NZ Manufacturer July 25

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BUSINESS NEWS

What we are seeing in NZ Manufacturing.

Blending artistry with automation for strategic advantage.

Adoption of smart practises by manufacturers across New Zealand.

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in the trades.

The New Zealand Manufacturing Landscape

New Zealand’s manufacturing sector stands at a unique crossroads in its AI journey. The recent Callaghan Innovation survey showed that AI is the second-most desired technology, overtaking data and analytics among those already implementing technology.

The country already possesses some advantages, including one of the world’s highest rates of AI adoption among workers and a reputation as a global test-bed for innovation, with generative AI expected to add $76 billion to New Zealand’s economy by 2038 (Generative AI expected to more than double New Zealand’s productivity: report – New Zealand News Centre).

However, comparatively low digital maturity is eroding potential returns and putting New Zealand’s competitiveness at risk.

The infrastructure foundation is strengthening rapidly. Digital infrastructure is about to receive a huge boost with the opening of Microsoft’s hyperscale cloud region in 2024, and other datacentres promised over the next few years.

This development addresses one of the key barriers to AI adoption that many New Zealand manufacturers have faced—access to the computational power and data storage capabilities required for sophisticated AI applications.

For New Zealand manufacturers, the message is clear: the opportunity is significant, but the window for competitive advantage is narrowing.

Local manufacturers who act decisively to build their AI readiness now will be best positioned to capture their share of this transformative economic opportunity.

The Path Forward

Preparing your manufacturing business for AI success requires a holistic approach that addresses data infrastructure, strategic planning, workforce development, and technological readiness.

The companies that invest in building these foundations today will be best positioned to capitalise on AI’s transformative potential tomorrow.

The key is to start with a clear vision of how AI will support your business objectives, then systematically build the capabilities needed to achieve that vision.

This isn’t about implementing the most advanced AI technology available— it’s about creating an organisation that can effectively leverage AI to drive measurable business results.

The manufacturing landscape is evolving rapidly, and AI adoption is no longer optional for companies seeking to remain competitive.

By taking a strategic, comprehensive approach to AI readiness, manufacturing leaders can ensure their organisations are prepared to thrive in an AI-driven future. exerted from article on Page 19

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HUGE range of high quality flexible cables

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Largest range of flexible conduits for cable protection

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• Ex, ATEX, IEC EX

Industrial connectors for many industries

• Rectangular multipole connectors from ILME

• Single pole Powerline connectors from TEN47

• EPIC connectors from Lapp Group

• M23 circular connectors from Hummel

• Circular connectors specifically for the entertainment/stage lighting industry from Socapex

Safety engineering solutions from EUCHNER

• Multifunctional Gate Box MGB

• Transponder-coded safety switches

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Sensor technologies for automation

• High-Precision Laser Distance Sensors

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www.australianmanufacturingnews.com

DEPARTMENTS

LEAD

The New Zealand Manufacturing Landscape BUSINESS NEWS

What we are seeing in NZ Manufacturing. Kiwi garage start up one of largest dual market export operations.

The genius myth.

ANALYSIS

Blending artistry with automation for strategic advantage.

EMA

Businesses remain trapped between health mandates and employment rights.

SMART MANUFACTURING

Adoption of smart practises by manufacturers across New Zealand.

NZ to be a global leader in superconducting magnet technologies for space.

Turning low-carbon ambitions into real-world results.

Let’s seize this chance to fix vocational education.

SUSTAINABILITY

Carbon claims: Get the language right and the facts straight.

ANALYSIS

Building the Foundation: Preparing Your Manufacturing Business for AI Success.

TRAINING

Shining a light on female talent in the trades.

WORKSHOP TOOLS

IAI Modular Cartesian Robot Systems: Space-Saving precision and flexibility. igus expands D1 motor control.

ANALYSIS

Article 5: The Role of Selectors & Optimisers in Industry 4.0 and Automation.

DEVELOPMENTS

World first waste upcycling tech to reduce dependence on imported foods.

New food safety combi unit launches at Foodtech Packtech.

THE LAST WORD

Leadership from the top.

ADVISORS

Ian Walsh

Ian Walsh is a leading expert in designing and implementing transformational improvement programmes, with over 30 years of experience helping businesses drive operational excellence and long-term success. A Six Sigma Master Black Belt, he has worked with both New

Zealand’s top organisations and global multinationals including Kimberley Clark, Unilever, Guinness to unlock productivity, reduce costs, and optimise business performance. Ian has been at the forefront of operational improvement, working at all levels—including Boards—to deliver high-impact change. Ian continues to play a key role in advancing business excellence, supporting Auckland University and The Icehouse with expert insights on productivity, operational improvement, and best-practice methodology.

6 7 10 12 18

Dr Barbara Nebel CEO thinkstep-anz Barbara’s passion is to enable organisations to succeed sustainably. She describes her job as a ‘translator’ – translating sustainability into language that businesses can act on.

Mark Devlin

Having owned food manufacturing and distribution businesses for a decade, Mark Devlin now runs Auckland public relations agency Impact PR. Mark consults to several New Zealand manufacturing firms including wool carpet brand Bremworth, aircraft exporter NZAero and cereal maker Sanitarium.

Errey

Insa’s career has been in the public and private sectors, leading change management within the energy, decarbonisation, and sustainability space. Insa holds a Chemical and Biomolecular BE (Hons) from Sydney University. She is a member of the Bioenergy Association of NZ and has a strong passion for humanitarian engineering, working with the likes of Engineers Without Boarders Australia.

Insa is a member of Carbon and Energy Professionals NZ, been an ambassador for Engineering NZ's Wonder Project igniting STEM in Kiwi kids and Engineers Australia Women in Engineering, increasing female participation in engineering.

Jane Finlayson is Head of Advanced Manufacturing at the EMA, and has 25-years’ experience in business and economic development. She is passionate about empowering businesses to grow, innovate and embrace Te Ao Māori.

Hon Chris Penk Minister for Small Business and Manufacturing.
Insa

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CONTRIBUTORS

Holly Green, EMA, Business East Tamaki, Ian Walsh, Adam Sharman, Mark Devlin, Nicholas Russell, Jane Finlayson, David Altena, Rob Bull, Chris Penk, Scott Adams

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NZ Manufacturer

ISSN 1179-4992

Vol.17 No.6 July 2025

Manufacturing insights to a better future

There are insights into the current state of manufacturing and the economy in this issue. Going on about the state of things is not always great; however, we need to keep looking ahead to a better future. Simply, what is not going well needs to be sorted.

Johnathan Prince, Founder, Caliber Design says the recent SouthMACH and Fieldays have added optimism about where things are heading (Page 6).

Scott Adams, Argon & Co believes that manufacturing companies in New Zealand often lack artistry, passion and flair (Page 10).

Paul Jarvie, EMA, presented to the Royal Commission of Inquiry into Covid-19 and believes the restrictions on business operations during the lockdowns were too restrictive (Page 11).

Sean Doherty believes manufacturers are increasingly recognising the value of advanced technologies as essential tools for growth and resilience, with nearly 40 percent of the workforce implementing Industry 4.0 technologies (Page 14).

Adam Sharman discusses the AI revolution and how to prepare business for success (Page 19).

David Altena and Rob Bull want government to reflect on what it asks of business (Page 29).

*Finally, on a business trip, I travelled on the Tokaido Shinkansen Bullet Train between Tokyo and Nagoya and was taken by the number of apartments along the side of the track, at Bullet Train speed.

And they all had one thing in common on their balcony: a dog kennel, a satellite dish, plants and clothes lines. Nowhere to walk, no ground level space to kick a ball around.

The thinking around large apartment buildings close to the new Auckland railway stations is it to ensure trains have patronage and the huge spend on the developments justified.

The Government wants Auckland Council to make apartments possible. “Ensuring that Auckland takes economic advantage of this transformational investment in the city.” I wonder how many Government ministers will move there?

The economic advantages for engineers, architects, developers, interior decorating consultants and so on will be great.

Apartment living can bring problems – lots of people in a built-up area without social cohesion, finding ways to get into each other’s way and an over familiarity with one’s neighbours which does not necessarily lead to a quality of life.

Why not move to the regions where there are greater choices, competitively priced housing and lots of space where the kids can play?

Success Through Innovation

What we’re seeing in NZ engineering

At Caliber, we get a decent sense of what’s happening across the industry. With more than 60 mechanical engineers embedded in client teams around the country—working across sectors like aerospace, energy, medtech, agritech, and manufacturing—we’re fortunate to see a broad cross-section of projects and perspectives.

Two recent events, SouthMach and the Fieldays Innovation Awards, have only added to that sense of optimism about where things are heading.

At SouthMach earlier this year, there was a noticeable shift in energy. The foot traffic may have been a little lighter than usual, but the conversations were deeper—full of optimism, insight, and a sense that momentum was building.

One that stood out was with Leonard Wiegersma and Saskia van der Geest, who spoke about everything happening in Southland. Leonard’s team of 30+ electrical engineers is flat out, and the vibe was clear: things are happening.

A few weeks later, Fieldays Innovation Awards attracted more than 60 entries—clever, technically sound ideas spanning everything from methane-reducing pills and shelf-stable functional proteins to advanced sensors for precision agriculture.

We’re seeing stronger product development, deeper understanding of market needs, and greater technical maturity across the board.

It’s also encouraging to see the next generation of talent coming through. The Young Innovator Award went to KiwiPrune, a device developed by high school students to remove clips from kiwifruit vines, improving productivity and reducing strain. This was an example of classic kiwi innovation—well considered and practical.

Of course, not everyone is feeling buoyant. There are still manufacturers doing it tough; navigating economic uncertainty, cost pressures, and cautious customers. But even within that context, we’re seeing lots of development going on. That quiet persistence is one of the defining strengths of New Zealand’s engineering sector.

From aerospace and medtech to heavy industry and food processing, there’s a consistent drive toward smarter, more efficient, and more sustainable

the day-to-day of New Zealand engineering. That means we see the challenges, and all the good stuff, up close. It’s not always smooth sailing. Resources are tight, deadlines are tighter, and innovation often has to happen on the fly. But what keeps us fired up is the calibre of people in this industry. Practical, sharp, and not afraid to get stuck in.

The engineers quietly doing great work. The companies backing themselves to tackle world-leading challenges. The teams pulling

Kiwi garage start up one of largest dual market export operations

Set for $115m Expansion in China

A Kiwi company that began as a West Auckland garage start-up nearly three decades ago has grown into one of NZ’s largest dual-market export operations, and is set for further expansion with the construction of a new $115m biotech manufacturing facility in China underway.

Manukau-based Alpha Group is a vertically integrated nutraceutical exporter at the international forefront of fermentation technologies. The company produces patented fungal and plant-based bioactives, with integrated research and manufacturing operations across New Zealand and China.

The new 60,000m² facility in Ningde will support New Zealand’s fermentation export capabilities by integrating advanced R&D, testing, treatment and production.

Once complete, it is expected to generate more than NZ$225 million in annual revenue and expand Alpha’s transnational footprint to over 119 hectares.

To date, the company has invested over NZ$830 million in developing this global infrastructure.

Alpha Group was founded in New Lynn in 1998 by Professor Yihuai Gao, a globally recognised researcher in medicinal fungi and honorary fellow at Massey University’s Riddet Institute.

Mike Arand, Alpha Group senior business advisor, says the new facility is the physical realisation of Alpha’s long-term dual-market strategy, which combines New Zealand’s scientific and natural resource strengths with China’s demand, scale and infrastructure.

He says the development bridges lab-to-market

pathways, turning New Zealand-led research into commercial outcomes that drive export growth and reinvestment into local R&D.

“This facility unlocks exponential growth potential for New Zealand’s fermentation sector.

“By integrating R&D and processing in one hub close to our largest export market, we can boost output, reduce lead times and increase demand for Kiwi-derived ingredients.

“It’s about creating a transnational innovation ecosystem where New Zealand science drives offshore commercial outcomes, which then feed back into local jobs, R&D and raw material demand,” he says.

Alpha Group has already attracted global attention for its patented fermentation method that grows Ganoderma Lingzhi mycelium.

