Flexibility the key to employment – insight into youth development

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The COVID-19 pandemic has affected business in different ways, including impacting employment rates across the country. According to a recent report from Statistics New Zealand*, unemployment rates for men actually fell for the June 2020 quarter. However the same could not be said for women. Unemployment rates for women rose in the same period, and the number of women who want to work but can’t find employment (known as the under-utilisation rate) has increased to almost 15 percent. Astonishingly, around 60 to 70 percent of those who lost jobs during the height of the pandemic were women.

Hawke’s Bay local Sarah-Jo Barley is on a mission to increase employment opportunities for wahine in the district. Three years ago Sarah-Jo founded The Development Hub, an organisation that offers training and support for women looking to enter or return to the workforce. She says a lot of The Development Hub’s work is about helping participants find the confidence to value their own inherent skills and abilities. “We help our participants to understand their ‘why’, to think about how they can achieve their personal goals and identify the skills they already have. We also work hard on creating support networks and tools that are with these women into the workforce, and support them once they are working,” she says.

Part of The Development Hub’s approach is to find suitable employment opportunities for their programme graduates. “We often contact businesses who are seeking new staff and work through different flexible employment options. For many women, flexibility is really important as it means they can balance family and work commitments.  A lot of the wahine that come through our programme have young children and can’t work a standard 9am to 5pm 40-hour week. By being flexible, employers can access a whole new base of skilled and willing candidates who can offer real value,” says Sarah-Jo.

The Development Hub helps employers access funding for training and development, ensuring those placed in roles also have an opportunity to grow their skills. “Employers put our participants through the same interview process as other candidates, so they are judged by the same standards. We know we’re doing a great job when our wahine successfully land the job they want, and when employers return to us for more candidates. The Development Hub places over 80 percent of our candidates into employment and we are immensely proud of these wāhine. Our graduates go on to become loyal and reliable team members that deliver incredible outcomes for the businesses they work in,” says Sarah-Jo.

Recent Development Hub graduate Rawinia Sullivan has recently taken on a customer coordinator position at Switched on Housing, a lead contractor for Housing New Zealand. “Before I came to The Development Hub I was really shy,” says Rawinia. “On the first day of the course they asked me to stand up in front of the class and introduce myself. I was so nervous! But then I looked around the room and realised that everyone was there to help each other,” she says.

Rawinia says her time at The Development Hub helped her clearly articulate what she could offer an employer. “During the interview I was able to talk about my knowledge of the community that Switched on Housing support. I knew I would be able to talk with customers in a way that they could connect with. And although I didn’t have on-the-ground experience, I told them that I was really keen to learn” she says.

Switched on Housing was able to offer her flexible working hours, meaning Rawinia could balance work and home commitments. “I was quite nervous about asking for flexible hours but they were really good about it. My manager understands that my son is important to me and that I’m a mum as well as a team member. It’s such an awesome place to work – my team is great and I love my job,” says Rawinia.

Sarah-Jo says Rawinia’s success story is one of many. “We’ve now partnered with over 50 Hawke’s Bay businesses to support their staffing needs, and have successfully worked with over 400 candidates. What we’re seeing is that when employees are treated well and supported, they work hard and are immensely loyal to their employer. It’s a real win-win outcome” she says.

*Source: https://www.stats.govt.nz/information-releases/labour-market-statistics-june-2020-quarter

For more information contact Sarah-Jo Barley
sarahjo@thedevelopmenthub.nz or call 022 368 8771

Whare for all – insight to Youth Development

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For a growing number of Hawke’s Bay residents, finding a place to call home is an ongoing struggle. Like many areas around New Zealand, our district is experiencing a chronic housing shortage. Although the construction sector is ramping up to meet demand, the focus is often on building larger up-market properties. This leaves very few affordable housing options for first-home buyers and renters.

Aayden Clarke and Rawinia Lewis of Ngāti Kahungunu property management company K3 are determined to change this. “We established K3 as a way to start making real progress in building affordable homes for those living in the Kahungunu rohe. We believe all whānau should have the opportunity to live in a warm, dry and beautiful home,” says Aayden.

K3’s broader goal is to provide training, employment and business opportunities for Māori, increasing living standards and income levels. Employees on K3 construction projects will be paid at least the living wage, and there will be a number of apprenticeships available for those looking to get started in the industry. “Over the coming months we’re likely to see more people losing their jobs. Homelessness is becoming a real issue for our district. Having a home and a job is such an important way to break the cycle. Our vision is for Māori to build homes for Māori, and to help whānau to achieve home ownership and stable employment in the process,”
says Aayden.

Prior to taking on the position of business manager at K3, Rawinia Lewis was working on housing projects at the Ministry of Social Development (MSD). “Part of my role at MSD included overseeing emergency housing,” says Rawinia. “Between March and June 2020, the Ministry spent nearly $3 million on emergency accommodation for over 500 homeless people in the Hawke’s Bay. These are people living in our rohe that need a home. Ngāti Kahungunu has decided to take an active role in finding better solutions to this problem,” says Rawinia.

