Waikato regional economic profile - Waikato Regional Council

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Waikato Innovation Park provides several services:Commercialisation: intellectual property brokering and Regional TechNZfunding.Business growth: professional services, network to local, national andinternational companies, links to venture capital, small and medium sizedenterprise education, lettable space within core facilities building, sharedfacilities, shared services.Mature research and development functions: joint venture and mergeropportunities, mobilise spin-offs, scientific network, innovation and collaborationculture, 100-year lease at commercial rates.Waikato AgBio Cluster: event management, projects, resource facilitation,mobilise spin offs, joint venture and merger opportunities.By 2012, Waikato Innovation Park had achieved the following, among other things: building size increased from 3600m 2 to 8400m 2 resident firms increased from 19 to 42 employees onsite increased from 100 to 420, and establishment and ownership of the New Zealand Food Innovation Network(Waikato) Ltd facility a 500kg per hour spray dryer (discussed in chapter 3.3.3).Examples of resident firms include:SciLactis Ltd: a research and consulting company. With extensive national andinternational experience in the agricultural and value-added food space, inparticular relating to dairy production, science and research, and activitiesspanning both sides of the farm-gate.BioVittoria Ltd: a research-based, product development and marketingcompany that develops, markets, and sells proprietary active compounds thatare naturally derived and biologically proven. The company also addresses andassists academic institutions and companies that are not equipped to bring theirnutraceutical intellectual properties into worldwide commercial markets.Hill Laboratories: the largest privately-owned chemical testing laboratory in NewZealand. They offer a wide range of testing services for food, pesticide andveterinary residues, contaminants, plant tissue, soil and water. Tetra Pak: the global centre of excellence for large-scale milk powder andcheese manufacturing plants. The New Zealand division of the companyprovides design, engineering and project management to Tetra Pak salesoffices all over the world and brings back to New Zealand significant marketsignals in the dairy industry.Waikato Innovation Park has also led to the development of Dairy SolutioNZ and BeefSolutioNZ (discussed in chapter 3.3.6).The New Zealand Clean Energy Centre was established to accelerate the adoption ofclean energy solutions by industry, communities, businesses and households in NewZealand. Opened in 2011, the New Zealand Clean Energy Centre’s headquarters is inTaupō at a site that the Taupō District Council has designated a science andtechnology park.The New Zealand Clean Energy Centre offers a collaborative business environment forlike-minded tenants to share business infrastructure, information, resources andbusiness opportunities. The building houses a number of firms currently: FitzroyEngineering’s Clean Energy Division, Polytechnik Biomass Energy (an Austriancompany), Renewable Energy Technologies, MB Century, Vertichem, Biosource andClean Energy Ventures.Page 142 Doc # 2069885
11.4.4 Business incubatorsBusiness incubation refers to the variety of processes that aim to help reduce thefailure rate of early-stage companies and speed the establishment of self-sustainingcompanies.A business incubator provides facilities and services that support start-up businessesthrough their initial growth phase. A business incubator is usually a provider of jointpremises for a number of start-up companies. They also provide managerial expertiseand advice for residents. An important aspect of a business incubator's premises is thatthey also provide an environment where resident businesses can interact with eachother as well as any associated external companies and/or institutions. The form ofbusiness incubators can vary greatly. 404SODA is a business growth centre based in Hamilton. SODA provides start-upbusinesses with the confidence, connections and capability to grow fast and to exportglobally. SODA aims to energise and transform its clients businesses for the benefit ofthe region and the national economy.SODA provides:1. Business incubation services for high-growth start-up companies including:customized business coaching and mentoring to drive growthpreparing businesses for investment and market entryraising capital through our investor networkshelping kiwi entrepreneurs export into global markets, andextensive networking opportunities to develop strategic partnerships.2. Business clustering services for Waikato companies to drive industry growth by:enabling collaboration, knowledge sharing, and innovationdriving growth in revenue and export opportunities, andpromoting the collective capability of Waikato’s digital community to the world.SODA aims to contribute to a prosperous regional economy through supporting growth,collaboration and innovation of regionally embedded, globally successfulentrepreneurs.The WaikatoLink Venture Incubator was established in 2008 and draws on the successWaikatoLink has built up through incubating its own high growth ventures based onscience and technology from the University of Waikato. Although the majority ofresident firms incubated come from this source, the incubator also makes its expertiseand processes available to local entrepreneurs, mainly through short stays andservices delivered “virtually”. The WaikatoLink Venture Incubator focuses on highgrowth technologies in the AgBio, biotechnology and information and communicationstechnology sectors and has the expertise, partners and networks to offer the followingservices to entrepreneurs: assessment of business ideas and market opportunities developing business models and robust business practices, and assistance to find strategic partners, raise capital and access internationalmarkets.404Ministry of Economic Development (2004, p. 3).Doc # 2069885 Page 143
