VENEZIANO COFFEE ROASTERS BREWING EXCELLENCE, CULTURE, AND COMMUNITY SEPT 2025 VOL 07 BUSINESS VIEW OCEANIA ALSO IN THIS ISSUE NEW ZEALAND PRINCIPALS FEDERATION • ELK
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Editor Veronica Enair Research Directors Dylan Tenbrink Clementine Walton Contributing Writers Dan Macharia Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
EDITOR’S NOTES It’s back to school for many families and a time to take stock and contemplate what is next on the business and civic horizon for companies, organizations and municipalities across the Oceania region. September signals fresh beginnings and the entities we covered for our September issue have proven to capitalize on this time of the year with initiatives that are leading to continued growth and development. We were fortunate to capture a bit of the positive business growth in our current September Oceania edition and sat down with some dynamic organizations to talk about all things business. We were pleased to profile the Safari Group, a leading construction builder within the hospitality sector. Bringing impressive projects to the construction table and focusing on a bustling portfolio of projects moving forward, Safari Group leads the competition. September’s issue also brings our readers a profile feature of Lifestyle Building and Design, another builder powerhouse in the Oceania region. Specializing in custom home builds this design gem shows no signs of slowing down. We also caught up with Venezino Coffee Brewers, under the Nomad Coffee Group, to discuss its ingredients to success and the coffee-fueled path ahead. Business View also sat down with ELK, a fashion success story that continues to expand its operation and conquer the retail fashion market. We talked about what is next for this retail giant. This issue also brings you a detailed profile feature on the New Zealand Principals Federation, to take a deep dive into exploring the issues pertaining to the high calibre education principals throughout the region. As always, our editorial team looks forward to bringing you exciting developments across all business sectors in the region, and we enjoy producing leading sector-focused features that engage and inform our valued business readership. We hope that our valued business leaders learn a little something new about their relevant business sector, as well as key developments in other industry sectors that may help drive their business model forward. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
VOLUME 07, ISSUE 09 37 VENEZIANO COFFEE ROASTERS Brewing Excellence, Culture, and Community 25 NEW ZEALAND PRINCIPALS FEDERATION The Right Educational Path 13 LIFESTYLE BUILDING AND DESIGN Crafting Luxury Homes COVER VENEZIANO COFFEE ROASTERS 2 EDITOR’S NOTES 5 OPENING LINES FOOD & BEVERAGE CONSTRUCTION EDUCATION VENEZIANO COFFEE ROASTERS 37 3 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
49 49 SAFARI GROUP A Legacy of Family, Community, and Growth 61 ELK Conscious Fashion with Purpose, Creativity, and Community REAL ESTATE RETAIL The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. SAFARI GROUP 4 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
A NEW MEDICAL SPECIALTY – RURAL GENERALISTS FORMALLY RECOGNISED: RACGP Source: arr.news, Editor, September 21st. 2025 Rural Generalists (RG) will now be formally recognised as a specialist medical field within general practice in the Australian healthcare system following an announcement by the Minister for Health and Ageing, Mark Butler MP. The decision follows six years of strong advocacy from the RACGP in conjunction with the Australian College of Rural and Remote Medicine (ACRRM), in partnership with governments, health agencies, and other organisations. The change means GPs with an approved Fellowship of the RACGP or ACRRM will be able to apply for specialist registration as a Rural Generalist under a protected title and their skills and qualifications can be incorporated into the National Law that governs registered health professions. Recognition is an important step in the process towards an approved qualification. As GPs with extended scope via a year of additional training in emergency medicine and a selection of disciplines needed in rural communities such as child health, mental health, surgery, and obstetrics, Rural Generalists provide invaluable healthcare to their communities. Rural Generalists are encouraged to select disciplines that match both their interests and local needs, and Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
practice care so that all patients, regardless of their postcode, can access high-quality care. “RGs add to the broad and substantial GP skill set with training in key disciplines that rural areas and hospitals need, so they are highly valued by their communities. “The range of additional rural skills training available also offers junior doctors an appealing choice of disciplines, and we can see these add to medical students’ interest in general practice, which will help address rural workforce challenges. “We must keep pushing forward to make sure we have the right funding incentives in place that allow them to take on additional training and additional skills, including working in local hospitals, and much more. “RGs are the bedrock of towns nationwide, and it’s only fair that their profession is now distinctly recognised as a vital part of our healthcare system.” The RACGP will now work with the Australian Medical Council (AMC) to determine a process where RG Fellowship qualifications can be accredited under this new specialist classification. RGs can apply to train in multiple disciplines. For example, a Rural Generalist who gains competency in haematology and oncology through Adult Internal Medicine training may also apply for additional training in Palliative Care and provide care in a rural hospital alongside their primary care role in general practice. “This is a positive step forward in making the rural generalism career pathway more visible and ensuring that RGs are always appropriately remunerated for the vital work they do in rural and remote communities across Australia,” RACGP President Dr Michael Wright said. “The RACGP is dedicated to boosting rural general 6 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
