Rebuild New Zealand

31 July 2020

Exploring New Zealand’s border paradox

New Zealand finds itself at a crossroads having contained the spread of COVID-19 domestically and enjoying almost no restrictions on daily life. However, with our borders closed, the growing social and economic costs are mounting. PwC’s new report explores this paradoxical situation, which is unique to our country.

We also share stories of several New Zealand businesses on how they are navigating the uncertain economic environment and changed market conditions.

Read our 31 July 2020 report

Case study: South Seas Healthcare Trust

This South Auckland healthcare provider put community at the heart of their COVID-19 response by providing an integrated approach to health and social service delivery. The South Seas model is an example of how this can work to the greatest possible advantage for community health.

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Case study: Auckland International Airport

One of New Zealand’s largest listed companies saw its business come to a virtual standstill when COVID-19 hit. However, the speed at which Auckland International Airport responded to its changing fortunes allowed the business to focus on its important role in ensuring the safe repatriation of people, rather than be distracted on cash flow management and balance sheet matters.

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Case study: New Zealand Trade and Enterprise

When New Zealand closed its borders and entered lockdown, and businesses braced themselves for the worst, NZTE saw the urgent need to bring in strategic support to help New Zealand companies (such as Technopak, Ecoware and Nature Baby) assess and adjust their businesses.

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Case study: Smiths City

When trading restrictions imposed at lockdown Level 4 exacerbated the challenges facing the retail sector, swift action was taken through a structured buy-out with an entrepreneurial investor to save this one-hundred year-old national retailer from collapse.

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Building a better future

There can be no simple and speedy return to the old ways of doing things. We are being forced to adapt and, if done correctly, this can bring about positive change that benefits all segments of society. The current crisis provides an opportunity to address many questions New Zealand should be debating in order to build a better future.

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Contact us

Mark Averill

Mark Averill

CEO and Senior Partner, PwC New Zealand

Tel: +64 21 646 418

David Bridgman

David Bridgman

Partner, PwC New Zealand

Tel: +64 21 760 524

Keren Blakey

Keren Blakey

Chair, PwC New Zealand

Tel: +64 21 628 226

Murray Schnuriger

Murray Schnuriger

Chief Revenue and Strategy Officer, PwC New Zealand

Tel: +64 21 884 616

Geof Nightingale

Geof Nightingale

Partner, PwC New Zealand

Tel: +64 21 940 346

Jeroen Bouman

Jeroen Bouman

Consulting Managing Partner and Wellington Market Managing Partner, PwC New Zealand

Tel: +64 21 585 753

Craig Armitage

Craig Armitage

Canterbury Managing Partner, PwC New Zealand

Tel: +64 21 616 232

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