Used in traditional medicine for immunity, cardiovascular health and anti-inflammatory support, it now grows in under 10 days compared to the six-month growth cycle in the wild.

Approved by New Zealand’s Environmental Protection Authority, the technology enables consistent bioactive yields at scale and is the first of its kind to be commercialised in this country.

The innovation was developed six years ago by Professor Gao in collaboration with Callaghan Innovation and Massey University. It is seen as a flagship example of New Zealand’s growing strength in natural health and functional food technology.

Ganoderma Lingzhi has been used in traditional

Chinese medicine for over 2,000 years, but this lab-based approach opens the door to a new class of high-value, environmentally stable food and health exports.

Professor Gao says the breakthrough represents a turning point in how New Zealand can grow and export natural therapeutics.

“Fermentation is one of the most exciting global food technologies today. It offers us a way to produce clean, bioactive-rich compounds from fungi and plants in a controlled environment free from soil, weather or climate volatility, or without requiring large tracts of land or disrupting native ecosystems.”

“Ganoderma Lingzhi is one of the most revered mushrooms in traditional Chinese medicine, used for thousands of years to support immunity, cardiovascular function and overall wellbeing. But growing it traditionally is slow, unpredictable and difficult to scale.”

“Our fermentation method not only replicates the active compounds found in the wild species, but it does so in days instead of months under precise conditions that ensure consistency, purity and potency.”

“What we have built with Lingzhi is a platform that can be adapted to other medicinal fungi, plants and marine compounds, and now not only can we unlock new export streams from organisms that are difficult or impossible to cultivate here, we can dramatically accelerate research into other plants and fungi that support human health.

“That opens the door to a whole new category of science-led exports for New Zealand,” he says.

The genius myth:

A curious history of a dangerous idea
Unsettling, amusing, and prescient; a much-needed audit of a consuming idea.

This is a study of how the measurement and indulgence of “genius” has changed over time. Over the past couple of centuries, the boundaries of genius have been used to justify eugenics, consolidate power, and excuse eccentric and even morally egregious behaviour.

This, Helen Lewis argues, grew from a shift to a secular world, wherein brilliance is no longer the guarded realm of religious authority or divine inspiration, but instead anchored in the fullness of the individual.

Her book offers a sweeping, entertaining, and at times disconcerting read of the new scaffolding of mythology that genius now demands. She moves in three parts, from its identification, measurement, and, sometimes, weaponisation by “genius hunters”; through the creation of and care for dominant archetypes of genius, such as lone rebels and tortured artists; to the extreme veneration of “hardcore”

genius in the modern market- and tech-driven world—personified by Elon Musk.

Along the way she interrogates the obsessions of Great Man theory, inherited greatness, and IQ tests, and she pokes with wry humour at the self-justification, oversimplification, hubris, male dominance, and fetishisation surrounding her case studies.

While her examples—including Galileo, the Beatles, Hollywood biopics, and the anti-establishment pseudoscience unearthed by the Covid-19 pandemic—are drawn from her own interests, Lewis only hints at her own ideas of genius, its limits, and the purpose it might legitimately serve.

Instead, her argument focuses on undermining the persistent idea that geniuses constitute a special class of people, exempt from the social norms and moral expectations of the rest. By illustrating the stakes of this shift, Lewis issues an effective call for a more carefully tempered understanding of

genius in our precarious times, one that celebrates creativity, innovation, and achievement rather than idolising a maker’s rarity and eccentricity.

How an elite athlete system could unlock new levels of productivity in NZ manufacturing

New Zealand’s manufacturers have long punched above their weight. Despite our relatively small domestic market and geographic isolation, Kiwi businesses have found ways to innovate, adapt, and produce world-class products. But there’s one area where we continue to fall behind global benchmarks, and that is workforce productivity.

In a sector where efficiency, speed, and output are constantly under pressure, how we support and develop human performance should be central to every productivity conversation.

Yet all too often, manufacturers focus their investment on new machinery, process automation, or software upgrades, while overlooking the untapped potential within their people.

That is why a new system, originally designed to help elite athletes deliver peak performances under pressure, could represent a game-changing opportunity for our industry.

Vantaset, a New Zealand-based performance company, has developed a science-backed workplace platform that helps individuals and teams consistently deliver their best.

It was created by Craig Steel, a performance expert whose research into the psychological breaking point of athletes led to a repeatable framework now used in both public and private sector organisations.

This is not a motivational workshop or a leadership seminar.

-Mark Devlin, Impact PR

It is a codified, platform-based performance system grounded in decades of data and testing.

Developed by a team that includes a former All Blacks manager and two Olympians, the Vantaset framework was originally designed to help elite athletes deliver peak performance on demand.

It has since been refined into a platform-as-a-service (PaaS) model that organisations can implement across their entire workforce.

What makes this particularly relevant for manufacturers is the platform’s focus on helping people function effectively in high-pressure environments. Unlike many workplace performance tools that are reactive-used to manage poor results or resolve personnel issues-Vantaset’s system is designed to proactively lift output and engagement.

This approach is especially powerful for manufacturers, where operational rhythm, human reliability, and sustained mental focus can mean the difference between profit and loss.

The system was developed over seven years at a cost of around $7 million and has already helped over 100 organisations and 30,000 employees improve their performance.

An earlier version of the framework was credited with supporting one of the most successful transformations in the New Zealand public sector, when it was used by the New Zealand Police under former Commissioner Mike Bush.

Bush attributed the system to helping reduce crime rates by over 20 percent, while also improving engagement and trust within the organisation.

The results were not coincidental-they were the product of a replicable performance process designed to bring out the best in people regardless of the environment.

The reason this system is so relevant to manufacturing today is because our sector is at a crossroads. Global

competition is rising. Margins are tightening. Labour shortages are ongoing. And many of our traditional productivity levers have already been pulled. What remains is the human factor. How well do we engage our teams? How consistently do we enable them to perform at their best? How well do we support their decision-making, me

Labour shortages are ongoing. And many of our traditional productivity levers have already been pulled.

Steel argues that most organisations default to risk mitigation. In manufacturing, that can mean rigid internal controls designed to reduce mistakes or enforce compliance. But this mentality often stifles initiative and slows down innovation.

By contrast, elite athletes are trained not to avoid failure, but to pursue exceptional outcomes. Their systems are designed to amplify strengths and bring out consistent top-level performance, even under pressure.

The Vantaset model applies that same principle in a business context. It offers leaders a structured way to support individual and team effectiveness by focusing on what drives high performance.

The goal is not just to avoid problems, but to create a culture where excellence becomes the norm.

For manufacturers, this could be the edge we need

continued on Page 16

Craig Steel.

Blending artistry with automation for strategic advantage

Manufacturing companies in New Zealand are most often owned, managed, and operated by engineers and therefore they often lack artistry, passion, and flair.

I readily, and happily, accept there are exceptions to this statement, but for every exception there are 10 more that focus on precision, performance, and cost.

Is this a problem? Sometimes it is, because we miss the opportunity of producing something wonderful rather than something utilitarian, but also because it limits opportunity and commercial outcomes.

If we build a low-cost focused, and therefore often automated, manufacturing capability without creativity then it is very difficult to be innovative with product design and it therefore limits our ability to adapt to a changing market or to create opportunity in a new market.

I frequently hear that the only reason a product has changed is because the client required it.

This is satisfactory for many of our smaller national or regionally focused manufacturing companies as there are significant obstacles to change: there is not enough space, inflexible machinery, or people are scared to try something different.

But if we were to examine a list of the NZ manufacturing companies that have been successful globally and nationally, it would be full of companies that have blended artistry with automation, admittedly in industry sectors where that combination is encouraged, which is generally high-value niche products. Another smaller list of successful companies will show they have primarily focused on the artistry.

However, we have very few low-cost automation manufacturing companies producing volume that have been successful, primarily because there are too many barriers to be globally, let alone nationally, successful due to our small population and high labour costs.

So, if there are benefits in blending automation with artistry then what steps would I take? I’d argue that it’s relatively straight forward.

Firstly, it is entirely dependent on your industry. It is much easier to be innovative with furniture than it is with plastic washers that must meet specific engineering requirements.

So, if you are making plastic washers for NZ you might want to skip to the videos at the end if you still have some time left in your lunch break!

Secondly, we humans need to recognise that we are in control of our destiny, and we need to recognise that we are very good at product design, innovation, defining goals, and reviewing quality and results.

If we are doing anything other than this, we should question the value we are adding. So you should assign the machines to the repetitive and back-breaking work, assign the IT Systems to the data-driven business management and process control, and assign AI to the complex and detailed analysis.

Thirdly, use all the recently created available spare time to consider whether you can reinvent your business to produce the most beautiful or best designed and made product, or even the most wanted product on the planet. Got it?

Regardless of whether you have got it or not these are the steps in the correct order to be applied.

1. Differentiate your product –recognising that you can still automate its manufacture to ensure precision and consistency, but will now blend in artistry to make the product unique, desirable and filled up with emotional value. Greenest country in the world if you don’t check too thoroughly.

2. Customisation of automated products is very feasible. It sounds costly and risky but if you have a product in high demand that can be tailored for your clients it will be very appealing.

3. Speed up your innovation process so that you can rapidly prototype new designs for testing in the market to always be a little bit ahead.

4. Balance efficiency with identity so that automation cuts costs and ensures production levels can be met, and is balanced with making sure the product is authentic and has a feel-good story like Patagonia clothing.

5. Shift your people from repetitive to higher skilled and creative roles where they can manage systems, processes, technology, and other people.

6. Focus on a sustainable and ethical approach to how you source raw material and manufacture.

With a will it can be done. We can leverage our New Zealand advantage for clean design, sustainability and craftsmanship, and enable it with efficient automated production.

For your interest

While researching for this article I found three YouTube clips that each offer a different perspective on this theme of blending artistry with automation. I particularly like the comment

made that “we make the most beautiful guitar possible that will last forever.”

The first is the crafting of an ancient Chinese stringed musical instrument called the Guqin. It takes years to prepare the materials, and weeks to make, and reflects the patience, beauty, and effort to produce a beautiful work of art.

The second is the manufacture of guitars in South Korea. They have been making a standard acoustic guitar that has had good reviews for over 50 years. The manufacturing process is a mix of automation and manual with a focus on volume, and you will get the vibe without watching it all.

https://www.youtube.com/ watch?v=0JSnvUaBUTc

The third is Taylor Guitars who expertly blend automation with artistry, but with a more modern approach using robotics where it makes sense.

https://www.youtube.com/watch?v=Q_ m1w7GRj_U

Scott Adams, Argon & Co

Businesses remain trapped between health mandates and employment rights

I recently presented to the Royal Commission of Inquiry into Covid-19, outlining the impacts on the business sector of the extended lockdowns and vaccine mandates.

In the EMA’s submission, we argued that from a business perspective, the restrictions on business operations during the lockdowns were too restrictive. Public health measures and employment law are like oil and water. Currently, they just don’t mix. I told the commission that businesses struggled to implement mandates while being bound by employment law processes.

The question was put to me during the inquiry as to what could be done about the impasse. I suggested that a caveat could be created under employment law that allows for certain public health measures (such as vaccine mandates), under exceptional and clearly defined circumstances (such as pandemics).

But it’s truly a can of worms. You have employment law on one side, but running parallel to that is the Bill of Rights in which people have the right to say “yes” or “no” to treatment. And treatment includes injections.

Businesses that were mandated to have vaccines immediately faced legal issues. If someone doesn’t want to get vaccinated, what do you do with them?

The difficulty here is plain for all to see. Legal cases involving workers being fired for refusing to get vaccinated continue to rumble through the courts. In early July, a Qantas pilot won his case in the Employment Court, as a result of the company’s unwillingness to provide “leave without pay” and the fact that he was let go after refusing to get the Covid-19 vaccine.

Having a caveat for exceptional health circumstances would at least give businesses some clarity around their roles and responsibilities. Obviously, there’s a lot of ground that needs to be covered before anything like this becomes a reality.

And, as I mentioned, the Bill of Rights would need to be taken into account. But so, too, would the Health and Safety at Work Act. Allowing a person to opt out of treatment, such as a vaccine, then return to the workplace is a safety hazard, which business have a responsibility to mitigate.