OPENING LINES EMERALD AIRPORT PLAN SET TO STRENGTHEN REGIONAL CONNECTIONS Source: arr.news, Editor, September 23rd. 2025 The future of travel for Central Highlands residents is in focus, with the Draft Emerald Airport Master Plan 2025 now open for public consultation. As the region’s key gateway, Emerald Airport doesn’t just connect people to destinations; it connects families, businesses, and opportunities across Queensland and beyond. Mayor Janice Moriarty said the draft plan outlines how the airport will continue to benefit the economy and liveability in the Central Highlands for decades to come. ‘Air travel and freight services are vital for our region and beyond, especially for visiting family, accessing essential services, welcoming tourists, or supporting local businesses.’ ‘Feedback from the community about the draft Master Plan is essential for ensuring Emerald has an airport that is modern, reliable, and ready to meet future demand,’ Mayor Moriarty said. The Draft Master Plan provides a framework for both short-term improvements and long-term opportunities, ensuring the airport can grow alongside the community it serves. Passenger forecasts remain aligned with the 2019 Master Plan, with peak hour volumes expected to reach up to 480 passengers, equivalent to three departures or arrivals within one hour. Residents, travellers, and local businesses are encouraged to share their feedback on the draft master plan before Monday 30 September. The Draft Master Plan is available to view online, at council’s customer service centres across the region, and at Emerald Airport. Feedback surveys are available online and can also be completed at these locations. 7 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
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OPENING LINES TASMANIA “STAND OUT SUCCESS STORY” OF AUSTRALIAN AGRICULTURE, GEARING UP FOR MATURE GROWTH AHEAD – INDUSTRY REPORT: RABOBANK Source: arr.news, Editor, September 26th. 2025 Tasmania has emerged as a “standout success story” in Australian agriculture, powered by a vibrant and varied farming sector which has experienced sustained and widespread growth in recent decades, according to a new report. In the report, Gearing up for mature growth in Tasmanian agriculture, agribusiness banking specialist Rabobank says agriculture remains the cornerstone of Tasmania’s economy, with combined agriculture, forestry and fishing representing the second- largest contributor to gross state product, surpassed only by health care. The report, by the bank’s RaboResearch division, says there have been widespread increases in the farmgate value of Tasmania’s agricultural production in recent years, with the expansion “underpinned by strategic investments in irrigation infrastructure and supply chains, enabling land use change and productivity gains across a wide range of commodities”. Between 2012/13 and 2022/23, total value of Tasmanian farmgate production – excluding seafood – increased by an average of 6.5 per cent annually. The report – launched to coincide with the 30th anniversary of Rabobank’s Tasmanian operations – says the strength of Tasmanian agriculture’s success has been “rooted in greater access to irrigation water to complement other competitive advantages, its diversified growth across livestock and fresh produce, and fast-growing primary production sectors”. Among highlights for the state’s agricultural sector, the report says Tasmania: • has emerged as a key driver of growth within the Australian dairy industry within the past three decades, with the state’s milk pool nearly doubling in that period compared with a 25 per cent decline in the national milk pool • remains Australia’s leading vegetable producer • stands out as Australia’s leading cherry-producing region, accounting for 31 per cent of national output in 2023/24 and • is the largest producer of Atlantic salmon, accounting for more than 90 per cent of national output. Report co-author, RaboResearch senior analyst Michael Harvey says Tasmania’s agricultural sector has “shown notable resilience and growth over a long period”. “On the back of strong investment momentum, there have been widespread increases in farmgate value of agricultural production,” he said.“As of 2022/23, the sector’s farmgate value stood at around AUD 2.5 billion (approximately double the value seen a decade ago), with the seafood sector adding a further AUD 1.6 billion.” FUTURE GROWTH “MATURE” The opportunity to continue to grow the state’s agricultural production remains achievable across most sectors, the report says, however the nature of this growth is expected to be “more mature”.This reflects the “stabilisation of irrigation water access and the need for deeper investment in productivityenhancing technologies and practices”. “Tasmanian agriculture still has room to meet the growing local,Australian and global demand for its agricultural output, but the production outlook is more mature across some of the sectors and will require changes to continue growth,” Mr Harvey said.“This will include investment across the supply chain and must address infrastructure, labour and environmental issues.” IRRIGATION “BACKBONE FOR GROWTH” The report says irrigation water capacity has been the “backbone for growth” of Tasmanian agriculture.Along the way, there have also been advancements in agricultural technology, climate adaptation and sustainability, it says. Major irrigation infrastructure investments have been a “game changer for Tasmania”, Mr Harvey said, with record volumes of irrigation water delivered in 2023/24 across active schemes. 9 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
