150 Years: The success story of remaining independently owned

Oakleys Plumbing Supplies marks a rare and momentous milestone this year: 150 years in business, making it the oldest plumbing merchants and one of only a handful of companies of this age in New Zealand. The company is celebrating by bringing all its staff together for a family picnic, reminiscent of days gone by.  

Few privately owned firms survive half a century, let alone one and a half, yet Oakleys continues to thrive with a testament to perseverance, local commitment and adaptation through turbulent eras. 

As smaller independent companies increasingly give way to corporate consolidation or fade out, Oakleys remains 100 per cent independently owned. Its survival through wars, economic depressions, earthquakes, pandemics and shifting markets is not just an anniversary, it’s a story of grit, culture and community.

The story begins in 1875, when English immigrant Henry Oakley partnered with John Taylor to found Taylor & Oakley: Plumbers, Gasfitters, Brass Founders, Iron & Tinplate Workers, Bellhangers & Sanitary Engineers in Christchurch. The young colony was expanding, and demand for plumbing, drainage and sanitary works was rising. Oakley and Taylor was amongst the earliest to offer a comprehensive plumbing, metalwork and sanitary engineering service in Canterbury. 

 From these formative decades, Oakley & Taylor gained a reputation for quality workmanship and innovation. At the 1906 New Zealand International Exhibition in Hagley Park, the company showcased its engineering daring and product development by winning a gold medal for its pumice concrete wash‑tubs. The firm was also manufacturing spouting, downpipes, hollow‑ware and concrete tubs, besides regular plumbing and tinsmith work. 

Taylor & Oakley cultivated a distinctive workplace culture: company picnics with staff and their families, a company rugby team for local corporate games, and regular recognition in community media. Those personal traditions set the standards for years to come and still echo in Oakleys’ internal culture many decades later.

 Owner Denis Willis says it’s clear from written and photographic histories of the company that staff were always valued and prioritised and that core value remains today and continues as part of the company’s success. 

 “If you care about your staff, they will care about you,” Willis says. “I run the business like a big family where everyone is cared for and treated with respect. Staff are people, they are not numbers.”

 In 1919, after decades of partnership, Taylor and Oakley split. Taylor withdrew, and Oakley & Sons continued operating on Tuam Street in Christchurch as a plumbers’ merchant, sheet metal and tinsmith shop, and manufacturer. 

 In 1924, Henry Oakley passed away, and one of his eleven children, Osmyn, assumed control of the firm. But by 1934, under financial strain during the Depression, the company entered voluntary liquidation. It was rescued by John Taylor (of the original partnership) who purchased the assets and ran Oakleys independently, severing formal ties with his prior business. 

 By the 1970s, Oakleys had evolved into a specialist plumber’s merchant, relocated to Restell Road with warehouses, offices, trade supply functions and a move toward plumbing retailing. The company navigated regional recessions, the oil shocks of the 1970s, the deregulation of New Zealand’s economy in the 1980s, and the rise of big box hardware chains.

 Willis says he thinks the company survived these crises the same way the modern company has survived more recent interruptions, by maintaining independent ownership and responsiveness to change.

 “Our owners react to customer needs on the spot. They don’t have to run to a head office or an overseas board of directors for approval to instigate change,” he says. “Nobody knows what the locals want better than the locals who are on the ground and in the community”.

 It was the early 2000s when Denis and his wife Adele became the newest owners of Oakleys, along with fellow shareholders Colin Spratt, Shane Jeffs and Karen Kim.

 “Oakleys was a great company in good standing in Canterbury and we could see opportunities for improvement,” Willis says. “The family environment was struggling with the recent death of the store manager and we wanted to restore the culture and leadership.

 “We surrounded ourselves with good people and encouraged the staff to regain their passion for the company.”

 Under their stewardship Oakleys began transitioning toward its modern form with a move to its current Cashel Street location, the addition of a retail showroom, design consultation, and diversification into bathrooms and fixtures beyond wholesale plumbing alone. 

 The company continued its revitalisation in coming years. The Christchurch store was remodelled and the company expanded regionally, into Dunedin in 2009, Nelson in 2018, Cromwell in 2019, and Wanaka and Alexandra in 2024.

 Despite the challenge of big‑box competitors and national chains, Oakleys had carved a niche with specialist plumbing, bathroomware, exemplary service, product knowledge and local reputation, and wanted to bring that to other regions.

 “As in Christchurch we wanted to partner with locals as shareholders and owners so they were passionate about the business and would keep it in its best state.”

 “We brought in the three best people out there, who knew their markets and their communities and could deliver the best service.”

 These people were Dean Stuart in Dunedin, Clayton Knowles in Nelson and Patrick Rivett in Central Otago. And in 2024 Tim Williams took over as branch manager in Christchurch.

 “Dean, Clayton, Patrick and Tim take their branches in the direction they want to go. They know their communities and their markets and they are making the best decisions for the company, for their customers and for their communities.”

 Willis acknowledges there have been many influences outside their control that could have negatively impacted the business, such as the Great Wars, the Depression, the Christchurch earthquake and the pandemic. 

 During World War I and II, supply constraints, import disruptions, and material rationing placed pressure on plumbing and sanitary suppliers. The business persisted by maintaining trade contracts, managing material substitution, and serving essential infrastructure such as water, drainage, sanitation, which were priority sectors.

 Recovering from the 1930s, the firm had to rebuild trust, capital, client base and supply lines. The post–World War II building boom in New Zealand fortunately helped revive demand for sanitation, in particular new and innovative solutions for indoor plumbing and bathrooms.

