This includes a direct impact of $3.6 billion and flow-on (indirect and induced) impacts of $2.2 and $2.7 billion respectively. It is important to note that this does not include capital gains from the appreciation of land and property values. In addition, 24,820 employees were directly employed in the property industry, accounting for 9% of total employment in Wellington. That is a significant involvement by our members and others.
The cost of doing business in Wellington remains high, with ever-increasing commercial rates and seismic issues leading to high insurance premiums that inhibit the city’s prosperity.
As a region, we are continuing to effect change through our advocacy, events program, and collaboration with like-minded organisations including, of course, Wellington City Council.
To do that we need your support. Our members are at the very core of what we do every day. Get involved! Also, please tell us what you seek from your membership, what events, topics and speakers you would like to hear.
Rolle Property
Wellington Regional Chair
In the regions, our regular projects include Long-term Plans, Annual Plans, District and Spatial Plans, rates differentials and development contributions. In addition to this, each Regional Committee also choose one priority to focus on for the year, with Wellington’s being:
“Leave the door open and the ladder down.”– Bernard Kinsey Join us over lunch for an engaging Women in Property panel discussion exploring the many pathways to leadership, ownership
The Wellington Regional Committee assists the Property Council team to formulate our local advocacy strategy and plan member events and initiatives in the region.
The current Committee is in effect from 1 November 2025.
The Local Government Briefing Paper has been produced in advance of the 2025 Local Government Elections to provide candidates – many of whom are unfamiliar with the property industry – with a simple guide to the challenges faced, solutions available and potential impact for their city or region.
The document outlines five key workstreams:
Singing off the same song sheet nationwide also helps ensure consistency across our national and regional advocacy workstreams. It is a working document that will evolve over time as policies are announced and issues arise, with the current version available for download by members upon logging in here. 👉
Friday 14 November saw us host an unforgettable night of connection, celebration, and recognition at the 2025 Wellington Property People Awards!
Over 380 industry leaders, changemakers and rising stars joined us in honouring the people driving progress across the region. Thank you to everyone who helped celebrate the occasion, and congratulations to all the winners!
We’ll be back in 2026!
On 2 April 2026, Property Council submitted on IAWAI Water Services strategy. Why this matters to our members IAWAI is the new water council-controlled organisation (‘CCO’) created with Hamilton City Council and Waikato District Council. IAWAI’s Water Services strategy sets out a capital investment strategy, operational expenses and potential sources of funding for the newly created CCO. Of particular concern is a new levy IAWAI looks to introduce, which charges new development $500 annually for new growth-related infrastructure. Our view Property Council welcomes the establishment of IAWAI as a shared water services organisation for Hamilton City Council and the Waikato District Council. Consolidating water services under a single entity has the potential to improve long-term planning, investment efficiency and service
On 27 March 2025, Property Council submitted on Christchurch City Council’s Draft Annual Plan 2026/27. Why this matters to our members Property Council advocates for the creation and retention of a well-designed, functional and sustainable built environment. The Draft Annual Plan 2026/27 outlines the direction of Christchurch City Council for the next twelve months and will influence outcomes across Christchurch. Our view Property Council is concerned that the draft Annual Plan proposes significant rates and fee increases, alongside continued business and vacant site differentials, placing pressure on ratepayers and investment. A stronger focus is needed on reducing expenditure, improving transparency and forecasting, and adopting alternative funding approaches. At a high level, we recommended that Christchurch City Council: Review and reduce
On 25 March 2025, Property Council submitted on Auckland Council’s Annual Plan 2026/2027. Why this matters to our members Auckland Council’s Annual Plan 2026/2027 sets out the Council’s objectives for the next financial year and provides the framework for funding and delivering these initiatives. Our view Property Council supports the Annual Plan and encourages Auckland Council to work alongside the development community to utilise City Rail Link investment opportunities and strategic infrastructure delivery and sequencing. We do not support the proposed increase in the business rating differential, as this is inconsistent with Auckland Council’s previous commitment to progressively reduce the differential rates burden over time. At a high level, we recommended that Auckland Council: Recommit to reducing the business differential,
Property Council has several dynamic and engaged member taskforces and committees, who provide insight and support our team with a range of initiatives. These groups are ever-changing and are open to all members.
We also have numerous opportunities for sponsors to partner with us to produce and support local events.
Please contact your Regional Manager for further information:
