering and construction related, to develop and grow meaningful capability.

He says the local benefit should be significant but local engineering and contractor businesses in Christchurch and Kaikoura saw little benefit from the earthquake recovery investment. “SCIRT (Christchurch) and NCTIR (Kaikoura) are often touted as good examples of local benefit.  They are not.  “Many local (engineers, contractors) saw no benefit at all.

If you were ‘in’ the select few, basically large, multi-nationals you reaped serious coin.  That is a massive imbalance of tax-payers distribution of wealth and must not be repeated.” Cam says one of the most significant benefits is wholesale upskilling of the local population.

“There is an opportunity to lift skill levels across the business community to leave real resilience and inject money into sectors to strengthen and leave a legacy of significant capability so that we can manage similar events as they come in the future.

“It is a moment to get a ‘ticket’ (qualification) for almost anyone who wants it.  He adds that local businesses like RDCL have a deeper understanding of the environment and localised natural landscapes and features than national or international companies.

“The initial response at least must be able to come from locally competent Sixteen bridges were destroyed by Cyclone Gabrielle players to put assets such as roads and bridges back together, understanding future vulnerabilities and building in resilience that locals know about through living here.

“The unique culture of the East Coast must also be recognised. It is not for everyone to come here and operate. There is a way to be successful here through engagement. It’s not for
‘out-of-towners’ to fly in and operate. We know that will go down like a bag of cement!

He adds that local capability is essential for future recovery as national assets cannot be mobilised into areas cut off by landslides, rivers and bridges.

Strata Group director Russell Nettlingham says local businesses have a greater commitment to the region, and therefore are more loyal.

“Locally owned and operated businesses will remain in the region long after the rebuild is complete and large multi-nationals have a much higher staff turnover and don’t have the same commitment to the region.  In his view multi-nationals are more profit driven businesses, with profits not Rail connection between Napier and Hastings invested into the local economy, instead going back to offshore shareholders.

“Giving them the lion’s share of the work is not building resilience in our community.” Often a concern on using local firms is capacity but Russell says that as well as a team of 35 professionals, existing partnerships with similar businesses provides scale to over 180 engineers and technicians. Russell Roads chief executive Gavin O’Connor says large scale projects enables investment to upgrade plant and machinery at the same time as investing in talent.

“We will be able to employ and train more people who will remain employed locally long beyond the rebuild works. “It goes without saying, money spent with local firms finds its way directly back in to the local economy bringing a double benefit of the spend.”

He says another benefit of a large work programme or ‘boom’ is it can be managed in a more sustainable way.

“For example, bringing in large numbers of contractors from outside the region can have some dire negative outcomes.  It creates false inflation of housing demand and costs and those issues will have impacts that long outlive the rebuild timeframe. Bringing in people locally who are already here and can build sustainably will better limit these impacts.”

Drainways managing director Mark Currie also raises a red flag that too many out of town contractors establishing a presence due to could oversaturate Temporary bridge at Waikare the local scene long after the rebuild is over.

“There’s always opportunities that come out of these disasters but if too much work is given to out of town contractors it will have a twofold effect. “Once it’s all completed, what will the contractors that have come into town do? I think they’ll try to stay on and it’ll end up another race to the bottom for most companies competing in a smaller market and with too many contractors.”

He adds that most locals were affected by the cyclone in some way and by giving locals work not only helps them financially get back on their feet but also helps their mental wellbeing.

“Seeing other contractors come into the area and get work that we know we could do and handle doesn’t give any encouragement, motivation or confidence that the councils are looking
a natural disaster out for the locals and trying to support them.”

“I fully agree that the work out there at the moment is way too much for us locals to complete and I’m all for getting this place back to as normal as possible as quickly as possible but I think there should be some way for the councils to liaise with the local companies to find out how they’re doing and also what else they need to succeed and survive in these current times.

Hastings-based land development consultants Development Nous is also waiting for a role to play.

Business Operations Manager Will Newall said the firm attended presentations early on around the alliances but then all went quiet.

“We attended presentations based around two separate alliances, which looked like it could deliver what is needed by our community. Subsequently, we were then told the model is a direct engagement, and not an alliance, but to be ready for when someone needs your services.”

Will also agrees with the other local businesses in that they are similar to first responders after an event and have just offered support without thinking of their bottom line. “As a business community, we have all rallied around the people who needed assistance, often without compensation. Moving forward, I believe it’s essential that the process draws as much on local knowledge, expertise and relationships already embedded in our community as it does on the resourcing ‘grunt’ that larger companies outside the region can potentially provide.

“One of the key reasons as to why we are in business and why I specifically work at DNL is our having a significant influence on the sustainable development and improvement of our communities that we all live in.

“Being involved in cyclone recovery work in our own communities as locals working for locals means we are truly invested in doing what’s right for our future as a region,” says Will.

At Russell Roads, Gavin says they’ve done pretty well so far across their civil infrastructure capability as well as quarry materials and having the only operational Asphalt plant locally and supply product to all of the large and small contractors.

The business has been directly involved in cyclone response works for Hastings DC, CHBDC and Waka Kotahi as well as sub-contractors to Fulton Hogan and Higgins across the Hastings and State Highway networks. Their Mohaka quarry serviced the Wairoa clean up and response works while their Hastings and CHB quarries have serviced some of the local demands.

Going forward Gavin says they have repair works in the Waimarama and Maraekakaho areas with Fultons and are working directly with Waka Kotahi with bridge repairs on SH2.

Tukituki MP Anna Lorck strongly supports local businesses getting their fair share of the investment.

With economic forecasts suggesting Cyclone Gabrielle might take a $1b bite out of the Hawke’s Bay horticultural industry, Anna says any loss in this sector could be offset by infrastructure work. The Government has committed just over $1B for state highway rebuilds in Tairāwhiti, Wairoa, Hawke’s Bay, Coromandel and Northland.

“Hawke’s Bay and our impacted communities have been hit hard by the cyclone and need ongoing support to help rebuild their lives, and that means building back stronger and much more resilient infrastructure.

“A big part of that is ensuring a proactive approach that guarantees Hawke’s Bay gets as much opportunity as possible from the work ahead. And, as we do, this does create a once-in-a-generation opportunity to grow our capability and capacity and build the region’s workforce with transportable and new skills.

“This also has the significant benefit of the money earned going back into the region’s economy, further supporting local service
providers, hospitality and retailers – those businesses that are also so critical to our regional growth.”

Waka Kotahi Regional Manager of Maintenance and Operations Jaclyn Hankin says the procurement plan is in place to ensure locally-owned contractors and consultants benefit from the rebuild.

This will be via the Transport Rebuild East Coast (TREC) Alliance which is a collaboration between Waka Kotahi, KiwiRail, Fulton Hogan, and the existing maintenance contractors for the two regions; Downer and Higgins.

The alliance will lead the design and delivery of physical works on the state highway and rail networks over the coming years and Jaclyn says there’s plenty of project work for local firms and the alliance will complement – not replace – existing resource within the region. “Waka Kotahi is committed to a regionally led recovery and centrally supported approach to the future of the East Coast’s transport networks.

“Waka Kotahi and KiwiRail have developed a strategic procurement plan based on an ‘East Coast first’ philosophy, ensuring locally owned contractors, who know Hawke’s Bay, the Wairoa district and Tairāwhiti best – is critical to ensure we meet current and future needs.

“The East Coast has a strong pool of hard-working, skilled and experienced contractors, consultants and suppliers who understand both road building and the East Coast whenua.

She says a number of locally-owned organisations are already involved in the recovery work that has been ongoing over recent months and the alliance will continue to work closely with these organisations, and other locally-owned contractors and suppliers.

A professional services sub-alliance is also being established to ensure the design element of the process is well resourced. Like the construction element, this will include both large consultancies with national scale as well as smaller locally based consultancies that have significant experience within the East Coast.

REDA’s project manager Michael Bassett-Foss says to get local businesses ‘procurement ready’ they have hosted meetings with councils, government agencies and providers. He says participants provided input into a stocktake of developments in the progressive procurement space, identified key constraints and opportunities for progress but he says it will take time to develop the framework and systems to ensure its success. There is no monitoring or reporting of involvement by local businesses, but it should be the first step, he says.

“This is work in progress. It will take time for agencies, including councils, to develop systems to be able to capture and report on relevant metrics. Michael says REDA is keen to work
with the recovery agency to wrap the civil infrastructure alliance into the progressive procurement framework.

The Government already has a mandatory requirement to report on progressive procurement metrics and although all councils have signed up to a regional procurement policy, reporting isn’t required.

“Multiple central and local government agencies will be procuring and funding the alliance for the work they do, so efforts will need to be coordinated across these multiple parties. Michael sees the major benefits for local businesses as being more long term; an ability to creating a greater pool of capable and experienced local suppliers and staff, skills and capability development for locals and pathways through employment.

The short-term financial benefits through the regional economy are helpful, but after the bridge is built or the road repaired, progressive procurement will leave a more skilled and employable workforce that can continue to support Hawke’s Bay into the future. “This is where the value is. Employing local will also deliver more engaged communities with associated social and wellbeing outcomes.”

Ross McLeod is leading the region’s recovery agency (RRA). He says central and local government hold different procurement approaches based on progressive procurement and central government targets. He says a yet to be finalised progressive procurement framework will offer many benefits such as preferred use of local suppliers, increased use of Māori suppliers, increased local level employment and training and targeted outcomes to improve training specific outcomes for rangatahi Māori and Pasifika training and employment.

“As pipelines of work are developed, further work will take place to define how local businesses are involved in each area of procurement activity.”

Both the Regional Economic Development Agency, with RRA support, has suggested an auditor be installed to ensure Hawke’s Bay labour and expertise is definitely involved across the various rebuild projects.