During the pandemic and its various lockdowns, the EMA worked with government to help businesses navigate the various Covid regimes in their efforts to get back to work. We provided numerous Covid related webinars and employment checklists as a means to find a way through unchartered territory. We handled thousands of calls a month on the Covid mandates between 2020 and 2023, underlining the

confusion and frustration that businesses faced. Since that time, the number of Covid-related calls from businesses to our AdviceLine has reduced to a trickle, but the gulf between public health measures and employment law remains.

Those remaining calls relate to an issue that continues to be a persistent strain on businesses and causes serious employment law headaches.

They relate to the estimated 38% of infected people for whom the effects of Covid have lingered, based on recent overseas research.

Measuring the impact of long Covid, as it has come to be known, on businesses and the wider community was not included in the relatively narrow terms of reference of the Royal Commission.

We find this difficult to understand given the continued social and workplace challenges.

Long Covid brings a host of debilitating symptoms, including brain fog, chronic fatigue, joint pain, and respiratory issues. For New Zealand, this translates to between 207,000 and 405,000 people potentially affected.

I wanted the Royal Commission to know that alongside the legislative issues of balancing public health and employment law lies a persistent employment issue that is simply not going away.

ADVISORS

Sandra Lukey

Sandra Lukey is the founder of Shine Group, a consultancy that helps science and technology companies accelerate growth. She is a keen observer of the tech sector and how new developments create opportunity for future business.

Sean O’Sullivan

Has a B Com (Hons) Otago University. In 2000 - 2001 introduced PCs on the workshop floor and job and staff tracking and a productivity software App to Fletcher Aluminium Group and 100 manufacturers NZ nationwide.

Founding Director Empower Workshop Productivity & Scheduling Software App.

Johnathan Prince

Jonathan Prince is a Director at Caliber Design, a project-based mechanical engineering consultancy with engineers all around the country. With a background in product commercialisation, sustainable design, and business strategy, Jonathan is passionate about helping Kiwi companies turn ideas into reality and building engineering capability within New Zealand Inc.

Adam Sharman

Is CEO at LMAC for the APAC region. With a background in technology implementation, manufacturing and strategy, Adam and the team at LMAC are on a mission to transform manufacturing productivity by combining expertise in operational excellence, manufacturing digitisation and strategy definition and delivery.

Patrick McKibbin

CEO – Hutt Valley Chamber of Commerce

Patrick joined the Hutt Valley Chamber of Commerce in September 2021. His passion is identifying and connecting with manufacturing & technology businesses, other businesses, local government, central government and industry associations.

Let’s seize this chance to fix vocational education

New Zealand’s vocational education and training (VET) system stands at a defining crossroads.

After years of sweeping reforms, financial pressures and structural upheaval, the Education and Training (Vocational Education and Training System) Amendment Bill now before Parliament offers a rare opportunity to rebuild confidence, lift quality, and finally deliver a system that serves both learners and employers.

But to get there, we must face some uncomfortable truths about the current state of play, especially for manufacturers who continue to shoulder some of the heaviest burdens of our skills challenges.

At the Employers and Manufacturers Association (EMA), we represent small family manufacturers through to major exporters.

Despite their diversity, they all face a similar challenge: securing the skills and talent they need to grow.

For too many manufacturers, the promise of vocational education remains unfulfilled. They tell us the current system often does not meet their needs, forcing them to look for alternative training that better matches industry standards – even if that means absorbing extra costs or investing in programmes that fall outside formal NZQA credentials.

Nowhere is this disconnect more stark than with apprenticeships. Employers desperately want to grow their own talent, bringing young people into well-paid, sustainable careers. But they frequently encounter barriers that make the process far harder than it should be.

Many manufacturers highlight the heavy administrative burdens involved in taking on apprentices, from paperwork to managing assessments, which can overwhelm especially smaller firms.

Others point to persistent quality and consistency issues. Too often, graduates or trainees arrive on site without the foundational skills, work readiness, or familiarity with modern equipment that manufacturers expect.

Underlying all of this is a more systemic problem: a vocational education system that has often developed qualifications and delivery models in isolation from the industries it is supposed to serve.

The new Bill now before Parliament is a critical opportunity to reset these relationships. But if we are to truly deliver a system that meets both learner aspirations and labour market needs, it will demand a far stronger, more genuine partnership with industry than we have seen to date.

The proposed creation of Industry Skills Boards (ISBs) could be a positive step, but only if they are given clear mandates, robust funding and real influence. We need ISBs that are not just passive advisors but active participants in workforce planning. They should bring together deep insights into emerging skill requirements, feeding this intelligence into schools, tertiary education, immigration settings and careers advice.

This is a great opportunity to develop an integrated workforce skills strategy, looking across all levels of education/training and all industries, to ensure as a country we understand what skills are needed, how we’re going to train and hire for these, and how we communicate future opportunities within industries

like manufacturing to our young people and job-seekers.

Without such alignment, we will continue lurching from skill shortage to skill shortage, never addressing the root causes.

Manufacturers also want to see far stronger quality assurance and monitoring of training providers. It is critical that providers are held accountable not just for ticking boxes, but for delivering graduates who are truly ready to step onto factory floors, work safely and contribute productively.

This is particularly urgent given how rapidly manufacturing is evolving. Digital systems, automation, advanced materials and precision engineering are transforming workshops across New Zealand.

We need a vocational education system that is nimble enough to keep up and is continuously updating training content to reflect new technologies and practices.

At the same time, proposals in the Bill, such as lowering thresholds for imposing compulsory industry training levies, risk alienating businesses at precisely the moment we need them on board.

Many manufacturers already invest heavily in upskilling their people. Imposing levies without clear benchmarks for broad industry support could undermine goodwill and further disengage employers from a system they already view with scepticism.

Our message to policymakers is simple: work with us, not around us. Use the expertise that sits within industry to shape qualifications, delivery and pathways that are genuinely fit for purpose.

Recognise the vital role that industry bodies like the EMA can play – not just as advocates but as partners in areas like training, support, industry engagement and advice.

This is also a time for realism. The sector has been through near-constant flux over the past decade, breeding deep uncertainty for both learners and employers.

The changes now proposed are ambitious, timelines are tight, and many practical details are still missing. Without careful planning and authentic collaboration with industry, we risk repeating the mistakes of the past and squandering yet more employer trust.

At the EMA, we stand ready to work with government, educators and other partners to build a system that is collaborative, responsive, and focused on quality outcomes.

This is not just about manufacturers’ interests, it’s about opening up meaningful, future-focused pathways for New Zealanders into secure, rewarding careers. It is about boosting productivity and lifting our nation’s prosperity.

We cannot afford to get this wrong. Let’s seize this moment to finally create a vocational education system that truly works for both industry and learners.

Manufacturers are ready. We hope the system will be too.

More tools in the toolbox for manufacturing

Being the Minister responsible for advocating for New Zealand’s magnificent manufacturers comes with the benefit of being welcomed into factories around the country for tours and meetings.

From racing car seats and top-grade pharmaceuticals to steel, bread, and plastic containers, there’s a wealth of products made right here in our backyard beyond what the average Kiwi could even imagine.

Time and again, when visiting these businesses, I hear two consistent messages: they need skilled workers to grow, and they need fewer obstacles when selling their world-class products internationally.

That’s why I’m proud to share two recent wins that directly respond to those calls and aim to give the manufacturing sector a real boost, helping it grow and build confidence—something very welcome amid the tough global and economic climate.

First, we’re tackling one of the most persistent challenges facing the sector: skills shortages. Welders, fabricators, machinists, panel beaters – these are the roles that keep factories running and businesses growing. Unfortunately, in too many regions, there simply aren’t enough people to fill them.

With thanks to my colleague, Immigration Minister Erica Stanford, I sincerely hope this pressure is about to ease. Starting in August, ten additional manufacturing and trades roles will be added to the Green List’s Work to Residence pathway.

Eligible migrants working in these roles will be able to apply for residency after just two years of experience

with an accredited New Zealand employer. This practical change will help fast-track the talent manufacturers need to keep moving. Whether it’s a vehicle painter in the Far North or a pressure welder in the deep south, these roles are crucial to daily operations, and the Government appreciates that bringing in the right people is crucial in providing the stability businesses need to stay productive.

Some readers will likely share my determination that we don’t lose sight of the importance of local recruitment. I believe the skilled labour shortage needs a relatively fast fix, however – one that can support a longer-term, industry-led solution.

When businesses have the skills they need, they’re better able to take on local apprentices and help train the next generation of Kiwi tradespeople. This is how we build a stronger, more resilient workforce over time, with a steady pipeline of skilled people entering the industry for years to come.

Alongside workforce development, we’re also focused on expanding New Zealand’s global footprint by strengthening international relationships. I’m excited to share a major step forward for our cosmetics and skincare manufacturers. Thanks to a smart new certification scheme announced by the Prime Minister in Shanghai, New Zealand-made health and beauty products can now be sold in stores across China – not just online.

This change removes a longstanding trade barrier and gives exporters a government-backed

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certification that meets Chinese regulatory requirements. That means faster, more credible access to a consumer market worth $200 billion and one of the fastest-growing in the world.

It also highlights the innovation, quality, and sustainability Kiwi businesses are known for. Our ban on animal testing remains firmly in place, and this blend of ethics and excellence continues to set New Zealand products apart.

These recent initiatives – like smarter immigration settings and expanded trade access – are part of our ongoing commitment to support manufacturers across New Zealand, whether they’re exporting cosmetics or building high-tech equipment. I understand how important it is for this sector to know it has the Government’s full backing.

And on that final note, while times have been tough for many in the past few years, I remain confident we can turn things around together.

The Government is working hard to strengthen the economy and create the conditions businesses need to feel secure and grow with confidence.

Intervengine, self-funded innovation in preventative digital health

Intervengine is reshaping the future of healthcare by delivering faster, more effective, and more affordable preventive health solutions—without relying on traditional investment.

This New Zealand-based company has taken a self-funded path, growing through strong customer traction and strategic partnerships.

Rather than seeking early-stage capital, Intervengine has embedded its clinically validated digital health interventions into employee assistance programs (EAPs), digital health start-ups, primary care, and allied health, while seeking traction with health insurance platforms.

By offering white-labelled digital architecture, the company enables other digital start-ups to bypass costly development, saving millions while creating a recurring revenue stream to fund its own operations.

At its core, Intervengine blends behavioural science, AI-driven technology, and human coaching to tackle whole-of-health challenges. Its high-engagement mobile platform delivers daily health insights, activity scores, and AI-generated tips—working seamlessly

NZ to be a global leader in superconducting magnet

technologies for space

Zenno Astronautics, Wellington UniVentures, and Paihau—Robinson Research Institute have formalised a collaborative partnership to advance the development of superconducting magnet technologies for space, and further strengthen New Zealand’s position as the global centre in this critical field.

This collaboration marks a major step forward for New Zealand’s sovereign space capabilities. It brings together Zenno’s industry-first invention and commercialisation of superconducting systems for space, Wellington UniVentures’ expertise in research translation, and Paihau—Robinson Research Institute’s globally recognised leadership in high-temperature superconductivity and applied electromagnetics.

Together, the three organisations represent a significant opportunity for New Zealand to advance superconducting space technologies with a wide range of applications.

Zenno is building core technologies that underpin in-orbit mobility and advanced space operations and is a leading IP holder, with patents awarded for conduction cooled superconducting magnets in space in New Zealand and worldwide.

In December 2023, Zenno became the first company in the world to launch a superconducting magnet to

space, marking a major step in the deployment of superconducting hardware in orbit.

Max Arshavsky, CEO of Zenno Astronautics, said, “At Zenno, we’re focused on building technologies that are simple, reliable, and highly scalable, creating a foundation the space industry can thrive on. Our goal is to develop systems that reduce the industry’s dependence on “Earth-based resources, such as onboard fuel or traditional radiation shielding. Superconductors offer transformative potential in addressing these challenges and have the promise to become one of the core pillars of space infrastructure in the years ahead.

“Robinson Research Institute is a world-leading superconductivity research institute. I’m genuinely excited about the opportunity to work with this level of capability and deep expertise. It represents a tremendous win for New Zealand, placing us firmly on the global stage as a leader in space-based superconducting applications,” Arshavsky added.