“However, the rate of expansion in access to irrigation water is unlikely to match previous levels. As a result, there will be an increased emphasis on productivity improvements and optimising irrigation,” he said. Moving forward, Mr Harvey said, there will also be further investment required downstream in the supply chain, as agricultural production grows.This will include in areas such as production capabilities, innovation and market development. MARKETS OPPORTUNITIES The report says long-term market opportunities remain positive for Tasmanian agriculture. When it comes to markets for agricultural production, the state has a mix of local consumption, interstate trade and overseas exports, RaboResearch says, with growth in the sector largely export-led. Mr Harvey said seafood (especially salmon), dairy products, red meat, onions and cherries “have notable export sectors, underpinned by rising demand across a number of Asian economies” Amid a growing global focus, Tasmania will need to continue to focus on actively leveraging its ‘unique brand proposition’, marketing the strong regional identity and quality assurance, the report says. “One thing is constant, Tasmania’s solid brand reputation for sustainability, quality and biosecurity credentials remains critical in the quest for market differentiation,” Mr Harvey said. SECTORS For dairy, the report says, the sector has enjoyed a period of above-average profitability in Tasmania in recent years. Between 2019/20 and 2023/24, the Tasmanian dairy industry had four out of five seasons of profitability above the long-term average, buoyed by elevated milk prices. Despite a decline in the number of operating dairy farms, the state’s dairy herd has grown at an average rate of 1.1 per cent per year over two decades while milk yield per cow has increased by 1.2 per cent annually over the same period, RaboResearch says. With a relatively small domestic market for drinking milk, approximately 95 per cent of Tasmania’s milk is directed towards manufacturing, primarily for export. “Tasmania’s dairy industry remains well position for further growth,” Mr Harvey said. “With Australia’s national milk pool challenged to grow over the medium term, any growth in milk production is likely to be concentrated in a few regions, with Tasmania being a standout.” Tasmania’s vegetable industry boasts a diverse product mix – including substantial crops of carrots, peas, onions and leafy greens – the report says. However, it is the potato industry that continues to be the standout performer. In 2023/24, Tasmania produced over 568,000 metric tonnes of vegetables overall, generating a farmgate value of AUD 630 million – punching above its weight in terms of share of national production in onions, beans, potatoes and peas. The state also boasts a vibrant and steadily-growing fruit industry, RaboResearch notes, “underpinned by its cool climate, fertile soils and pristine environment”. In 2023/24, the Tasmanian fruit sector achieved a combined farmgate value of AUD 223 million, reflecting an impressive average annual growth rate of 7.6 per cent since 2012/13, the report said. “Historically known as the ‘Apple Isle’, Tasmania has a rich legacy in apple production,” Mr Harvey said,“and while apples and pears continue to standout, the industry has diversified significantly, with cherries and berries emerging as major contributors.” Among all the fruit categories, berries have led the charge in production growth, the report said, with farmgate value increasing by an average of 14 per cent per year between 2012/13 and 2023/24. Salmon remains Tasmania’s largest primary production industry, the report says, with the ‘farmgate’ value of the state’s salmon industry surpassing AUD 1 billion back in 2021/22, having doubled over the previous decade. In 2022/23, the farmgate value of Tasmanian salmon stood at AUD 1.4 billion, Mr Harvey said, contributing to a total Tasmanian seafood farmgate value of AUD 1.56 billion. “Tasmania has been producing more than 80,000 metric tonnes of salmon annually in recent years, cementing its position as Australia’s largest producer, though growth is maturing,” he said. Mr Harvey said the Australian market consumes the majority of Tasmania’s salmon, with export channels also having been developed, mainly for ‘out-of-home’ food service channels. Tasmania’s sheep and beef sectors have “been a story of many parts” over the past two decades, the report says, with a gradual transition away from wool and a growing focus on natural attributes to leverage premiums. The state’s beef sector has seen production increase to an estimated AUD 420 million farmgate value in 2024/25, as increased volumes and improved prices have supported growth, RaboResearch said. Higher prices in the lamb industry have also supported an increase in sheepmeat production value over the past 20 years, estimated at AUD 80 million farmgate value in 2024/25. The overall value of wool produced in the state has also increased, despite the drop in production volumes – driven by increased wool prices over that period. A key to the growth of the Tasmanian cattle and sheep sectors in the future will be the ability to leverage the natural attributes associated with Tasmanian production, Mr Harvey said. 10 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
construction IEDC ONLINE ARTICLE LIFESTYLE BUILDING AND DESIGN CRAFTING LUXURY HOMES 11 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
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CRAFTING LUX LIFESTYLE BUILDING AND DESIGN AT A GLANCE LIFESTYLE BUILDING AND DESIGN WHAT: A leading builder providing the flexibility, craftsmanship and design know-how to stay on top WHERE: Sydney, Australia WEBSITE: www.lifestylebuildingdesign.com.au 13 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
XURY HOMES When Luke Parkes founded Lifestyle Building and Design in 2005, his ambition was clear: to create beautiful, detail-driven homes that reflected the individuality of his clients while setting a new benchmark in high-end residential building. Nearly two decades later, the company has not only fulfilled that vision but also adapted to the evolving challenges of Australia’s construction industry by embracing innovation and technology. PRECISION, TECHNOLOGY, AND ALEADING VISION DESIGN A WINNING FUTURE 14 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
