It's being called the worst winter for moteliers since the Canterbury earthquakes and the blame's being put squarely on Airbnb and a lack of events in Christchurch. Motels are reporting up to a third less business than last year - and that means some could have to close.
Businesses in the Christchurch suburb of New Brighton are demanding urgent action to pull the area out of an economic slump. The seaside town has struggled since the Canterbury Earthquakes, with thousands of people - and customers - leaving the area due to land damage under their homes.
Some central Christchurch businesses are having to close their doors, blaming a tough economic climate. Retail spending in the central city is only 80 percent of what it was before the devastating 2011 earthquakes, while the number of people living in the area has shrunk by a third.
An entry from Ruth Gardner's blog for 7 March 2011 entitled, "Day 14 - in the red zone".
Summary of oral history interview with Rebecca Gordon about her experiences of the Canterbury earthquakes.
Transcript of Lou's earthquake story, captured by the UC QuakeBox project.
Transcript of Maryrose Ansell's earthquake story, captured by the UC QuakeBox project.
The "Lyttelton Review" newsletter for 21 November 2011, produced by the Lyttelton Harbour Information Centre.
A news item titled, "Cool Store Relocation Causes Controversy", published on the Lyttelton Harbour Information Centre's website on Thursday, 13 October 2011.
An entry from Deb Robertson's blog for 24 September 2015 entitled, "Sociology of the City {Part 4(4) Sociology 355}".The entry was downloaded on 2 November 2016.
Insurance is widely acknowledged as a key component in an organisation's disaster preparedness and resilience. But how effective is insurance in aiding business recovery following a major disaster? The aim of this research was to summarise the experiences of both the insurance industry and businesses dealing with commercial insurance claims following the 2010 and 2011 Canterbury earthquakes.
A map showing access business owners will be given to the red zone.
Photograph captioned by BeckerFraserPhotos, "Businesses with signs declaring 'we are open'".
Business Analyst Lucy-Jane Walsh at work in the UC CEISMIC Programme office.
Silt from liquefaction and road damage around businesses on Ferry Road in Woolston.
Silt from liquefaction and road damage around businesses on Ferry Road in Woolston.
A photograph captioned by BeckerFraserPhotos, "The new site of The Herb Centre, over the road from the demolished one. 223 Kilmore Street".
An entry from Deb Robertson's blog for 13 March 2011 entitled, "Opawa/St Martins Farmers Market".
A video of a presentation by Associate Professor John Vargo during the fifth plenary of the 2016 People in Disasters Conference. Vargo is a senior researcher and co-leader of the Resilient Organisations Research Programme at the University of Canterbury. The presentation is titled, "Organisational Resilience is more than just Business Continuity".The abstract for this presentation reads as follows: Business Continuity Management is well-established process in many larger organisations and a key element in their emergency planning. Research carried out by resilient organisations follow the 2010 and 2011 Canterbury Earthquakes show that most small organisations did not have a business continuity plan (BCP), yet many of these organisations did survive the massive disruptions following the earthquakes. They were resilient to these catastrophic events, but in the absence of a BCP. This research also found that many of the organisations with BCP's, struggled to use them effectively when facing real events that did not align with the BCP. Although the BCPs did a good job of preparing organisations to deal with technology and operational disruptions, there was virtually no coverage for the continuity of people. Issues surrounding staff welfare and engagement were amongst the most crucial issues faced by Canterbury organisations, yet impacts of societal and personal disruption did not feature in BCPs. Resilience is a systematic way of looking at how an organization can survive a crisis and thrive in an uncertain world. Business continuity is an important aspect for surviving the crisis, but it is only part of the bigger picture addressed by organisational resilience. This presentation will show how organizational experiences in the Canterbury earthquakes support the need to move to a 'Business Continuity' for the '21st Century', one that incorporates more aspects of resilience, especially the 'people' areas of leadership, culture, staff welfare, and engagement.
We are here broadcasting from Christchurch, as the city remembers the devastating earthquake that claimed 185 lives, and forever changed the city for those who survived.
A map showing the proposed location of the Tait Communications business and technology campus.
A map showing the locations of businesses on the edge of the red zone.
A map showing the locations of businesses on the edge of the red zone.
A map showing the locations of businesses on the edge of the red zone.
A photograph of a sign listing businesses previously located in the demolished Marli House.
A map showing the locations of businesses on the edge of the red zone.
A research project on news coverage about Maori, has found that tangata whenua are still regarded as lower class citizens; Ngai Tahu iwi says it's learnt from the Canterbury earthquakes, just how important it is to safeguard important documents such as its whakapapa database in a digital form, in case there's another natural disaster; New Zealand's largest Maori owned fishing company wants to see the unique Maori story pushed by companies doing business in Asian countries; Meanwhile Ngati Kahungunu Chairman, Ngahiwi Tomoana, who was the business group convenor, says Maori business leaders are keen to set up an office in China
A research project on news coverage about Maori, has found that tangata whenua are still regarded as lower class citizens; Ngai Tahu iwi says it's learnt from the Canterbury earthquakes, just how important it is to safeguard important documents such as its whakapapa database in a digital form, in case there's another natural disaster; New Zealand's largest Maori owned fishing company wants to see the unique Maori story pushed by companies doing business in Asian countries; Meanwhile Ngati Kahungunu Chairman, Ngahiwi Tomoana, who was the business group convenor, says Maori business leaders are keen to set up an office in China.
Between September 2010 and February 2012 (a period of 18 months) the Canterbury region of New Zealand has experienced over 10,000 earthquakes (Nicholls, 2012). This report is the first in a series that will describe the impact of the Canterbury earthquake on businesses. This initial report gives a high level overview of the earthquake events and the impacts on the Canterbury economy and businesses. This report is intended to provide background and context for more in-depth analyses to come in future reports.
This report provides an understanding of the nature of Canterbury subcontracting businesses operating in the space of earthquake reconstruction in Christchurch. It offers an in-depth look at the factors that influence the development of their capacity and capability to withstand the impact of volatile economic cycles, including the 2008 global financial crisis and the subsequent 2010/11 Canterbury earthquakes. There have been significant changes to the business models of the 13 subcontracting businesses studied since the earthquakes. These changes can be seen in the ways the case study subcontractors have adapted to cope with the changing demands that the rebuild posed. Apart from the magnitude of reconstruction works and new developments that directly affect the capacity of subcontracting businesses in Canterbury, case studies found that subcontractors’ capacity and capability to meet the demand varies and is influenced by the: subcontractors’ own unique characteristics, which are often shaped by changing circumstances in a dynamic and uncertain recovery process; and internal factors in relation to the company’s goal and employees’ needs