Pierre Malou, CEO of Wellington UniVentures, said, “This development highlights the critical role that deep tech research and commercial collaboration play in solving complex challenges in the space sector.

“Robinson Research Institute’s superconducting

for both wearable and non-wearable users.

This hybrid care model triples the caseload capacity of health coaches and delivers outcomes up to three times faster than traditional approaches.

With licensed, evidence-based interventions from global experts like Professor Judy Moskowitz of Northwestern University, Intervengine’s programs have demonstrated over 20% improvements in wellbeing.

With 40% of its revenue now coming from offshore markets and a growing reputation built through global partnerships and conferences, Intervengine proves that impactful, export-ready health tech can be built sustainably—and independently—from Aotearoa.

research is internationally recognised, and we’re excited to be part of a collaboration that enables these capabilities to reach practical application.”

Professor Nick Long, Director, Paihau—Robinson Research Institute, added: “We see this as an exciting opportunity to contribute to New Zealand’s space industry ambitions by working together to solve some of the most difficult problems of using superconductors for space operations.”

Strategic national value

This partnership supports New Zealand’s ambitions to grow a sovereign, high-tech space industry, delivering commercial, scientific, and strategic value. It aligns with national priorities around advanced manufacturing, research commercialisation, and global innovation leadership.

Adoption of smart practises by manufacturers up across New Zealand

New Zealand’s manufacturing sector has stepped firmly into the fourth industrial revolution, with a 10.5 percent increase in the use of advanced manufacturing technologies since 2023, as shown in the final Industry 4.0 Insights Survey by Callaghan Innovation.

The Industry 4.0 programme was launched to build awareness and educate New Zealand’s manufacturing sector about the powers of digitisation and connectivity in manufacturing.

And, while it’s achieved this goal with 80 percent of Kiwi manufacturers aware of the programme, for Sean Doherty, Industry 4.0 Product Manager at Callaghan Innovation, the real impact has been how quickly that awareness has turned into action.

“What seemed experimental five years ago, has

quickly become business as usual for many Kiwi manufacturers,” he says.

“Manufacturers are increasingly recognising the value of advanced technologies as essential tools for growth and resilience. We now have nearly 40 percent of the workforce implementing Industry 4.0 technologies.”

From AI and robotics to real-time data tracking, manufacturers are turning to smart technologies to lift productivity, improve quality and modernise operations. It’s already seen that Industry 4.0 technologies such as AI, digital twins or cloud technology are able to increase productivity by 15-30%.

Supporting this momentum, the recently introduced Investment Boost scheme offers manufacturers an

immediate 20 percent tax deduction on eligible machinery and equipment purchases.

“Capital investment often presents a significant challenge for manufacturers,” says Doherty.

“This incentive helps lower that barrier to entry, making it more feasible for businesses to invest in automation, AI and other advanced tools. It’s a promising development and will help keep momentum built through Industry 4.0.”

However, Doherty stresses that “technology alone isn’t enough, investing in people and company culture is critical for lasting success.”

To view the full Callaghan Innovation Industry 4.0 Insights Survey report, visit: https://www. callaghaninnovation.govt.nz/assets/documents/ Industry-4-0/2025_Industry4_Insights_Survey_FINAL.pdf

Left to right: Zenno Astronautics co-founders Sebastian Wieczorek (CIO & Head of Product) and Max Arshavsky (CEO) with Dr Reuben Brown (COO), and Erica Lloyd (CRO).

The Canterbury engineering business with trained staff who never want to leave

An unwavering commitment to upskilling its people has helped keep tool maker Sutton Tools (NZ) out in front despite a string of setbacks including an earthquake, a pandemic, and in 2022, a fire that gutted their Kaiapoi factory.

Now though, the future looks brighter than ever with a brand-new factory in Rangiora and a forward-focussed masterplan that will drive expansion and power up their knowledge base.

Sutton Tools manufactures its high-quality cutting tools in Rangiora, as well as at two sites in Victoria, Australia before exporting them globally.

Adopting a proactive approach to training has been a critical factor in their success, and a long-standing partnership with industry training organisation Competenz has been pivotal to this work.

For over 30 years, Competenz has collaborated with Sutton Tools, offering apprenticeship and traineeship opportunities to enhance skills and engagement.

Production Manager Brian McCallum has spent just shy of 25 years with the company and in that time, he has completed a string of Competenz programs including a New Zealand Certificate in Workplace Health & Safety Practices (Level 3), a National Certificate in Competitive Manufacturing (Level 4), and a National Certificate in Manufacturing (Metal and Related Products) (Level 3).

Currently he’s working towards his NZ Apprenticeship in Mechanical Engineering (Trade) (Level 4) – Fitting and Machining.

“I went to Sutton for work experience when I was 17 and I never left,” says Brian. “In that time, I’ve been given lots of opportunities and done lots of different things within the company, including gaining qualifications and temporarily relocating to Australia after the fire to help with running one of the manufacturing plants in Melbourne.”

With a myriad of development and career prospects - and a highly supportive, encouraging employer - he can’t see a reason to ever leave.

“I love the company culture here and the way they respect and value their employees. It sounds cheesy, but we’re like a family, and that filters down. People feel valued when they’re getting these opportunities, and that adds to our output as well. People want to come to work, sick days are reduced, and productivity increases.”

Sutton Plant Manager Glenn Morgan has been with the company for 32 years and is a driving force behind the company’s workforce development. For him, it’s not just good business – it’s personal.

“To me it’s all about personal growth,” says Glenn. “I look at a person like Brian who is extremely intelligent and can achieve anything, and this is a way to upskill him.

“He’s a production manager now and he’s been a team leader and everything else, but if the place fell over and he didn’t have a job – not that it’s going to – he needs qualifications to back up his experience. For me it’s about ‘how can we help this guy in life’?

“It’s such a shame to see untapped potential. In some companies, people do such a good job in one area that it’s just easier for their employer to keep them there, but that’s not what I’m about. We want good people here, so the more we can accommodate them and make them happy, the better.”

In the 30-plus years Sutton has been working with Competenz, Glenn says they have trained hundreds of staff through Mechanical Engineering apprenticeships and training in Manufacturing, Competitive Systems and Practices, Distribution, Workplace Health & Safety and People Management. Competenz Training Advisor Euan Main supports Sutton Tools with their apprenticeship training and it’s a role that is particularly dear to his heart.

“I have a close connection with Sutton because that’s where it all started for me as an engineer. Back in the 1980s I worked there as a fitting and machining apprentice, so now I’ve come full circle,” says Euan.

“Sutton Tools is a real success story – they’re an export company that sells to the world, yet they come from a small town. They’ve adapted and kept pace with the markets and they have a great team environment.

“Many people are not aware of what this company does or produces for New Zealand, but their new factory is state-of-the-art in terms of engineering and they’re always open to upskilling and advancing people’s careers. In fact, two of my current apprentices already have degrees in engineering!”

But apprenticeship training is just one piece of the puzzle. Competenz Account Manager Denise Burton also collaborates with the organisation to identify traineeships that align with operational needs and employee development goals.

A traineeship is a short, structured programme that combines practical and technical training to provide people with a formal qualification. Typically taking six to 24 months to complete and ranging from entry level to advanced, traineeships can address general business and workforce needs, like leadership or health and safety, or key technical skills required by industry.

Denise enrols learners into relevant programmes, provides pastoral and academic support, and maintains regular communication with workplace supervisors to ensure smooth progress.

“Traineeships provide a valuable alternative to apprenticeships, delivering foundational knowledge and skills that can also serve as a stepping stone to higher-level qualifications,” says Denise.

The impact of this often shorter, job-relevant learning is far reaching, building confidence and reinforcing knowledge for the learner, while improving productivity and workforce capability for the

business, and contributing to a more skilled and motivated workforce for the industry as a whole.

“Partnerships like the one we have with Sutton Tools truly have influence. This is an organisation that is genuinely committed to the development of their staff, and there’s a real culture of care and investment in their people. When employers are actively involved in supporting training, learners thrive.”

Rebecca Hall is one of those learners. The Packing Coordinator is currently enrolled in the NZ Certificate in Business (Introduction to Team Leadership) Level 3, which is delivered through Competenz by their subcontractor Upskills. It’s a qualification that’s giving her the skills she needs to excel in her role –and achieve her goals.

“I’ve always wanted to be a team leader and having this qualification will help me push for it. The course is teaching me so much, deepening my understanding of the role and giving me the tools I need to be good at it. It turns out being a good leader is different than what I thought it was!”

Being encouraged to upskill makes Rebecca feel valued and – just like Brian – she sees herself building her career at Sutton Tools (NZ) well into the future.

“I started working at Sutton Tools when I was 18 and I’ve been here for 12 years. My mum has been here since she was 18 too, and my nana also worked here for a bit. It’s fair to say, it’s a pretty good place to work!”

Rebecca Hall.

Turning low-carbon ambitions into real-world results

Across New Zealand, companies are making real commitments to reduce emissions.

Coal-to-biomass boiler conversions. Hydrogen technologies. Electrification. Energy efficiency upgrades.

But ambition doesn’t guarantee successful execution. At Caliber, we work inside our clients’ teams to help deliver some of the country’s most ambitious energy projects. We do what our clients need us to do—whether that’s concept development, detailed design, project engineering, or boots-on-the-ground delivery support. And across all sectors, we’ve seen recurring challenges that can make or break a project.

Delivery is the real challenge

Energy projects are rarely straightforward. They’re retrofitted into existing infrastructure, often while plants continue to operate. The risks are high, the timelines tight, and the expectations significant.

While each site is different, a few issues come up again and again:

• Unclear scope. Projects often kick off before the requirements are fully defined. Early assumptions harden into decisions that are costly to reverse.

• No spare capacity. The engineers who know the site best are already fully occupied. There’s no internal slack to take on a new project—no matter how strategic it is.

• Integration is underestimated. Whether it’s changing fuel type, adding storage, or swapping systems—nothing is ever truly plug-and-play. Real-world constraints surface during detailed design and install.

What progress looks like on the ground

At Vortex Engineering, we supported a large-scale wood pellet boiler conversion at a milk processing site in Dunsandel. The scope included transporting pellets via

pneumatic blowlines, strengthening existing bins, and coordinating an install in a live, high-compliance environment.

With multiple projects in motion, Vortex forecast a short-term capacity gap. We provided a project engineer to coordinate contractors, manage logistics, and oversee mechanical checks through to handover.

At Open Country’s Waharoa site, we helped convert coal-fired boilers to run on wood pellets. That meant mechanical design, site coordination, and real-time problem solving—supporting a lower-emissions outcome without disrupting production.

With Fabrum, we’ve worked on hydrogen infrastructure—contributing to cryogenic storage systems, mobile refuelling units, and liquefaction equipment. These systems aren’t prototypes. They need to be manufacturable, serviceable, and safe.

Our role has included detailed design, testing support, and integration with existing platforms.

And with Global Bus Ventures, we supported the conversion of a 6x4 truck to a hydrogen fuel cell powertrain. Our engineers tackled structural design, tank integration, and supported the certification process—helping take a strong concept all the way to road-ready.

We’ve also supported a $600K compressed air upgrade for a national food manufacturer—taking the project from feasibility through to commissioning.

At a large industrial site, we delivered a $4M HVAC and fire protection upgrade spanning multiple buildings. And for an industrial gases client, we managed the build and commissioning of a 300 Bar nitrogen filling system, completed in just eight months.

What makes it work

Successful delivery hinges on a few consistent factors:

• Clarity up front. A robust brief and realistic schedule help prevent costly rework down the track.

• Experienced boots on the ground. Projects only move when someone owns the detail—managing suppliers, keeping trades aligned, and making informed calls under pressure.

changes, weather delays, safety audits—it all happens. The key is keeping momentum without losing sight of the bigger picture.

Supporting New Zealand’s energy transition

At Caliber, our engineers work onsite inside client teams—bringing extra horsepower when and where it’s needed most. We work across food processing, hydrogen, transport, infrastructure, and more. Our goal is to help companies not only set ambitious targets—but deliver on them.

continued from Page 8

How an elite athlete system could unlock new levels of productivity in NZ manufacturing

to compete more effectively on the world stage. By embedding a scalable performance system that strengthens leadership, sharpens focus, and lifts engagement across the factory floor, we can create workplaces where productivity thrives.