From luxury homes in Sydney’s most prestigious suburbs to expansive estates in the Southern Highlands, Lifestyle Building and Design has built a reputation for craftsmanship, client service, and forward-thinking project management. With a strong team of 25–40 employees and a growing focus on integrating artificial intelligence (AI), the company is preparing for the next chapter of growth—one defined by fewer, larger-value projects and greater efficiency. BUILDING FROM THE GROUND UP Parkes’ passion for building began early. At just 14, he discovered his aptitude for construction, quickly realizing that the combination of hands-on skill and creative problem-solving was his calling. By his mid20s, he took the leap and launched his own company, setting the stage for what would become Lifestyle Building and Design. “I knew from an early age that building was something I not only enjoyed but excelled at,” Parkes recalls. “When the opportunity came to start my own business, I wanted to build a company where craftsmanship, client care, and team culture were at the center.” From its foundation, the business specialized in high-end residential projects. Over the years, Parkes carefully cultivated a team of dedicated professionals, some of whom have been with the company for more than 14 years. Six years ago, he brought on business partner George, allowing him to focus more on business development and company culture while maintaining strong oversight of project delivery. A FOCUS ON PRESTIGIOUS PROJECTS Lifestyle Building and Design has concentrated its work on select postcodes known for luxury homes, including the Sutherland Shire, Sydney’s eastern suburbs, and the Southern Highlands. The company has also extended its reach to the Snowy Mountains and the South Coast of New South Wales, reflecting its versatility and reputation for handling challenging projects in diverse locations. Among its portfolio, two projects stand out: a $20 million residence in Barony Bay, showcasing exquisite architectural detail and craftsmanship and a $10 million project in the Southern Highlands, reflecting the company’s ability to deliver complex, large-scale builds in regional settings. Currently, the company is working on its largest project to date, set for completion at the end of next year. With meticulous attention to detail, it promises to be a defining example of Lifestyle Building and Design’s capabilities. CLIENT-CENTRIC EXPERIENCE For Lifestyle Building and Design, luxury is not just 15 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 LIFESTYLE BUILDING AND DESIGN
home is one of the biggest investments people make, and we want them to enjoy the journey as much as the end result.” Digital platforms also play a critical role. Tools like Procore, Build Exact, and Staff Lead streamline estimating, project tracking, and staff management. These systems improve communication between the office, sites, and clients, creating a seamless and transparent building experience. NAVIGATING INDUSTRY CHALLENGES The last few years have brought unprecedented challenges to the construction industry. Rising about the finished home—it’s about the entire client journey. From the initial meeting, clients interact directly with the owners, who bring both passion and deep knowledge of the trade. The company typically runs eight projects at a time, each managed by a dedicated project manager supported by skilled site managers, estimators, and foremen. This structure ensures that each build receives the close attention and accountability it deserves. “We make sure our clients feel heard and supported throughout the process,” Parkes explains.“Building a 16 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
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material costs, global supply chain disruptions, and a shortage of skilled labor have reshaped the business landscape. For Lifestyle Building and Design, these pressures have been felt most acutely in the form of increased costs and longer timelines. “COVID-19, bushfires, and now inflation have all had major impacts,” Parkes notes.“We’ve seen huge spikes in material prices and labor shortages that make it harder to maintain the margins we used to see. At the same time, development applications are backlogged, and rising interest rates are making clients more cautious.” While many companies have struggled to adapt, Parkes sees opportunity in these challenges. By leaning into technology and AI-driven solutions, Lifestyle Building and Design is finding ways to offset rising costs and maintain efficiency. HARNESSING THE POWER OF AI One of the company’s defining moves for the future is its embrace of artificial intelligence. Parkes and his team are investing in the development of proprietary AI tools that will support key business functions such as: estimating, automating and refining cost estimates to save time and reduce human error project management, streamlining scheduling, resource allocation, and reporting, client Communication, using AI to generate progress updates, streamline approvals, and enhance transparency, labor allocation and staff management as well as optimizing staffing across multiple projects. By reducing overheads and increasing accuracy, AI offers Lifestyle Building and Design the chance to remain competitive even in a high-cost market. “AI is not about replacing people,” Parkes emphasizes. “It’s about giving our team the tools to work smarter, not harder.” LOOKING AHEAD: BIGGER PROJECTS, BROADER VISION Over the next three to five years, Parkes envisions Lifestyle Building and Design evolving into a company that takes on fewer but larger-value FLAWLESS FINISHES START HERE. From family homes to large-scale projects, we specialize in residential and commercial tiling. Every tile is set with precision and care, giving you a finish that’s built to last and made to impress. For a durable, beautiful result that stands the test of time, choose Auscorp. auscorptiling.net.au | info@auscorp.net.au | (02) 9730 0209 | Sydney-Wide Tiling Experts 18 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
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projects. This shift will allow the team to dedicate more time and resources to each build, ensuring that quality and detail remain uncompromised. At the same time, the company is considering a move into property development, leveraging its construction expertise to create projects from the ground up. This expansion would provide greater control over project pipelines while diversifying revenue streams. Underlying these plans is a commitment to maintaining the company’s personal and detaildriven approach, even as it grows.“Scaling up doesn’t mean losing touch,” Parkes says. “Our clients come to us because we care about every finish, every interaction, and every outcome. That will never change.” A TEAM THAT DEFINES THE BUSINESS While technology and strategy are critical, Parkes is quick to point out that Lifestyle Building and 20 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