 Later recessions, in the 1970s and 1990s, the 2000s global financial crisis, and mid‑2010s slowdowns, would all challenge a midsize independent company. Oakleys’ survival through these cycles, while many smaller operators vanished or were absorbed, highlights resilience, prudent financial management and strong local relationships. 

 The Canterbury earthquakes of 2010 and 2011 were the biggest test to the modern life of the company but also a big driver in its renewed success. In the midst of natural disaster chaos, the company put its staff and the community first and was a lifeline to the people who had helped them become the success they already were. 

 “When the February quake hit many staff were at work. The building wasn’t too damaged but shelving had tipped over and there was a lot of product thrown about and broken. 

 “The first thing we did was attend to the needs of the staff who were in shock. We got everyone home and made sure their families were okay. Once we knew our people were safe, we locked the doors and went home.”

 But, Willis says, due to the widespread damage, people needed urgent plumbing assistance and he and his staff were getting phone calls from customers. Corporate merchants were not answering the phones so Oakleys stood up to answer the call for help.

 “The next day Colin and Shane went into the branch and retrieved as many undamaged products as possible. They did carload after carload. We took everything to Colin’s house and set up a mini Oakleys in his garage. 

 “It served our plumbers well, we were very busy. Our supplier reps turned up with milk and food supplies, and all our staff turned up at some stage to do what they could, even if it was making a cup of tea for a plumber and sharing stories.”

“It made me very happy to witness that. Despite the adversity, the team camaraderie continued.”

 “This is what I mean when I say if you care for your staff, they will care for you. Because of them we provided to a community that was in desperate need, further cemented our relationships with our customers and continued bringing in income.”

 The COVID‑19 pandemic imposed fresh challenges: supply chain breakdowns, import delays, lockdown constraints, shifting labour markets and consumer hesitancy. Many independent trade‐oriented firms did not survive. 

 “When the first lockdown was announced I thought ‘all hell is going to break loose’. I thought everything would stop for a long period of time and business would grind to a halt,” Willis says. 

 Despite this the Oakleys Group committed to paying all of its staff full wages for the duration of lockdown.

 “We had to look after people, our work family. People had mortgages to pay and bills to cover and we wanted to help them avoid financial stress.”

 Willis says the influx of Kiwis returning to New Zealand and spending a month confined to home positively influenced the market post lockdown.

 “As soon as people got back to work something happened to how everyone saw their environments. That time at home made them have a real look at their living spaces. I think people took the money they might normally use on holidays and travel and funnelled that into improving their homes.”

 In a 2020 news post, amid the pandemic uncertainty, Oakleys noted “New Showroom Rollout”. Over the following years it undertook a brave investment into four new, state-of-the-art showrooms. Each was custom designed by bathroom designer Davina Sutton to have common design threads but also strong connections to local resources and the natural environment. 

Each showroom has several concept bathrooms, wet areas where all the items work, and displays that either reflect current design trends or challenge them. 

 “We have been told by customers, designers and reps that we have the best bathroomware showrooms in the country,” Willis says. “That’s what we were aiming for.”

 The survival of Oakleys is a strong signal of underlying robustness, adaptability, and embeddedness in local communities.

“Oakleys does not rely on any one sector,” Willis says. “We supply new housing, renovations and commercial builds. We supply the civil industry, drainage and horticulture. When one sector is down another is likely up and being locally owned means we can adapt to where the work is.”

To mark this sesquicentennial milestone, Oakleys has undertaken a variety of events including in-store celebrations, giveaways, regional events, and a formal celebration held at the Christchurch Convention Centre with 350 guests. This is culminating in the company‑wide picnic over Labour Weekend, reminiscent of the old staff/family gatherings of the earlier era.

 “We thought a family picnic would be a link to our history and also a fun, social way to get all staff and their families together. It’s going to be a fantastic day and I’m looking forward to it. It will reinforce the family dynamics of the company.”

 Also as part of the 150th celebrations, the company has made significant contributions to community groups. 

 “We are in the community and we serve the community. It was important to us that we support the community by giving back to those who have supported us over the years.”

Receiving companies include Ranui House, Christchurch Aunties, Dogwatch Sanctuary, Otago Community Hospice, I Am Hope Foundation, SPCA, Coastguard Nelson Tasman, Kiwi Kids Charity, Helicopter House plus a variety of sports groups and smaller community organisations around the South Island.

Oakleys’ 150 years is a reminder to local communities, trade professionals, designers and homeowners, to support independent locally owned businesses. They are not just suppliers, they are custodians of local economic resilience, reinvestment, employment, and regional legacy.

 In a time of chain stores and global consolidation, local merchants like Oakleys keep profits, jobs, and accountability close to home. Because each Oakleys branch is owned and operated by locals, their success stays in the region and their decisions reflect local needs.

 Culturally, a 150‑year company provides continuity, memory, stories, identity and trust. In Christchurch, Dunedin, Nelson, Cromwell, Wanaka and Alexandra the local Oakleys store is more than just a shop, it is part of the construction and design ecosystem, a meeting point for tradespeople and a resource for architects and homeowners. 

 “Independently owned companies give better service and better outcomes to their customers,” Willis says. “We don’t have a multi-national safety net to fall back on and must deliver every day to stay on top of our industry. 

 “It’s important to us that our staff know who they work for. Their bosses turn up to work every day and work alongside them, providing leadership, serving customers, answering the phone, unloading stock or whatever is required.”

 So, what does Willis think the next 150 years will hold for Oakleys. 

 “I hope it carries on as a privately owned company. I want future owners and staff to care about and maintain our current values. 

 “It will be interesting to see how technology will change how people work. Technology is moving so fast, who knows if a person or a robot will be answering the phone in years to come. But whatever the case I hope the company never loses the caring. For staff, for customers and for the quality of their work.” 

ENDS