In the past, performance management often meant ticking boxes or documenting weaknesses. Now, thanks to this New Zealand innovation, it can mean empowering every worker to achieve their best and contribute to a culture of excellence.

If a system that helped athletes win dozens of world titles can be used to lift the output of global police forces, then surely it is worth exploring what it could do for our production lines, plant teams, and business leaders.

Productivity is no longer just about processes. It is about people. And in that area, we may be sitting on the biggest opportunity of all.

Singtel launches enhanced connectivity solution for international IoT

Singtel has launched its enhanced Multi-Domestic Connectivity solution that enables seamless, secure, and regulatory-compliant global IoT deployments in partnership with floLIVE, a cloud-native IoT connectivity provider.

Through this partnership, enterprises can leverage Singtel as the single, scalable access point to pursue international IoT expansion across more than 190 markets — from China and the Middle East to Europe and the Americas — eliminating the complexity of managing multiple mobile network operator agreements (MNO), SIM platforms, billing systems, and network switching.

As part of this development, Singtel also signed a Memorandum of Understanding with global wireless service provider, Lenovo Connect, to be its channel partner, focusing on IoT industry cooperation. Together, the parties will help Original Equipment Manufacturers (OEMs) expand to overseas markets — faster, more efficiently, and with full compliance — all via a single, unified platform.

For automotive OEMs, building the next generation of connected vehicles or cars equipped with built-in internet access for navigation, safety updates, entertainment, and future-ready autonomous driving — reliable, secure, and scalable IoT connectivity is essential.

This integrated solution combines Singtel’s global IoT network, Lenovo Connect’s device connectivity expertise and floLIVE’s Global Network and multi-IMSI SIM technology — streamlining enterprise operations, reducing time-to-market, and ensuring consistent service delivery across borders.

It also enables the automotive OEMs to enhance or build new features that will improve the driving experience of their customers.

A unified platform for enterprise global IoT expansionI

One of the biggest challenges in global IoT connectivity is the fragmented landscape of MNO platforms. Singtel’s Aggregator Connectivity Management Platform (CMP) addresses this by offering enterprises a unified portal that standardises integration, simplifies management, and provides full visibility and control.

Singtel’s new Multi-Domestic Connectivity solution and CMP, augmented by floLIVE’s Global Network enables:

• centrally managed local connectivity with seamless switching between mobile networks via multi-IMSI and the latest eSIM IoT Standards - eUICC (SGP.32)

• enterprises to easily manage and update devices remotely due to the built-in support of the latest global standards for eSIM technology

• end-to-end lifecycle management of SIMs and devices across multiple CMPs

• real-time visibility, control, and diagnostics for superior device performance

Enabling automotive OEMs to go global

The global connected car market is projected to exceed US$250 billion by 2030, with Asia-Pacific among the fastest-growing regions. China is poised to remain the global leader in EV adoption, according to the International Energy Agency’s (IEA)

Robinson esearch Institute awarded $71 million to host advanced technology platform

Robinson Research Institute, a pioneer in high-temperature superconductivity (HTS) research, has received funding of $71million towards setting up and hosting an advanced technology platform in Future Magnetic and Materials Technologies.

The funding for the advanced technology platform was announced by Minister for Science, Technology and Innovation, Dr Shane Reti at Robinson Research Institute’s facility in Lower Hutt, and will operate through the Ministry of Business, Innovation and Employment-administered Strategic Science Investment Fund (SSIF) portfolio over a period of seven years.

In line with the objective to grow New Zealand’s hi-tech exports, the advanced technology platform will apply materials and engineering expertise across a range of sectoral themes including space, electric aviation, critical minerals and technologies for fusion energy.

The platform will play a crucial role in lifting New Zealand’s innovation capacity, enabling companies to take technology to market, and in accelerating the growth of the domestic manufacturing sector.

Professor Nick Long, director, Robinson Research Institute, said “It is an honour for the Institute to receive this strategic funding. At Robinson, our focus has always been on how applications of HTS can be leveraged to address real-world issues, ranging from

propulsion in space to more accessible Magnetic Resonance Imaging (MRI) scanners.

“With proven capabilities in emerging areas like space and advanced aviation, Robinson is well-placed to drive growth in this area. Initially leveraging our capability in magnetics, the Institute has also developed processing methods for critical minerals from New Zealand resources. This funding will enable us to solve some problems with scaling these methods to commercial levels.”

A valued part of the University community, Robinson Research Institute has a strong track record of projects evolving into pilot projects or commercial enterprises. This new platform is a significant opportunity for Robinson to strengthen collaborations with the wider research community, in a way that delivers stronger outcomes for Aotearoa New Zealand.

The objectives of the platform will include developing workforce capability through internships and postgraduate study, and encouraging early career researchers to take their research beyond the laboratory.

Projects from the platform will also enhance local and international research and commercial partnerships, and encourage inward investment into the New Zealand research and development sector.

Global EV Outlook 2025 [1].

Singtel is already a driver of connected car innovation in the region — being the only operator to have powered connected vehicle programs for automotive OEM’s from the United States, Europe, China, and Asia Pacific.

By integrating floLIVE’s capabilities and partnering with Lenovo Connect — whose solutions span secure payment, connection and device management, data collection and computing — Singtel can now offer OEMs a frictionless path to international expansion, with fully compliant and secure in-vehicle connectivity and device orchestration.

This offering is especially timely for OEMs navigating growing demand for real-time services, such as over-the-air updates, smart navigation, diagnostics, and infotainment.

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Carbon claims: Get the language right and the facts straight

-thinkstep-anz

If you’re sharing your organisation’s carbon footprint, net zero goals or carbon neutral status, it’s vital to communicate clearly and accurately. Getting it wrong could damage your reputation, open you up to legal risk or erode trust with your customers and stakeholders.

Strong carbon claims can show leadership, but only if they’re backed by real action and solid evidence. The good news is: once you understand the terms, it’s much easier to get them right.

Why clarity matters more than ever

In today’s fast-moving policy and regulatory environment, environmental claims are under increasing scrutiny. We’ve seen businesses taken to court for inaccurate or unsubstantiated claims.

To stay on the right side of the law – and the right side of your customers – you need to be cautious and well-informed.

This article explains the key carbon terms and offers practical advice to help manufacturers communicate responsibly.

What the key carbon terms mean

Carbon neutral

Your business, product or service has measured its emissions, taken action to reduce them and used offsets to balance what’s left.

➔ You need: a defined scope (e.g. your head office or a specific product line), a timeframe, a verified carbon footprint and a credible reduction plan.

➔ Use offsets only for emissions you genuinely can’t avoid, after reduction efforts.

➔ Standard to follow: ISO 14068.

Example:

A manufacturer measures and verifies its emissions for 2023, reduces what it can and offsets the rest using certified carbon credits. It communicates: “Carbon neutral for our Christchurch site in 2023, certified to ISO 14068.”

Net carbon zero

This means deep emissions cuts first, and offsets only for what’s unavoidable. It’s typically applied to entire organisations.

➔ You need: to follow the Science Based Targets initiative (SBTi) approach – prioritising genuine emissions reductions. Offsetting alone is not enough. You must reduce most of your footprint through meaningful changes (e.g. cleaner energy, efficient transport).

Example:

A manufacturer reduces emissions by 90% by upgrading equipment and switching to renewable energy. The remaining 10% is offset. That’s a credible net carbon zero claim.

Zero carbon

This means no carbon emissions are generated at all across the entire lifecycle. It’s extremely difficult to achieve.

➔ Requires zero emissions from raw material extraction through to end-of-life.

Example:

A wind turbine manufactured and transported using only renewable energy might come close – but most businesses won’t be able to meet this threshold.

Carbon negative / Carbon positive

These terms mean you’re removing more carbon from the atmosphere than you emit.

➔ Carbon negative is clearer and more accurate.

➔ Carbon positive is used interchangeably but can be confusing, so it is best avoided.

Example:

A timber business plants permanent native forests that sequester more carbon than the emissions from harvesting, milling, and transport. Independent third-party verification supports the carbon negative claim.

Carbon credits and offsets

What is a carbon credit?

A carbon credit represents one tonne of carbon dioxide equivalent (CO₂e) reduced, removed, or avoided by a certified project. This could be through tree planting, renewable energy or methane capture. What are carbon offset?

A carbon offset is when you buy a carbon credit to balance out emissions you produce. It only works if the offset project is real and measurable.

So how can you do it right?

Here’s how to communicate responsibly and avoid greenwashing:

1. Use accurate, consistent language

Know the difference between net zero, carbon neutral, and climate neutral. Use them correctly and consistently and avoid vague claims. Saying “we’re carbon neutral” isn’t enough. Explain what that means, how you achieved it and what standards you followed.

2. Follow the standards -not just loosely

Look for ISO 14068 for carbon neutrality, ISO 14067 for product footprints, and ISO 14064 for organisational footprints. Don’t say “aligned with ISO”. Follow the relevant standards properly if you want your claims to hold up.

3. Use high-quality offsets and be upfront about them

Offsetting is a useful tool, but only when you’ve done everything you can to reduce emissions first. Share details about the projects and be clear on what they actually achieve.

Make sure offsets are additional, impactful and verified. Check if they’re listed on recognised registries like Gold Standard or Verra.

4. Tell the whole story

Avoid vague promises and future goals without a credible plan and verified data to support them. If you’re just starting your sustainability journey, that’s okay. Be open about what you’ve measured, what you haven’t and what you’re working on. That builds trust.

Even if you’re a small business without certification, you can still tell a credible story. Just be clear and honest about where you’re at.

Want a second opinion?

thinkstep-anz now offers a fixed-price carbon claim review service. It’s designed to help businesses sense-check their claims, avoid risk and communicate confidently. Learn more here.

Image credit: Pixabay

Building the foundation: Preparing your manufacturing business for AI success

The manufacturing sector stands at the precipice of an AI revolution that promises to transform everything from production efficiency to supply chain management.

Yet for many business leaders, the question isn’t whether to adopt AI, but how to prepare their organisations to extract maximum value from these powerful technologies. The answer lies not in the sophistication of the AI itself, but in the quality of the foundation upon which it’s built.

The Data Foundation Imperative

Before any AI system can deliver meaningful insights, your manufacturing operation must first establish a robust data infrastructure.

This begins with conducting a comprehensive audit of your existing data landscape. Map out where data is generated across your operation—from sensor readings on the factory floor to inventory management systems, quality control metrics, and customer order patterns.

Many manufacturers discover they’re sitting on vast amounts of valuable data that remains siloed across different departments and systems.

The key is achieving data integration and standardisation. Legacy systems often speak different languages, storing similar information in incompatible formats.

A machine’s operational data might be recorded in one system while maintenance records exist in another, making it impossible for AI to identify patterns between equipment performance and maintenance needs. Investing in data integration platforms that can unify these disparate sources creates the coherent dataset that AI algorithms require to function effectively.

Data quality represents another critical pillar. AI systems amplify the characteristics of the data they’re trained on—if your data contains errors, inconsistencies, or gaps, your AI will perpetuate and magnify these problems. Implement rigorous data validation processes, establish clear data governance protocols, and create systems for continuous data quality monitoring.

This might involve automated checks for outliers, regular audits of data entry processes, and establishing clear accountability for data accuracy across teams.

Strategic AI Implementation Planning

Successful AI adoption requires a strategic approach that aligns technology deployment with business objectives. Rather than pursuing AI for its own sake, identify specific pain points where AI can deliver measurable value.

Common high-impact areas in manufacturing include predictive maintenance, quality control optimisation, demand forecasting, and supply chain efficiency.

Start with pilot projects that offer clear success metrics and manageable scope. A predictive

maintenance system for critical equipment, for example, provides tangible ROI through reduced downtime and maintenance costs while serving as a proving ground for broader AI initiatives.

These early wins build organisational confidence and provide valuable lessons for larger deployments.

Consider the interconnected nature of manufacturing processes when planning AI implementations. An AI system optimising production scheduling must integrate with inventory management, quality control, and shipping logistics to deliver comprehensive value.