Design’s greatest asset is its people. Many of the company’s core team members have been with him for more than a decade, a rarity in an industry often defined by turnover. This loyalty stems from a culture built on respect, growth, and shared success. “We’ve built an environment where people feel valued and part of something bigger,” Parkes explains. “That stability shows in the quality of our work and the trust our clients place in us.” A VISION FOR THE FUTURE OF BUILDING As Lifestyle Building and Design approaches its 20th anniversary, the company stands at the intersection of tradition and innovation. Its commitment to craftsmanship and client experience anchors it in the values that first inspired Parkes as a teenager.At the same time, its embrace of AI and forward-looking strategies positions it to lead the next generation of luxury builders in New South Wales. 21 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 LIFESTYLE BUILDING AND DESIGN
PREFERRED VENDOR/PARTNER n Auscorp Tiling Services www.auscorptiling.net.au n Right Choice Roofing Services www.rightchoiceroofingservices.com.au Right Choice Roofing Services is an Australianowned, family-run business specialising in re-roofing and new roofing. With extensive experience, quality workmanship, and competitive pricing, we handle all residential roofing needs—big or small—from guttering to complete re-roofs. Our dedicated team ensures professional service, excellent materials, and a pleasant customer experience for every project. For Parkes, the journey is about more than building homes—it’s about building a business that lasts, adapts, and inspires. “We’ve faced challenges, but we’ve also found new ways to grow,” he reflects. “The future of Lifestyle Building and Design is about blending the best of human craftsmanship with the best of technology. That’s how we’ll continue to deliver homes that truly stand apart.” 22 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
NEW ZEALAND PRINCIPALS FEDERATION THE RIGHT EDUCATIONAL PATH education 23 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
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THE RIGHT EDUCATIONAL P NEW ZEALAND PRINCIPALS FEDERATION LEADING WITH PURPOSE, EQUITY, AND C AT A GLANCE NEW ZEALAND PRINCIPALS FEDERATION (NZPF) WHAT: T he voice and legislative representation for New Zealand’s school principals WHERE: Wellington, New Zealand WEBSITE: www.nzpf.ac.nz 25 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
PATH CONNECTION For more than four decades, the New Zealand Principals Federation (NZPF) has stood as the collective professional voice for school leaders across the country. Established in 1982, the Federation today represents over 2,500 principals, serving schools of every type—primary, secondary, public, private, Kura Kaupapa, and Kura iwi. The NZPF is not a union. It plays a vital role as NZPF Annual Conference, Christchurch 2024 26 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
a professional body, advocating for principals’ needs, providing support throughout their careers, and influencing the shape of New Zealand’s education system. At its heart is a mission both simple and profound: to ensure that every child in Aotearoa has access to high-quality, equitable public education. A MISSION ROOTED IN SIX KEY PRINCIPLES Guiding all NZPF activities are six principles, developed by members across New Zealand. These values provide a framework for decision-making and advocacy: Child-Centered Decisions – placing the well-being and learning needs of students first. Honoring Te Tiriti – upholding the Treaty of Waitangi and embedding Māori language, culture, and history in education. Equity – advocating for resources and opportunities to be distributed fairly across communities. Professional Leadership – supporting strong, skilled leadership in every school. Workforce Well-being – promoting the mental health, balance, and resilience of educators. Strong Connections – building partnerships with principals, government, communities, and international peers. “Everything we do is anchored in these principles,” explains Leanne Otene, National President of the NZPF.“They remind us that education is about more than policy or budgets—it’s also about children, culture, and community.” SUPPORTING PRINCIPALS ACROSS THEIR CAREERS The NZPF supports principals at every stage of their career, from aspiring leaders to those approaching retirement.This commitment reflects the reality that the principal role is demanding, often isolating, and crucial to school success. To help members, the Federation provides a wide range of services and benefits, including: NZPF Annual Conference, Christchurch 2024 27 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 NEW ZEALAND PRINCIPALS FEDERATION
Legal support through its subsidiary, Principal and Advisory Support Legal (PASL). Helpline access, ensuring principals have immediate support in times of crisis. Grants for professional development, enabling principals to expand their leadership skills. An in-house researcher, offering timely research and policy advice to strengthen advocacy. Webinars and learning opportunities, often developed in partnership with professional providers. These resources, combined with a strong network of regional and local associations, ensure that principals remain connected and supported. ADVOCACY AND COMMUNICATION One of the NZPF’s most important roles is advocacy— both proactive and reactive. The organization regularly collaborates with the Ministry of Education, responds to government policy changes, and amplifies principals’ voices in the media. Communication with members is constant and multi-faceted, through newsletters, targeted emails, social media, and professional webinars. Each year, leaders of regional associations gather to discuss educational issues and contribute to the NZPF’s strategic planning, ensuring the Federation remains responsive to grassroots concerns. “Our strength lies in listening to our members,” says Otene. “Principals are on the front lines. Their insights shape our priorities.” INTERNATIONAL CONNECTIONS AND INFLUENCE Education does not exist in isolation, and the NZPF places a high value on international collaboration. As a member of the International Confederation of Principals (ICP), the Federation has access to global research, leadership models, and professional development opportunities. Recently, Otene was elected to represent Oceania and Asia Pacific on the ICP executive council, 28 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
