Duncan Simpson did not face the wrath of trade unionists during his nearly 10-year term as chief executive of the Otago-Southland Employers Association.
In the days of compulsory unionism, it was a given that the association offices would have been surrounded by chanting workers at least once a year, often more frequently.
The South Dunedin building in which the association is now housed was in the early 1990s painted with slogans on a fairly regular basis by workers angry at the association's support of a previous National government's changes to employment law.
What changed was the Government. Mr Simpson took over the position in 1999, at the same time as a worker-friendly Labour government was elected. While compulsory unionism did not reappear, legislation designed to appease the union influences within Labour was introduced.
Mr Simpson could have been forgiven for storming Parliament demanding fair treatment for his members. But he managed to get much more done by lobbying, cajoling and influencing behind the scenes.
The change from a Labour-led to a National-led government is providing more headaches for the affable Mr Simpson and his members, but it is a headache he will not have to deal with for much longer.
He is leaving the association to become chief executive of the New Zealand Professional Golfers Association, based in Auckland.
Given that he was born in the home of golf, St Andrews, his new job completes a neat circle.
But the ever-keen golfer worries that although he might be going to work at a golf course, he could end up playing even less golf than he does now if his job interferes with his playing passion. Such is life.
Since the election, Mr Simpson has been busy getting to grips with the new employment legislation brought in by the Government.
There has been no return to the former Employment Contracts Act, but there have been some changes regarding things like trial periods.
As the economy has tanked, redundancies have started to hog the headlines.
Mr Simpson says employers, especially those operating small to medium-sized businesses, are finding it increasingly hard to follow the correct procedure.
"Redundancy and restructuring are areas that are particularly hard to get it right. These are areas of potential conflict and businesses need to make the right decisions and follow correct procedure."
Failure to do so cost time and money and dragged out an uncomfortable experience for all parties.
Asked about the things he remembered most about his time with the association, Mr Simpson said the "niggly stuff" was hard to ignore, and most of it was unnecessary.
Things like flexible hours were "completely unnecessary" as people worked those sorts of issues out for themselves. They did not require regulation.
"It was another opportunity for potential conflict and it has made one bit of difference. Each issue on its own looks good on paper. But when you add them together it creates a large barrier."
Changes by the last government to the Holidays Act created many headaches for business owners, particularly around the extra week of holidays, he said.
This interview was conducted before the Government announced it was going to allow people to cash up their fourth week of holidays, something Mr Simpson predicted would happen. He expected a lot of people would opt for cashing up the fourth week.
The extra week of leave had created problems in Australia and was likely to create the same "massive amount of untaken leave" in New Zealand.
Many smaller businesses had difficulties with organising staff holidays around the requirements of customers. Businesses needed to be consulted more on such changes.
Unpaid leave affected the ability of a business to source seasonal finance from their bank and paying it out would create cashflow problems.
However, it was compliance costs that really sparked up Mr Simpson over the past 10 years. Each change to employment law, tax law, Statistics New Zealand requirements and the Resource Management Act meant more calls from members seeking advice.
Photographs of him bound in red tape or carrying volumes of the updated legislation appeared regularly in the Otago Daily Times. Each minister talked about reducing compliance costs but none had made much progress, he said.
Mr Simpson remained perplexed at the union opposition to the 90-day trial law which comes into effect on April 1.
The legislation would encourage employers to take a risk and employ someone rather than putting it off until the economy turned.
"The unions are talking about a 'name and shame' campaign. What is the point? Any small employer taking on a new employee in this current environment should be given a medal, not named and shamed."
If Mr Simpson had one request for the new Government it would be for not too many more changes to legislation. Although he did not expect any grand gestures in employment law changes, the little things added up.
The association employed two lawyers in 1998; it now has four. Two other people work in the legal services area just to keep up with the ongoing changes, he said.
"The law is more complex and is continually being rewritten. We are constantly working on interpreting the legislation."
Looking back, Mr Simpson said things were "not too flash" in 1998 when he was interviewed for the job. A lot of Dunedin's large manufacturers were shutting down and making workers redundant. Even the city's most high-profile engineering business, Hillside Workshops, was struggling.
Then came the Asian crisis of the 1990s which further decimated the city's productive base.
Since then, the economy had fallen further by the wayside with companies like Fulton Hogan moving its head office to Christchurch and Mainland Products being absorbed intoFonterra, Mr Simpson said.
"We have lost a number of well-paid, highly-performing executives. That is trickling down through service and golf clubs with fewer people available to take on elected positions."
With the closing down of the Fisher & Paykel Silverstream plant, more people would be moving away.
Dunedin was under-populated and without a stable population of about 150,000, the city would struggle to grow and businesses would not be attracted to the city.
"I tried to get the city council to run the line of being the most business-friendly city in New Zealand. It hasn't taken up that challenge so far."
The attitude of many in the city was that they wanted Dunedin to grow, but by not too much. Getting to 150,000 people required an influx of entrepreneurs coming to Dunedin and setting up businesses. It would not happen by incremental growth, Mr Simpson said.
One of the things the city council could do to help build another generation of entrepreneurs was to loosen the grip on the directorships of council-owned companies.
"I spoke at an economic summit held by the council and pointed out that the city-owned companies directorships are commonly held. They could be helping up-and-coming leaders by giving them the opportunity to get into governance."
At one stage there were eight directors holding 25 positions on the council boards. Now, there were six people holding 26 positions - even more tightly held, he noted.
While not knocking the ability of the directors, Mr Simpson felt there were opportunities available for the next generation of leaders.
We were all living in rapidly changing times, but the core leadership of the council companies had not changed. He was not suggesting tossing out the lot, but urged appointing a more "dynamic mix".
Mr Simpson's new job would have two parts: New Zealand's touring professionals and the 300 PGA club professionals who ran their own businesses and the 30 apprentices going through the ranks before they received their professional tickets.
He would also be dealing with corporate sponsorship for major events, something that would present a few challenges in this economic environment. But he was optimistic: "Many relationships have been fostered on a golf course," he observed.
• A tribute
Business New Zealand chief executive Phil O'Reilly called Duncan Simpson a stalwart champion of enterprise in New Zealand and someone respected by all.
"In advocacy on behalf of business, as in Duncan's other enterprises, he stands apart as a gentleman. We've been fortunate to count him as a colleague and friend. The attraction of the golfing position is completely understandable."