This systems thinking approach prevents the creation of isolated AI solutions that optimise individual processes at the expense of overall efficiency.

Workforce Transformation and Change Management

The human element remains crucial to AI success in manufacturing. While AI can automate certain tasks and provide powerful insights, it requires skilled professionals to interpret results, make strategic decisions, and maintain the underlying systems.

This necessitates a proactive approach to workforce development that goes beyond traditional training programs.

Identify the roles that will be most impacted by AI implementation and develop comprehensive reskilling programs. Machine operators might need training in interpreting AI-generated insights about equipment performance, while quality control specialists must learn to work alongside AI systems that can detect defects at superhuman speeds.

The goal isn’t to replace human expertise but to augment it with AI capabilities.

Create cross-functional teams that include IT specialists, operations managers, and frontline workers. This collaborative approach ensures that AI implementations address real operational challenges rather than theoretical problems.

It also helps identify potential resistance to change early in the process, allowing for targeted interventions that smooth the transition.

Infrastructure and Technology Readiness

Modern AI applications demand robust technological infrastructure that many traditional manufacturing facilities lack. Evaluate your current IT capabilities against the requirements of AI systems, including computational power, data storage capacity, and network connectivity. Edge computing solutions may be necessary for real-time AI applications on the factory floor, while cloud-based systems can provide the scalability needed for enterprise-wide AI deployment.

Cybersecurity considerations become paramount

when implementing AI systems that process sensitive operational data. AI systems create new attack vectors and require specialised security measures. Develop comprehensive cybersecurity protocols that address both traditional threats and AI-specific vulnerabilities, including data poisoning attacks and adversarial inputs that could compromise AI decision-making.

Consider the integration requirements between AI systems and existing manufacturing execution systems, enterprise resource planning platforms, and other critical business applications.

Seamless integration ensures that AI insights can be acted upon quickly and efficiently, while poor integration can create bottlenecks that negate AI’s benefits.

Measuring Success and Continuous Improvement

Establish clear metrics for AI performance that align with business objectives. These might include reductions in equipment downtime, improvements in product quality, increases in production efficiency, or cost savings from optimised resource allocation.

Avoid the temptation to focus solely on technical metrics like model accuracy—business impact should be the primary measure of success.

Implement continuous monitoring systems that track both AI performance and business outcomes. AI models can degrade over time as conditions change, requiring regular retraining and adjustment.

Create processes for ongoing model maintenance, performance monitoring, and improvement that ensure your AI systems continue to deliver value as your business evolves.

Foster a culture of experimentation and learning that encourages teams to identify new applications for AI technology.

The most successful manufacturers treat AI implementation as an ongoing journey rather than a one-time project, continuously exploring new ways to apply these technologies to improve operations.

Study finds “Smart” buildings run blind

From shopping malls to office towers, AI systems are cutting energy use by up to 36% – but only when building energy systems actually talk to each other, state energy efficiency experts.

A new study published in Energy Reports evaluates the readiness of buildings for AI-based energy optimisation and identifies key system-level challenges.

While buildings are responsible for about 30% of global final energy consumption, the study emphasises that the full potential of AI-driven energy tools depends on one critical factor: data quality and accessibility.

Energy efficiency experts in commercial buildings note that without proper audits and integration, even advanced technologies can’t deliver reliable performance. Most systems simply aren’t built to work together, and as a result, efficiency remains more of a theory than a reality.

Instead of just focusing on better technology, the research proposes a smarter structure. It introduces a six-layer reference model for Intelligent Building Management Systems (IBMS) – a framework that spans everything from sensors and meters to AI-powered decision-making.

The concept proposed by researchers suggests that a building’s lighting, HVAC, occupancy, and other systems must share real-time data across layers to best optimize performance.

The study claims that the biggest roadblock isn’t missing hardware – it’s missing integration. Traditional setups often rely on fixed schedules and siloed platforms.

This means that key areas like HVAC and lighting, which together account for over 50% of energy use in commercial buildings, continue to operate inefficiently, regardless of how advanced the equipment may be.

“Everyone’s talking about smart tech – sensors, automation, analytics – but few are addressing the root issue: how fragmented building data still is,” says Donatas Kar iauskas, CEO of Exergio, a company developing AI-based platforms for energy optimisation.

“We’ve seen this for years. Buildings often have all the right parts, so we decided to build a system that data-connects them. Efficiency only happens when buildings act as a whole – and that starts with unified data.”

Kar iauskas pointed out that this challenge is especially visible in older buildings, where outdated hardware and isolated systems were never designed to work together.

For example, HVAC systems might be controlled by one vendor’s software, lighting by another, and occupancy sensors may not connect to either –meaning no system has the full picture.

The study notes that even in new developments, mechanical, electrical, and digital systems are frequently designed and implemented separately.

It also warns that without real-time data exchange between these layers, the label “intelligent” is often just branding, not a reflection of actual building performance.

But AI-based energy management can make a difference, says Kar iauskas.

Instead of treating HVAC or lighting as isolated units, IBMS can connect data streams from across the building, adjusting systems in real time to meet actual demand.

“We didn’t build another device – we built a connective layer. It links what’s already there and turns scattered data into coordinated, real-time

action. That’s what makes the system intelligent – not the tools, but how they work together,” explained Kar iauskas.

This connected-systems-first approach is already delivering measurable results in real-case scenarios, not just studies.

In a large commercial shopping mall, Exergio’s platform cut electricity use by 29% and heating demand by 36% – all without replacing core infrastructure. In a network of office buildings in Poland, the same solution helped slash energy bills by 88,000 in just nine months.

These improvements weren’t the result of expensive retrofits or large-scale equipment upgrades, argued Kar iauskas. They came from activating the potential of what was already installed, transforming fragmented building systems into a unified control layer that reacts to real-time conditions, demand, and performance.

“Everyone wants smarter buildings – but too often, we start by chasing the newest tech instead of fixing the foundations. The future of energy efficiency won’t be defined by hardware – it will be defined by how well we integrate, align, and unlock the systems we already have,” concluded Kar iauskas.

Quarterly share of renewable energy remains high despite record low hydro

levels

The latest Energy Quarterly data release from the Ministry of Business, Innovation & Employment (MBIE) shows despite hydro generation dipping to the lowest March quarter since 1987, increased solar and geothermal generation kept the overall share of renewable generation high at 83.2%, says Karlene Tipler, Head of Data Service Delivery.

“Dry weather conditions in the March quarter saw wind and hydro generation dip as geothermal and solar energy shined.

“Weather conditions saw wind generation slow 21.1%, while record low levels of water entering hydro storage lakes in January and February resulted

in a 15.1% drop in hydro generation compared to the same quarter last year.

“Geothermal generation rose by 20.4%, boosted by new capacity added last year. Solar generation also surged, up 60.7% from March 2024. A contributor was Te Herenga o Te R , the first solar farm directly connected to the national grid.

“In June 2012 when hydro generation dropped to a comparable record low, coal and gas made up 35% of electricity generation to meet demand. However, thanks to new solar and geothermal capacity built since, only 17% was needed this quarter.

“Total electricity consumption for the quarter was

9,250 GWh, a 3.1% decrease from March quarter 2024. Electricity consumption from Agriculture, Forestry and Fishing fell 15.4%, Commercial fell 2.0%, Industrial fell 2.3%, and Residential stayed steady with a 0.8% decline.

“Natural gas prices increased across all sectors this March quarter compared to the previous March quarter. After adjusting for inflation, Residential was up 18.5%, Commercial up 20.5%, Industrial up 14.9%, and Wholesale up 12.8%. Petrol and diesel prices, however, decreased 5.1% and 9.8% respectively compared to March 2024. This can be attributed to crude oil prices falling and the removal of the Auckland Regional Fuel tax in June.”

Using tech to beat the ‘big guys’ in manufacturing

It’s crazy times for SME’s feeling overshadowed by corporations with deep pockets and established brands. But thanks to new technology, the playing field is finally leveling out.

Tools like cloud-based software and smart inventory forecasting help smaller manufacturers run more efficiently, serve customers better, and even outpace much larger rivals.

Using SaaS to cut costs and stay flexible

One of the toughest challenges for small manufacturers has always been the huge upfront cost of enterprise software. Installing and maintaining these complex systems often requires big budgets and dedicated IT teams.

That’s where more agile smaller & easier to set up Software as a Service (SaaS) comes in. SaaS lets you access powerful software through the cloud on a subscription basis.

Instead of buying expensive hardware and managing everything yourself, you simply pay for what you use. This approach helps manufacturers achieve the following:

• Scale up or down quickly as your business changes.

• Access the newest features and updates without interrupting your work.

• Save on IT costs so you can focus on production.

• Integrate seamlessly with other cloud tools to build a connected system.

For example, SaaS platforms for manufacturing execution (MES), customer management (CRM), and enterprise planning (ERP) can help you standardize processes, track performance in real time, and streamline workflows, all without the steep price tag of traditional systems.

Using inventory forecasting to streamline supply chains

Good inventory management is key to staying competitive. Having

too much stock ties up money and warehouse space, while running out means missed sales and unhappy customers. Advanced forecasting tools can help you find the right balance.

These tools use data analytics, machine learning, and historical sales trends to predict demand more accurately. With smart inventory forecasting (often part of SaaS solutions), you can:

• Plan production around actual demand.

• Avoid emergency orders and long lead times.

• Keep inventory costs low and reduce waste.

• Consistently deliver on time to keep customers happy.

For smaller manufacturers, this technology can be a game changer. It allows you to respond faster to market changes and serve niche customers with precision, outmaneuvering bigger companies that can’t always pivot quickly.

Improving quality control with IoT and real time data

Quality control is critical in manufacturing, and technology offers big advantages here too. The Internet of Things (IoT) lets you use sensors and smart devices to monitor equipment and production quality in real time.

By connecting IoT with SaaS analytics, you can:

• Catch defects early and reduce waste.

• Schedule maintenance before problems cause downtime.

• Analyse performance in detail to find and fix bottlenecks.

For smaller companies, this means you can build a reputation for top notch quality, a big advantage over large competitors that struggle to make quick adjustments.

Bringing robotics and automation within reach

Automation isn’t just for giant factories anymore. Affordable robotics are becoming accessible to smaller manufacturers, especially through SaaS platforms that help you manage and monitor automation.

Automating repetitive tasks like assembly or packaging lets you:

• Reduce labor costs.

• Increase production speed.

• Free up employees to focus on higher value work. Cloud based automation tools make it easier than ever to set up and manage robots without needing specialised expertise.

Manufacturing is changing fast, and technology is the great equaliser. When smaller manufacturers embrace SaaS solutions, smart inventory forecasting, IoT powered quality control, and automation, they can not only keep up with larger competitors but often outperform them. By using these tools strategically, small and mid-sized manufacturers can deliver better products faster and more efficiently.

These pivotal changes allow SME’s to essentially ‘leap the frog,’ gaining rapid ground on the more sluggish corporations. It’s one of the keys to success for manufacturers wanting to scale. www.stocktrim.com

Skills Group appoints Glenn Duncan as Head of Delivery

New Zealand’s largest private training establishment, Skills Group, is pleased to announce the appointment of Glenn Duncan as Head of Delivery within its Specialist Trades leadership team.

In his new role, Glenn will focus on enhancing the quality, reach, and reputation of trades training. He will also drive high-impact outcomes for learners, employers, and industry.

Glenn brings more than 30 years’ experience in executive and management roles where he was instrumental in driving efficiency, strategic development and robust operational frameworks.

His experience is particularly strong within the New Zealand tertiary education sector.

Prior to joining Skills Group, Glenn was the Chief Operating Officer at Literacy Aotearoa. He has also held senior roles as General Manager Customer Experience at BCITO and General Manager for Builder’s Academy.

Glenn has a deep understanding of industry-led vocational education and a proven track record of working with industry to enhance workforce skills and improve access to training for learners.

Shining a light on female talent in the trades

At just 23 years old, Olivia Grogan is proving that with the right mindset and the right training, anything is possible – and she’s encouraging more women to follow in her footsteps.