giving New Zealand a strong voice in international discussions. The NZPF frequently contributes keynote presentations at global forums, sharing best practices and research from Aotearoa. “These connections broaden our perspective,” Otene reflects. “They help us learn from others while also showcasing the unique strengths of New Zealand’s education system.” CHALLENGES FACING PRINCIPALS Principals across New Zealand face a host of challenges, from workload pressures and staffing shortages to shifting government policies.The NZPF has been instrumental in advocating for structural support to make leadership roles more sustainable. Working closely with the Ministry of Education, NZPF Vice-President Jason Miles (Centre) with Executive Members Jen Rodgers and Stephanie Thompson at the 2025 APPA Conference 29 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 NEW ZEALAND PRINCIPALS FEDERATION
the Federation has co-designed several initiatives, including: A “Roadmap to Sustainable Principal Leadership” ensuring a pathway of guidance and support for Aspiring through to Experienced Principals. An induction and transition program for new principals, ensuring they begin with strong foundations. A leadership support and advisory service, offering mentoring and guidance. Lobbying for Sector specific Professional Development resulting in Government funding of $30.2 million in the 2025 budget dedicated to principal leadership. In doing so the Roadmap to Sustainable Principal 30 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
The PASL Board (Principals’ Advice & Support Limited) 31 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 NEW ZEALAND PRINCIPALS FEDERATION
Leadership objectives can be realized. These initiatives represent progress, but Otene emphasizes that more work is needed: “If we want great schools, we need to ensure principals are wellsupported, prepared, and valued throughout their careers.” FUTURE GOALS AND PRIORITIES Looking ahead, the NZPF has identified several priorities to strengthen education in New Zealand: 1. A Cross-Party Agreement on Education Too often, changes in government bring abrupt shifts in education policy.The NZPF advocates for a crossparty agreement that would ensure continuity and stability, allowing long-term strategies to take root and succeed. 2. Upholding Te Tiriti With growing demand from young people to learn Māori language, culture, and history, the NZPF is committed to ensuring schools uphold Te Tiriti and integrate this learning meaningfully into classrooms. 3. Valuing Teachers and Principals Negative narratives about teachers and school leaders—sometimes labeled as “teacher bashing”— damage morale and public perception. The NZPF seeks to counter these messages, advocating for a culture that respects and celebrates educators. 4. Listening and Adapting Above all, the NZPF remains committed to being a responsive, member-driven organization. Its future direction will continue to evolve based on the needs and voices of principals themselves. TRANSPARENCY, EQUITY, AND PROFESSIONALISM What sets the NZPF apart is its holistic approach. It is not only a lobbying body but also a professional community, grounded in transparency and equity. Its work extends beyond principals, influencing the well-being of teachers, students, and families across Aotearoa. 32 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
International Connections. As the elected International Principals’ Confederation Oceania/ Asia Representative, Leanne Otene delivers a keynote presentation to Australian Principals 33 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 NEW ZEALAND PRINCIPALS FEDERATION
“Education is a collective endeavor,” Otene says.“Our role is to ensure principals are supported so they can lead schools where every child has the opportunity to thrive.” A LEGACY OF LEADERSHIP From its beginnings in 1982 to its role today as a national and international leader, the NZPF has consistently championed the voices of principals. With over 2,000 members, its reach is significant, and its impact on New Zealand education is undeniable. As it looks toward the future, the Federation remains steadfast in its mission: advancing equity, honoring culture, supporting professional leadership, and strengthening the vital role of principals in shaping society. For Otene and the NZPF, the goal is clear: “If we can create stable, well-supported, and visionary leadership in schools, we can create an education system that truly reflects the aspirations of Aotearoa. That is our purpose, and that is the legacy we are building.” 34 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
VENEZIANO COFFEE ROASTERS BREWING EXCELLENCE, CULTURE, AND COMMUNITY food & beverage 35 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
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BREWING EXCEL CULTURE, AND C VENEZIANO COFFEE ROASTERS AT A GLANCE VENEZIANO COFFEE ROASTERS WHAT: P opular and growing coffee establishment with a dedication to the customers it serves WHERE: Richmond, Victoria, Australia WEBSITE: www.venezianocoffee.com.au & www.nomadcoffeegroup.com.au 37 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
LLENCE, COMMUNITY Twenty-five years ago, two coffee enthusiasts set out to bring specialty coffee to the heart of Melbourne. What began as a modest operation in a shed with three staff roasting just 200 kilos of beans a week, Veneziano Coffee Roasters has since grown to become the founding brand of one of Australia’s most recognized coffee companies. Today, Veneziano operates as the specialty arm of the Nomad Coffee Group (NCG). NCG is a diverse portfolio of coffee PROVIDING THE LOCAL FLAVOR WITH THE PERFECT CUP OF COFFEE EVERY TIME 38 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