The organisation sees building homes as a way to achieve many additional benefits, including improved living standards, long-term employment opportunities, and training for iwi in trade and professional services. K3’s apprenticeship programme recently received $2 million from the Government’s Māori Trades and Training Fund. This $50 million fund was launched as part of the 2020 Budget’s COVID-19 Response and Recovery strategy.

Over the long-term, Aayden, a consultant to K3,  says it’s aim is also to help increase Māori business ownership. “Many whānau are living pay cheque to pay cheque and that can be incredibly stressful. When you see Dad or Mum waiting to be picked up each morning at 7am to head off to work for someone else, that becomes normal. We want more Māori families to be heading off to work in their own truck, with their own business name printed on the side,” he says.

K3 is working with partners such at Kāinga Ora, Habitat for Humanity, Napier City Council and Hastings District Council. “It’s really important that we join together to address the housing problem in our district. Our chairman Ngahiwi Tomoana’s vision for this mahi is to eradicate homelessness in our rohe. We need to start being brave and trying new ideas. There are some great examples around the world of how to build affordable homes and communities that people actually want to live in. It’s not about just dumping a box on a bare piece of land and hoping for the best” says Aayden.

K3 will be looking to prioritise suppliers and contractors that support the organisation’s mission. “We want to use these projects as a way to improve the long-term health and well-being of Māori. We’re keen to work with those who understand our kaupapa, and are particularly interested in hearing from Māori tradespeople and businesses,” says Aayden.

For more information about K3 visit www.k3property.co.nz

The PurSuit of excellence

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Flaxmere-based job seeker service PurSuit is in hot demand. Not only has it seen the number of people it helps triple each year, but other regions are now asking them to start offering the service there.

PurSuit provides interview training and clothes for job seekers, and has helped over 800 people since beginning in late 2017. “Even though our focus is on employment and education, our job seekers gain life skills and confidence. We’re all about making positive changes permanently,” says founder and director Moira McGarva-Ratapu.

Job seekers aged 18 and over can get free help with pre-employment skills, including CV writing and interview preparation. In addition, PurSuit is now offering a ‘Digital Pathway to Employment’ programme targeted at those aged
18 to 24.

Funded through the Ministry of Business Innovation and Employment, it helps young people gain a Level 2 New Zealand Certificate in Computing from the Eastern Institute of Technology (EIT), teaching them how to build websites, create social media content and about creative marketing. This is run by Moira’s husband Anaru Ratapu, who has previously set up his own online business providing Te Reo instruction.

“Anaru thought, if I can build a business from home, let’s teach our young people – they’re so bright and they’re so eager,” says Moira. Students are picked up and delivered to the programme, given a cooked lunch and taken home again. “We try to break down any barriers. Then as they move through the course, we move them towards independence,” she says.

The programme takes a holistic approach, dealing with everything from relationship and physical concerns to developing an understanding of their spiritual needs or wairua. The staff includes a social worker to provide this pastoral care.

Moira, a trained social worker herself, was inspired to start PurSuit after seeing the benefit of employment with her social work clients. “Once my clients got employed, they needed me less, they gradually became healthier, more independent and were able to participate in the community more.”

Moira had experienced these benefits first-hand, after being helped into a telemarketing job by a similar service in Christchurch when she found herself an unemployed solo mother following the break-up of a relationship. Now other young mothers like her are reaping the benefits of PurSuit’s efforts.

“One young girl, a solo mum, came to us with a variety of social and health issues. It was hard for her to concentrate, it was hard for her to study. Next week she will be finished her Level 2 in Computing at EIT. She’s gained her restricted licence and she wants to become a social worker. She is doing so well. The rewards of this work definitely outweigh the hard times,” Moira says.

Getting lift off – insight into youth development programmes

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

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

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

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

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

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

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

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

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

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

Find out more about LIFT Youth Employment and LIFT Business.

www.liftyouemployment.nz

On the correct path – Icehouse insight to First Chiropractic

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Brett and Emma Mead were forced to temporarily shut their doors for seven weeks when Covid-19 hit however, with the support of The Icehouse, the First Chiropractic Hastings owners are not only adjusting to a new economic environment, they are investing in new technology for their customers, taking on new staff and lifting the business to new levels.

Almost two year’s ago Brett Mead signed up to The Icehouse Owner Operator Programme, a collaborative, impact-based course. Brett and chiropractor Emma had bought the Hastings-based business in 2015, with limited business ownership experience and they were keen to upskill themselves in a way that would benefit their patients.

“We saw an opportunity to grow the business but we wanted to grow in a sustainable way – not growth for growth’s sake. We focus on seeing everything through our patients’ eyes, so we wanted to enhance the experience for our patients at the same time as developing a better business.”

Having the guidance from Icehouse business coach and Programme facilitator Michaela Vodanovich gave them the confidence to invest in new technology, including x-ray and a muscle scanner.

Brett says having an experienced person looking into the business from the outside meant they were confident in their decision-making, important for a couple working so closely together.

“Michaela gave us that reassurance we needed.”

While Brett was actively engaged with the Programme’s regular workshops and action groups, Emma was able to join the one on one coaching sessions with Michaela.

“Chiropractors are typically also having to be business owners and that maybe isn’t always our strength, so it’s been awesome having Brett focused on the business so I can focus on ensuring patient care is to a high standard.

“We wanted this place to be an enjoyable experience and more mainstream. People might have had the impression that seeing a chiropractor was a heavy, manual experience but we wanted to change that perception and offer a welcoming modern environment and gentle techniques suitable for all ages. The digital technology that we have now also gives us the ability to see more accurately what’s going on before we start any treatment.”

While the couple have grown the business year on year, they are reaching their goals to offer a better patient experience.

“The growth has accelerated since we started in The Icehouse from patient feedback, to numbers through the door and referrals. Even though the business is tracking well, Michaela has questioned things. Having someone suggest tweaks to our processes, systems and time management has allowed us to increase the standard for patients and then in turn, we see the referrals increase all the time, which can only be down to patient experience.”

When Covid hit, both Brett and Emma’s first thought was, what could they do for the patients.

“We jumped on the phone to Michaela and worked out a plan for the staff to work from home. They contacted patients and free consults were offered on the phone or Zoom with the chiropractors. We started making advice videos and kept staff busy.  There were hundreds of calls made. Michaela gave us the realisation that we needed a plan and the patients loved it. When we re-opened, seven weeks later, the tap was back on.”

While Brett has finished his time in the Owner Operator Programme, the pair are continuing with one on one coaching with Michaela and have been able to utilise the Covid coaching funding offered by the Regional Business Partner.

“We have come back stronger from Covid that’s for sure.”

k.delautour@theicehouse.co.nz

Kaitime: Fueling the next generation

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It has been a rise of epic proportions for Maraenui-based Kaitime. The pakihi (business) is owned and founded by Tina Sheree Rangi and partner Jonny Tawhara with the mission to fuel the next generation by ensuring every child has at least one sufficient meal a day that is packed with nutrients and all the good things that our region has to offer. They are the only local Māori-owned business specialising in healthy packed lunches.

Launching in February 2020 Kaitime mooted their idea to provide affordable and nutritious packed lunches via Facebook, testing the market by running a competition and giving away their first product for free. Fast-forward to October and they now have three sites across Hawke’s Bay and are a provider for the Healthy Lunches in Schools programme. They make thousands of lunches each weekday and have grown to a team of 20.

For Tina and Jonny the key to their successful launch was research and accessing the right support for them. Driven by values and motivated by the need they saw in the community, they knew they needed practical and purpose-fit start-up support. They utilised the KETE Programme through Te Taiwhenua o Heretaunga specifically the business start-up module and looked to trusted friends and whānau. “We are so lucky to be surrounded by friends and family who are business owners.  They have really helped shape what we have tried to create for the betterment of our community,” explains Tina.

While the business has clear commercial viability it also operates with elements of a social enterprise. With Kaitime still supplying some schools who are not eligible for the Healthy Schools Programme and ‘pay it forward’ options on their website. They keep prices affordable through donations and support from local businesses and food rescue programmes. For $5 a day, or $20 a week, they provide a varied weekly menu including fruit, yoghurt, sandwiches, scrogin and do hot meals once or twice a week depending on the season. Meals such as spaghetti bolognese, Mac’ n Cheese, chop suey or pumpkin soup. Morning tea, lunch and afternoon tea are included at these price points and all the food is prepared in registered commercial kitchens by certified handlers.

Growth and expansion

Tina’s background as a marketing coordinator has stood Kaitime in good stead as they navigate their growth.

Frequent communication and a range of touch points have been effective in building their reputation for reliability and awareness in the marketplace of their services. “Social media is our key channel where we share simple, consistent messaging regarding our menus and community events. It’s so important to keep people engaged,” says Tina.

Their biggest challenges are the not uncommon, establishing a workable work-life balance and delegating while developing roles and responsibilities when the workload forced them to increase the size of their team in order to meet demand. Tina shares, “The biggest challenge so far would be finding enough hours in the day for us to have a rest. Letting go of full control and trusting others to do the work has been hard. Not because of their abilities but because of my own personality being a bit of a control freak.”

The Kaitime team are in expansion mode, with plans to open a takeaway outlet with a focus on Māori and Polynesian cuisine, Kaitime restaurant and catering service. These services will provide existing staff members with the option to work over school holidays when their lunches aren’t required as well as employment opportunities for others.

“Our plans are to go national. If we can feed more children in different towns through our original Kaitime kids then that’s on the to-do list for sure!”

Visit the Kaitime website (www.kaitime.nz)

Story supplied by Sally Crown of Tipu Ake Tonu Ltd –
www.tipuaketonu.co.nz

A kaupapa to help others’ succeed

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

www.tipuaketonu.co.nz

A template for success

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

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

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

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

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

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

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

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

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

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

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

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

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

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

www.customizedt.com

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

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

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

How do you maintain a physical presence?

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

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

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

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

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

 Catherine Wedd Bostock New Zealand on access to China markets

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

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

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

How do you maintain a physical presence?

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

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

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

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

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

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