Olivia is in the early stages of her New Zealand Certificate in Furniture and Cabinetmaking (Level 4) at Jones & Sandford Joinery in New Plymouth – but you’d never guess it. Already turning out professional-grade joinery, she’s impressing her peers and inspiring others with her skill, focus and fearless approach to learning.

“I just love it,” says Olivia. “It felt natural from the start. I’m a hands-on person and I like seeing something evolve from a sketch to a finished piece. It’s such a good feeling to say, ‘I made that.’”

Raised in Taranaki, Olivia’s path into the trades wasn’t linear. A creative student who favoured woodwork and metalwork at school, she had a lightbulb moment in her early twenties while travelling around the country.

“I realised I didn’t want a desk job – I wanted to make things,” she says. “I did a pre-trade building course and loved it, but when the building company I worked for closed and I struggled to find another local job in building, that’s when I saw Jones & Sandford was hiring and I considered changing-up industries.”

Far from seeing the change as a setback, Olivia says the move into furniture and cabinetmaking was a turning point. “It’s still tool-based and creative, and

I had all my building tools, so I jumped in. I’ve been here two years now and I couldn’t be happier.”

Thanks to the earn-and-learn model of apprenticeships, Olivia and her partner recently bought their first home in Stratford — something she says wouldn’t have been possible without the steady income and career direction her apprenticeship provides.

“I feel really lucky. Being able to earn while you learn takes a lot of pressure off and means you can start building your life while you’re still getting qualified.”

A family-owned business with a 106-year history, Jones & Sandford is known in Taranaki and nationally for its bespoke craftsmanship and culture of innovation – but also its strong investment in people. The business has trained more than 150 apprentices. Director Roger Jones is part of the family legacy, but he brought a fresh lens to the business when he joined the business after a career in commercial construction.

“I’ve sat on the client side of the table,” says Roger. “That means I understand what architects, contractors and our end-users need. When I came back into the family business, I wanted to build a team and an environment that exceeded those expectations – technically, creatively and culturally.”

Roger says training has always been fundamental to the business.

“The success of a business isn’t just about machines or materials – it’s about people,” he says. “We train for two reasons: personal development and business success. That investment in people has to be constant – whether times are tough or not.”

He believes apprenticeships bring fresh energy into the business and help develop well-rounded individuals who understand more than just their tools.

“We want all our people to have a broader understanding of the business as it helps us deliver better results for clients and gives our team real long-term career potential.

“Olivia stood out straight away. She’s hungry for knowledge and learning, and she gets on with things. That mindset is exactly what you want in an apprentice.”

Jones & Sandford currently has five apprentices in training, including two women. While they don’t

have a formal diversity policy, Roger says they simply hire the best person for the job – and women like Olivia are proving their place in the industry.

“She’s a go-getter,” adds team leader Dan Fraser, who mentors apprentices on the workshop floor. “She pushes through her jobs faster than most and wants to take everything in. That kind of drive sets her apart.”

That drive hasn’t gone unnoticed by Olivia’s Training Advisor, Todd Billing, from industry training organisation, Competenz.

“Olivia gives the proverbial 110%,” says Todd. “Her dedication to not only her work, but also her training, is second to none. She consistently completes tasks to a high standard and sets the bar well above what most people would aim for. She’s driven, passionate and dedicated to always doing her best – nobody could ask for more.”

Todd says Jones & Sandford is training with confidence and their world-class apprentice programme is a model for what industry-led training can achieve.

“The team here works alongside learners to help them succeed. You can see it in the way Dan supports apprentices on the floor, and how management is always asking how their team is doing and what they can improve. It’s an open, friendly and encouraging environment where people are not only supported, but actively pushed to grow and expand their skills.”

Olivia is also part of the team building joinery for the new Taranaki hospital – a large-scale, multi-year contract that includes everything from bedheads to reception counters.

“We’re making hundreds of units for the hospital,” she says. “It’s great knowing my work is going to help shape such an important facility for our community.”

With a steady pipeline of work ahead and a modern facility equipped with CNC machinery and lean manufacturing systems, Jones & Sandford is well-positioned for growth. But Roger says their real point of difference isn’t technology – it’s culture.

For Olivia, that philosophy is paying off.

“I told Roger in my interview I might be his competition one day,” she laughs. “My dream is to open my own joinery factory. But for now, I’m learning as much as I can – and loving every minute of it.”

This ambition is well received by her employer.

High-performance industrial adhesives in ANZ

Jet Technologies, a leading provider of print and packaging solutions in Australia and New Zealand, has announced a new partnership with global adhesives manufacturer Wakol, introducing the Intercoll range of industrial adhesive solutions to the Australian and New Zealand (ANZ) market.

The partnership marks Wakol’s official entry into the ANZ industrial adhesives sector and will focus on bringing innovative, water-based adhesive systems to local manufacturers, particularly those in the mattress and upholstered furniture industries.

For many years, Wakol has been recognised in Australia for its timber flooring adhesives. Now, through collaboration with Jet Technologies, the company is expanding its reach to new industries

with a focus on clean application, high bonding performance, and increased process efficiency.

Jet Technologies’ established network, technical expertise, and reputation for delivering innovative solutions made them a natural choice to represent Wakol in the region.

Jet Technologies will distribute Wakol’s INTERCOLL Airless and Hybrid systems, both part of a wider range of water-based adhesives designed to meet modern manufacturing demands. These products are tailored to enhance production speed, reduce waste, and support a safer, more sustainable workplace.

The recently introduced INTERCOLL 2-C Airless system, now available in Australia, exemplifies this approach, delivering clean, efficient adhesive

application suited to the specific requirements of foam and fabric processing.

While the mattress and upholstered furniture segments are new areas for Jet Technologies, the company has a strong track record in launching technical solutions into emerging markets. Their deep industry relationships and customer-first approach ensure that local businesses will receive high-quality service and support as they integrate Wakol’s adhesive systems into their operations.

As sustainability continues to drive purchasing and production decisions in Australia and New Zealand, Wakol’s low-emission, water-based formulations are set to resonate with environmentally conscious manufacturers.

Wiise and Tasklet factory partner to transform warehouse management

Wiise, the fast-growing cloud enterprise resource planning (ERP) platform for small and medium-sized businesses, has announced a new partnership with Tasklet Factory, a global Warehouse Management System (WMS) provider, to help Australian and New Zealand businesses streamline and digitise their warehouse operations.

Tasklet Factory’s WMS powers barcode scanning solutions across industries such as distribution, automation, healthcare, and retail, with customers including Baumer, Johnson & Johnson, Arsenal, and the IKEA Museum.

By integrating Tasklet Factory’s WMS into Wiise’s

ERP and accounting software, the partnership will provide end-to-end visibility across warehouse and business functions, tailored to the needs of small and medium-sized businesses across ANZ.

The partnership responds to increasing demand for integrated mobile warehouse tools that eliminate manual processes and seamlessly connect with broader business systems.

More than 300 fast-growing organisations across Australia and New Zealand, spanning wholesale distribution, manufacturing, financial and professional services and more, use Wiise’s ERP platform to consolidate their tech stack, gain

real-time visibility, and streamline their operations. Taipan, an Australian-owned and operated business, has specialised in hydraulic hose system distribution for more than 20 years. Before implementing Wiise, the organisation relied on four systems to manage different parts of its business, including warehousing.

Linda Farrell, Administrative CEO at Taipan, said: “Our old system was server-based, which made it a struggle when you weren’t in the building. Wiise’s cloud-based solution has given us ongoing support and the assurance that we can keep growing, with Wiise’s system there to support that growth.”

Looking for a marketing edge? 70% of licence holders say signing on has positively affected sales.

IAI Modular Cartesian Robot Systems: Space-Saving precision and flexibility

IAI’s Modular Cartesian Robot Systems offer a highly adaptable and efficient automation solution for various industrial applications.

Thanks to their modularity and tailored functionality, these systems require significantly less space than traditional articulated robots, making them an ideal choice for operations where space is at a premium. Each robot is configured with only the necessary axes and functions, resulting in streamlined, space-conscious designs without compromising performance.

IAI provides a broad range of Cartesian robot systems that can be configured with 2 to 6 axes, using either servo motors for high-performance operations or more economical stepper motors.

These servo motor options are available in standard and high-precision configurations, offering flexibility for different application demands, from simple pick-and-place tasks to more complex automation

needs.

For cost-sensitive projects, IAI offers an affordable alternative in the form of its RoboCylinder series. These stepper motor-driven Cartesian robots are part of the expanding IAI portfolio and are known for delivering reliability at a lower price point.

The latest addition to this line is the RoboCylinder “IK Series,” which now comes equipped with a Battery-less Absolute Encoder. This innovation reduces the complexity of the design and assembly process and eliminates the need for battery replacement, simplifying long-term maintenance.

Performance has also been enhanced with the RCP6 Series of RoboCylinders, which can achieve higher speeds than previous models, making them suitable for high-throughput environments where cycle time is critical.

systems is their extensive configurability.

With up to 516 available combinations, users can select from a wide range of setups to precisely match their operational requirements. Recent innovations include a table-type model (TA) featuring a Z-axis and a variant with a ZR unit that incorporates vertical and rotational movement.

These additions further broaden the system’s versatility, making designing compact, efficient, and purpose-built automation solutions easier.

IAI’s Modular Cartesian Robot Systems offer an optimal balance of space-saving design, modular flexibility, and cost-effective automation. Whether using high-precision servo models or budget-friendly stepper variants, these systems provide tailored solutions to meet a wide variety of industrial needs.

Using lightning to make ammonia out of thin air

The electrolyser used as part of the new method to make ‘green ammonia’. Source: PJ Cullen

University of Sydney researchers have harnessed human-made lightning to develop a more efficient method of generating ammonia – one of the world’s most important chemicals. Ammonia is also the main ingredient of fertilisers that account for almost half of all global food production.

The team have successfully developed a more straightforward method to produce ammonia (NH3) in gas form. Previous efforts by other laboratories produced ammonia in a solution (ammonium, NH4+), which requires more energy and processes to transform it into the final gas product.

The current method to generate ammonia, the Haber-Bosch process, comes at great climate cost, leaving a huge carbon footprint. It also needs to happen on a large scale and close to sources of cheap natural gas to make it cost-effective.

The chemical process that fed the world, and the Sydney team looking to revolutionise it Naturally occurring ammonia (mostly in the form of bird droppings), was once so high in demand it fuelled wars.

The invention of the Haber-Bosch process in the 19th century made human-made ammonia possible and revolutionised modern agriculture and industry. Currently 90 percent of global ammonia production relies on the Haber-Bosch process.

“Industry’s appetite for ammonia is only growing. For the past decade, the global scientific community,

including our lab, wants to uncover a more sustainable way to produce ammonia that doesn’t rely on fossil fuels.

“Currently, generating ammonia requires centralised production and long-distance transportation of the product. We need a low-cost, decentralised and scalable ‘green ammonia’,” said lead researcher Professor PJ Cullen from the University of Sydney’s School of Chemical and Biomolecular Engineering and the Net Zero Institute. His team has been working on ‘green ammonia’ production for six years.

“In this research we’ve successfully developed a method that allows air to be converted to ammonia in its gaseous form using electricity. A huge step towards our goals.”

The research was published in AngewandteChemie International edition.

The plasma column used to kickstart the process for ‘green ammonia’ Credit: PJ Cullen

Ammonia contains three hydrogen molecules, meaning it can be used as an effective carrier and source of hydrogen as an energy source, even potentially as an effective means of storing and transporting hydrogen. Industry bodies have found they can access the hydrogen by ‘cracking’ ammonia to separate the molecules to use the hydrogen. Ammonia is also a strong candidate for use as a

carbon-free fuel due to its chemical make-up. This has caught the interest of the shipping industry which is responsible for about 3 percent of all global greenhouse gas emissions.

Cracking a chemical conundrum

Professor Cullen’s team’s new method to generate ammonia works by harnessing the power of plasma, by electrifying or exciting the air.

But the star is a membrane-based electrolyser, a seemingly non-descript silver box, where the conversion to gaseous ammonia happens.

During the Haber-Bosch process, ammonia (NH3) is made by combining nitrogen (N2) and hydrogen (H2) gases under high temperatures and pressure in the presence of catalyst (a substance that speeds up a chemical reaction).