brands across Australia and New Zealand, each with a unique offering and audience. NCG now employs more than 180 people, roasts up to 150 tons weekly, and generates annual turnover in excess of $100 million. For co-founder Craig Dickson, the company’s trajectory reflects both passion and perseverance. Alongside his business partner, Rocky Veneziano, a former barista, Dickson built the original Veneziano brand that has become synonymous with innovation, sustainability, and a people-first culture, values that now inform the entire NCG. From dominating the Australian Barista Championships to achieving B Corp certification,Veneziano’s story is as much about community and culture as it is about coffee, setting the foundation for NCG’s broader mission. FROM SHED TO SPECIALTY The early days of Veneziano Coffee Roasters were humble but full of ambition. With a small team and limited resources, the founders focused on quality above all else. Their commitment quickly paid off when Veneziano became a force in competitive coffee, winning the Australian Barista Championship multiple times and competing on the world stage. These achievements elevated the company’s profile and established its credibility among coffee professionals and consumers alike. “Those competitions weren’t just about recognition,” Dickson recalls.“They pushed us to innovate, to refine our processes, and to stay ahead of trends. It set the foundation for how we approach coffee today.” SCALING UP: A NEW ERA OF GROWTH Fast forward two decades, Nomad Coffee Group was established and is a powerhouse in the industry. A major milestone came with the construction of a $12 million manufacturing plant in Truganina, designed to meet growing demand and streamline production.This state-of-the-art facility underscores the company’s commitment to scaling sustainably while maintaining quality. With weekly roasting volumes now reaching 150 tonness and a turnover exceeding $100 million, Nomad Coffee Group has firmly established itself 39 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 VENEZIANO COFFEE ROASTERS
as one of Australia’s largest and most influential coffee roasters.Yet, despite this growth, the company has worked hard to maintain its original values of integrity, innovation, and community spirit born from Veneziano. ACHIEVING B CORP CERTIFICATION One of the company’s proudest achievements is its B Corp certification, a rigorous process that measures social and environmental performance. For Dickson, certification validated what the company had long prioritized: treating people well, building strong supply chain relationships, and embedding sustainability into its operations. The certification process required NCG to take a hard look at its business practices. It led to improvements in areas ranging from governance and supply chain ethics to staff engagement and community impact.“B Corp gave us a framework to measure what we were already striving to do,” Dickson explains.“It holds us accountable and ensures we keep improving.” The company also earned recognition as a Great Place to Work, further affirming its people-first approach. GOVERNANCE AND STAFF ENGAGEMENT To support continuous improvement, NCG uses tools like Sedex for supply chain governance and Culture Amp for staff engagement. Sedex helps ensure transparency and protection against risks such as modern slavery, while Culture Amp tracks employee sentiment and highlights areas for development. The company produces an annual modern slavery report and runs quarterly staff engagement surveys to stay aligned with its values. These measures reflect a balance between small-business warmth and corporate governance rigor. “We want to keep that family-style culture where people feel connected,” Dickson says, “but we also need the structure and discipline of a corporate organization to keep growing responsibly.” COFFEE TRENDS AND CONSUMER SHIFTS The specialty coffee industry has evolved significantly 40 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
since Veneziano’s early days, and the company has remained at the forefront of these changes. Dickson points to a broad “upgrading” trend, with consumers increasingly seeking out higher-quality coffee in the fast-moving consumer goods (FMCG) sector. Traceability and sustainability are also top priorities, with specialty roasters offering greater transparency through direct relationships with farmers. This resonates strongly with consumers who want to know where their coffee comes from and how it’s produced. Other shifts include the rising popularity of cold beverages, alternative milks, and coffee substitutes, all of which NCG is incorporating into its offerings. “We see these trends as opportunities,” Dickson notes.“They allow us to broaden our product range and reach new customers.” INNOVATION THROUGH COMPETITION AND GLOBAL INSIGHTS Innovation remains at the heart of Veneziano Coffee Roasters and flows through to all other NCG brands. The company continues to stay ahead of industry 41 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 VENEZIANO COFFEE ROASTERS
Key players since 1945: amazing years of innovation and customized technology for the food industry. #Brambati80yearsyoung TAILOR-MADE TECHNOLOGY, DRIVEN BY INNOVATION Discover Brambati’s experience and continuous research in complete installations for coffee processing. BRAMBATI S.p.A—via Strada Nuova, 37 27050 Codevilla (PV) ITALY tel: +39 0383 373100 | www.brambati.it | info@brambati.it ENGINEERING EXCELLENCE IN COFFEE PROCESSING With over 80 years of experience, this year, we proudly celebrates our 80th anniversary—a milestone that reflects decades of innovation, dedication, and excellence in engineering, Brambati S.p.A. stands as a global leader in the design and manufacture of cuttingedge systems for the coffee industry. Based in Codevilla, Italy, the company has become a trusted partner for major coffee producers worldwide, offering fully integrated, tailormade solutions that cover the entire production cycle—from green coffee intake to packaging. Brambati’s coffee processing systems are engineered for precision, efficiency, and sustainability. The company provides advanced technologies for green coffee cleaning, storage, weighing, and blending, as well as state-of-the-art roasting systems— both traditional and modular—with full control over temperature profiles and energy consumption. Its grinding solutions ensure consistent particle size distribution, essential for quality and flavor, while degassing and packaging systems preserve freshness and aroma. What sets Brambati apart is its in-house development of automation and control software, allowing seamless integration and real-time monitoring of every stage of production. Whether for small specialty roasters or large industrial plants, Brambati delivers scalable solutions that meet the highest standards of quality, safety, and innovation. Driven by a passion for coffee and a commitment to excellence, Brambati continues to shape the future of coffee processing—one bean at a time.