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Waikato Regional Council Technical
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Document #: 2069885
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Table of contentsAcknowledgementLis
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11.2.5 Industry Training Organisati
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The Government aims to create an en
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TransportAlmost a quarter of total
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Regional competitivenessRelative pe
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WRC identified three flagship goals
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WRC adopted the concept of green gr
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Figure 4: Real value of goods and s
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4. Foster policy learning through b
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economic development strategy for t
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Figure 5: Economic value added by s
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Figure 8: Unemployment by region, 2
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Figure 12: Median household and per
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Figure 15: Deprivation in Hamilton
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In addition to dairy products contr
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In May 2009, DairyNZ launched the S
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New Zealand exported $716.9 million
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Wallace Meats: is a subsidiary of W
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Figure 29: Location quotient and em
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Figure 30: AgBio New Zealand produc
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Five of New Zealand’s six largest
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Most providers of high valueservice
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When measured for its value to the
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is not considered by this profile t
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4.2 Transport4.2.1 RoadThe current
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Local roads in the Waikato region a
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Waikato to, or from, the Bay of Ple
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Approximately 40 per cent of all ex
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Figure 58: International arrivals t
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The New Zealand Energy Strategy has
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Figure 62: Transpower transmission
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Coal has been mined in the Waikator
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4.3.4 OilWaikato does not produce o
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etween 75 and 100 years. 202 The de
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Taupō District CouncilWater supply
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4.4.3 Productive water infrastructu
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The surveys identified that there i
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RBI has been implemented by the Gov
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Figure 76: RBI broadband in the cen
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5 People5.1 SummaryThis chapter des
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Figure 81: Urban population in the
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5.2.3 AgeingFigure 83: Percentage i
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Figure 88: Proportion of population
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Figure 92: Highest qualification pr
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Figure 95: Labour market areas in t
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Figure 99: Commuting patterns (2006
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Three areas of the Waikato region h
Page 108 and 109: Figure 101: Land uses in the Waikat
Page 110 and 111: 120%100%80%60%40%Land with limitati
Page 112 and 113: 6.6 WaterFreshwater is important fo
Page 114 and 115: Table 10: Current water take author
Page 116 and 117: 7 Institutions7.1 SummaryCentral an
Page 118 and 119: The final report of the Government
Page 120 and 121: Local authority Strategy DeliveryRo
Page 122 and 123: Local authority Strategy Vision Goa
Page 124 and 125: Local authority Strategy Vision Goa
Page 126 and 127: Figure 106: Iwi of the Waikato regi
Page 128 and 129: SettlementprogressMāoriCommercialA
Page 130 and 131: SettlementprogressDeed ofSettlement
Page 132 and 133: Figure 108: Geographic units with 0
Page 134 and 135: Figure 111: Entry rate (percentage
Page 136 and 137: Gas supply 0.44Air transport, servi
Page 138 and 139: Capital productivity is value added
Page 140 and 141: have low tangible assets and low or
Page 142 and 143: 11 Innovation system11.1 SummaryAs
Page 144 and 145: Zealand universities (34 per cent).
Page 146 and 147: cent), health (21 per cent) and hos
Page 148 and 149: Figure 124: Waikato ITO trainees (2
Page 150 and 151: The University of Waikato has five
Page 152 and 153: esearch.” 398 Research is essenti
Page 154 and 155: Landcare ResearchNational Institute
Page 156 and 157: 11.4 Business development and growt
Page 160 and 161: 12 Key findings and next stepsThe W
Page 162 and 163: There are also a number of opportun
Page 164 and 165: BibliographyAFFCO New Zealand 2010.
Page 166 and 167: Hauraki District Council 2009. Haur
Page 168 and 169: Ministry of Economic Development 20
Page 170 and 171: New Zealand Transport Agency 2010.
Page 172 and 173: South Waikato District Council 2009
Page 174: Waikato Regional Council 2011f. Lan
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