trends through its deep involvement in the World Barista Championships, where it has three certified judges.This involvement provides early exposure to new techniques, equipment, and flavor profiles that often shape global coffee trends. In addition, the company maintains a strong international presence by attending major trade shows and visiting coffee origins around the world. By engaging with the American and Asian markets, NCG is able to anticipate shifts before they reach Australian shores. COMMUNITY PARTNERSHIPS AND SOCIAL RESPONSIBILITY Beyond coffee, Nomad Coffee Group is committed to making a positive social impact. The company supports All Things Equal, a Melbourne café that trains young people with disabilities in hospitality. Under the Veneziano brand, the company sponsors the café with coffee supply and provides free training, helping create inclusive opportunities in the industry. Employees also volunteer with Oz Harvest, an organization dedicated to reducing food waste 43 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 VENEZIANO COFFEE ROASTERS
and feeding vulnerable communities. NCG teams regularly participate in cooking meals for homeless people, fostering a culture of service that extends beyond the workplace. Each state office identifies its own local community projects, ensuring that social responsibility is not centralized but embedded across the company. To coordinate these efforts, NCG employs a full-time sustainability manager. FUTURE GOALS AND GROWTH STRATEGIES Looking ahead, NCG is focused on expanding its reach both domestically and internationally. One key initiative is the company’s growing Veneziano’s direct-to-consumer online business, which surged after COVID-19 as more people began brewing specialty coffee at home.A partnership with Breville has further strengthened this channel by integrating Veneziano’s coffee with Breville’s home coffee machines. The company is also entering mainstream retail through a partnership with Veneziano and Woolworths Metro stores, providing greater access to specialty coffee in everyday settings. “We see 44 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
Woolworths as a key partner for reaching a broader audience while maintaining our quality and brand integrity,” Dickson explains. International expansion is also on the horizon. With expertise across specialty coffee, mainstream coffee, and private-label production, NCG is well-positioned to explore global markets in Asia and beyond. As NCG scales, maintaining its culture remains a top priority. Dickson and Veneziano continue to lead the business, ensuring that the company’s family roots are preserved even as it becomes a corporate-sized organization. This balance of agility and governance allows NCG to stay nimble, seize opportunities, and avoid the bureaucracy that often slows larger businesses.“We never want to lose that small-business mentality,” Dickson emphasizes. “It’s what keeps us creative, connected, and true to who we are.” A JOURNEY OF PASSION AND PURPOSE Reflecting on the company’s 25-year journey, Dickson takes pride in how far Veneziano Coffee Roasters has come. From a shed in Melbourne to becoming one of Australia’s largest roasters, the business is a remarkable success story. But for Dickson, success is about more than size or revenue. 45 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09 VENEZIANO COFFEE ROASTERS
PREFERRED VENDOR/PARTNER n Brambati S.p.A. www.brambati.it Brambati S.p.A., celebrating 80 years of innovation, engineers complete food processing systems. For coffee industries can supply the entire process, from green bean intake to packaging feeding. Renowned for precision, sustainability, and in-house automation, Brambati serves global coffee leaders with Italian-made solutions that blend tradition and technology—delivering excellence across every stage of the coffee production journey. “It’s about the impact we have—on our people, on our farmers, on our communities,” he says.“Coffee is what we make, but purpose is what drives us.” With ambitious plans for growth, a strong culture of innovation, and a deep commitment to social and environmental responsibility, Nomad Coffee Group is not just roasting coffee—it’s brewing a better future, one cup at a time. 46 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
SAFARI GROUP A LEGACY OF FAMILY, COMMUNITY, AND GROWTH real estate 47 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
48 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
SAFARI GROUP AT A GLANCE SAFARI GROUP WHAT: T he leading developer, builder, owner, and operator of hotels and residential properties throughout New Zealand WHERE: Auckland, New Zealand WEBSITE: www.safarigroup.co.nz A LEGACY OF FAM AND GROWTHLEADIN BUILDIN 49 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
MILY, COMMUNITY, From a modest beginning as a young builder in South Auckland to leading one of New Zealand’s most distinctive integrated development companies, Robert Neil’s journey is a testament to resilience, vision, and staying true to core values. As the co-founder of Safari Group, Neil has steered the company’s evolution from a small building contractor into a full-fledged developer, builder, owner, and operator of hotels and residential properties. NG THE HOSPITALITY SECTOR BY NG A GREAT FUTURE 50 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 09
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