The plasma-based method Professor Cullen’s team developed uses electricity to excite nitrogen and oxygen molecules in the air. The team then passes these excited molecules to the membrane-based electrolyser to convert the excited molecules to ammonia.

The researchers said this is a more straightforward pathway for ammonia production.

Professor Cullen said the findings signal a new phase in making green ammonia possible. The team is now working on making the method more energy efficient and competitive compared to the Haber-Bosch process.

“This new approach is a two-step process, namely combining plasma and electrolysis. We have already made the plasma component viable in terms of energy efficiency and scalability.

“To create a more complete solution to a sustainable ammonia productive, we need to push the energy efficiency of the electrolyser component,” Professor Cullen said.

Another standout feature of IAI’s modular Cartesian

igus expands D1 motor control

igus has increased the flexibility of its D1 motor control, which designers use for electric linear drives, handling systems and robot axes. It is now possible to integrate the D1 seamlessly and quickly into higher-level control systems from Siemens, Beckhoff, Wago and other manufacturers using Siemens-certified PROFINET - without time-consuming and complicated adaptations. This extended connectivity should significantly increase the performance and efficiency of automation processes.

The D1 motor control is the powerful and versatile solution from igus for demanding drive applications, and is now compatible with the industrial communication standard PROFINET/PROFIdrive. With a market share of around 23%, PROFINET is currently experiencing the strongest growth.

Major manufacturers such as Siemens, Beckhoff and Wago use this industrial Ethernet standard for industrial automation as it makes real-time and reliable communication possible between control systems, machines and field devices such as sensors and actuators.

The extended connectivity eliminates the need

for specialised software and in-depth technical knowledge. It is easy to embed into automation systems, shortens project times and reduces integration and maintenance costs. The D1 with PROFINET fieldbus is available immediately. Users can also bring older models up to date with a free update

Fast cycle times, intuitive operation and high system compatibility

Designers use the D1 motor control to operate stepper, DC and EC/BLDC motors of electric linear drives, handling systems and robot axes. “The D1 impresses with short cycle times, which ensures a fast response time of eight to 16ms, depending on the application. It offers great advantages.

The intuitive operability via a web interface, on which positions, speeds, accelerations and movement profiles can be set without additional software is also popular with designers. They also value the support of interfaces such as CANopen and Modbus TCP (gateway) to integrate the control system into existing automation environments.

The D1 is suitable for a wide range of applications. Thanks to the AC1 speed control and AC3 positioning application classes, it can be used in various industrial sectors, from automotive production and packaging lines to simple robotics.

The dryve experience provides more information on the igus motor control systems and applications that have already been implemented applications as well as detailed tutorial videos of all functionalities and a guide for selecting the right motor control system. In addition, igus offers free sample programmes that significantly reduce the integration time of the motor control systems, which saves time and money.

www.treotham.com.au

Partnership brings Danish freezing technology to Oceania

New Zealand-founded automated equipment specialist MHM Automation has been appointed as the exclusive distributor of plate freezing solutions in Oceania for Denmark-based DSI Dantech, renowned globally for its premium freezing systems. Through this new partnership, Oceania-based processors in the meat, pet food, and seafood sectors will have access to advanced freezing solutions, specifically DSI’s horizontal plate freezers for freezing boxed product, and vertical plate freezers for freezing both bulk and naked product.

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Tony Johnson, General Manager of Sales and Marketing at MHM Automation, is enthusiastic about the potential the partnership offers local food processors.

“Plate freezing delivers the fastest, most energy-efficient freezing method available,” says Johnson.

“This partnership enables more processors, particularly smaller operators, to take advantage of plate freezing technology. While MHM’s large-scale plate freezers already dominate major Australian meat processing plants, smaller-scale processors can now benefit from DSI Dantech’s horizontal plate freezers.”

DSI Dantech’s vertical plate freezers provide naked block freezing and are especially effective for freezing meat and offal destined for pet food or freezing of seafood, both onshore and offshore.

“Naked block freezing not only reduces energy consumption but is cost-effective and significantly cuts down packaging waste,” Johnson explains.

DSI Dantech CEO, Soeren Overgaard, highlights the strategic importance of the collaboration.

“This partnership aligns perfectly with our commitment to customer proximity and proactive

service. With MHM Automation as our Oceania distributor and service partner for plate freezing, customers can expect reliable, timely support to keep their equipment performing optimally.”

Reflecting a shared reputation for innovation and sustainability between Denmark and New Zealand, MHM Automation Chief Operating Officer, Richard Jenman, says the cultural alignment and quality of DSI Dantech’s products made the partnership a natural fit.

“Visiting DSI Dantech’s headquarters and workshop, we were highly impressed with the meticulous care they put into designing and manufacturing their equipment. Their approach mirrors our own commitment at MHM Automation, and we’re confident our customers will appreciate the exceptional quality and proven performance of DSI Dantech plate freezers,” says Jenman.

To ensure excellent customer support, MHM Automation is appointing a dedicated DSI product specialist based in its Brisbane office, who will provide proactive support and service across Australia, New Zealand and the Pacific.

Economists urge action to prevent ‘AI poverty traps’

Such policies could include an international tax regime that would allow countries to capture tax revenue from economic activities driven by AI inside their borders.

Sundaram’s involved in one such project in Ethiopia where artificial intelligence is being harnessed by the government and the country’s largest telecom

provider to support small businesses excluded from formal banking due to lack of collateral.

By analysing mobile money transactions and how much these businesses pay and receive, algorithms estimate how much credit can safely be offered, enabling small loans and helping integrate marginalised enterprises into the formal economy.

.Artificial intelligence holds the power to transform development trajectories, but without targeted investments and inclusive policies, says Wesselbaum, it risks deepening the digital divide and entrenching global inequality.

DSI Dantech’s horizontal plate freezers for freezing product in cartons or trays could be a more affordable plate freezing solution for medium-sized meat, seafood and other food processors.

Article 5: The role of selectors & optimisers in Industry 4.0 and automation

Welcome to the next part of our Industry 4.0 series for SME manufacturers.

We’re exploring various companies that can help you embrace advanced technologies and optimise your operations. Today’s focus: Business Analysts and System Optimisers. Let’s dive in and see how they can drive your business success.

Selectors & Optimisers: The Maximisers of Efficiency

In the ever-evolving world of Industry 4.0, selectors and optimisers are the experts who help manufacturers get the most out of their existing systems and processes. These individuals or consultants specialise in reviewing current operations, identifying areas for improvement, and optimising the use of existing technologies. They also assist in scoping new system requirements and selecting the right solutions for implementation.

Unleashing Potential: How Selectors & Optimisers Add Value

Manufacturers often struggle to fully utilize their existing systems, such as ERP and MES, leading to inefficiencies and missed opportunities. Engaging selectors and optimisers can unlock hidden potential by identifying and addressing gaps in system usage. These experts help manufacturers streamline processes, improve resource management, and enhance overall productivity. Additionally, they provide valuable insights during the selection and implementation of new systems, ensuring that the chosen solutions align with business goals.

Navigating Improvement: Typical Engagement and Resource Requirements

The journey with selectors and optimisers typically begins with a comprehensive review of your current systems and processes. This phase involves site visits, system audits, and collaborative discussions to understand pain points and improvement opportunities.

The selectors and optimisers then provide recommendations and support for optimising existing systems or selecting new solutions. Expect to allocate internal resources, including IT personnel, process engineers, and operations managers, to work closely with the selectors and optimisers.

The engagement can range from a few weeks to several months, depending on the scope of the project. Pre-requisites include having detailed documentation of existing systems and a clear vision for improvement.

Red Flags: Key Considerations

When engaging selectors and optimizers, it’s essential to ensure they have experience with the specific systems and processes you use. Consider their track record, methodology, and ability to provide actionable insights. Ask questions like:

• Have you worked with similar systems before?

• How do you measure success and ROI for optimization projects?

• What support do you offer during and after system selection and implementation?

Tech Council of Australia and techUK sign landmark partnership

The Tech Council of Australia (TCA) and techUK have formally signed a Memorandum of Understanding (MoU), marking a significant milestone in technology industry collaboration between Australia and the United Kingdom.

Signed during London Tech Week at the UK Department for Business and Trade in the Old Admiralty Building and announced at the Aus-UK Chamber of Commerce Tech Week Event at Australia House in London, the agreement builds on the momentum of the UK-Australia Free Trade Agreement (FTA) which came into force in 2023.

The FTA includes the world’s first innovation chapter which recognises the important role that innovation plays in stimulating competitiveness, increasing productivity, encouraging investment and promoting international trade. It also includes a strong digital trade chapter emphasising the importance of promoting trusted data flows and enabling digital trade facilitation.

The new TCA and techUK partnership is a practical step toward implementing the objectives of the FTA and formalises those ambitions at an industry level. TCA and techUK will work together to deepen cooperation and collaboration between tech sectors, with a focus on technology trade, regulation, investment, and innovation.

This includes sharing knowledge and insights, aligning on regulatory and policy issues, and driving practical commercial opportunities for UK and Australian technology companies.

At the core of the MoU is a commitment to supporting technology businesses, especially SMEs, expand across borders. This means better access to markets, clearer insights into regulatory environments, and stronger connections to potential partners and investors.

The partnership will focus on emerging and critical technology areas including artificial intelligence, cybersecurity, digital identity, fintech. These are sectors where both the UK and Australia have established industry strengths and where closer collaboration can unlock new commercial opportunities to bolster long-term digital resilience.

It sends a strong signal the opportunities created through the FTA are being realised and backed by meaningful industry partnerships on the ground. The new partnership will raise awareness of the opportunity for commercial collaboration between our respective tech sectors and complement existing market expansion pathways such as Austrade’s new London Landing Pad program.”

techUK’s Deputy CEO, Antony Walker, stated, “We are really excited to sign a Memorandum of Understanding

Structuring the Deal: Commercial Arrangements

Com mercial arrangements with selectors and optimizers can vary. Some might offer fixed-price contracts for defined projects, while others may provide time-and-materials pricing for more flexible engagements.

It’s important to establish clear milestones, deliverables, and timelines in your contract. It is worth considering up front the value these subject matter experts could add to the implementation phase a new system, not just the business analyst role.

Final Thoughts: Optimising for Success

In conclusion, selectors and optimizers play a crucial role in maximizing the efficiency of manufacturing operations in the era of Industry 4.0. Their expertise in reviewing and optimising existing systems, as well as guiding the selection and implementation of new solutions, can transform your operations and drive continuous improvement. Partnering with skilled selectors and optimizers can help you unlock hidden potential and achieve your Industry 4.0 goals. Looking for support to optimise current systems or specifying and identifying a new one? Find the right partner to deliver at Fulcrumnz.com

with the Tech Council of Australia. Tech already plays a huge role in the UK-Australia partnership through AUKUS, and with the brilliant FTA, which has a strong digital chapter.

“The UK and Australia are not just connected by history and language, but by a deep commitment to open markets, democratic governance, and a rules-based digital world. We are looking forward to working together, sharing knowledge and expertise, and creating opportunities for our respective members.”

Richard Basil Jones, Chief Executive Officer, Australia-UK Chamber of Commerce, in speaking of the announcement: “The Tech Council of Australia and techUK are leading trade associations representing the strength, dynamism and strong collaboration between the UK and Australian tech sectors.

“Importantly, they both have this incredibly aligned and common focus – their partnership will advance shared digital economy goals and provides a framework for deeper cooperation on trade, investment, and innovation.”

World first waste upcycling tech to reduce dependence on imported foods

A world-first Kiwi-developed food technology that upcycles horticultural waste into high-value products is set to reduce NZ’s dependence on imported food ingredients, cut greenhouse gas emissions, increase grower returns and boost regional employment.

The waste valorisation system, developed by sustainability venture Powered by Plants (PbP) with support from Government-backed New Zealand Food Innovation Network (NZFIN), diverts thousands of tonnes of perishable horticultural produce from landfill and processes it into shelf-stable, high-value powders, concentrates and extracts for use in the food, nutraceutical and supplement sectors.

The model, which can be scaled internationally, also produces bioenergy, fertiliser and even high-protein insect meal from previously unrecoverable waste.

Dr Andrew Prest, director of Powered by Plants, says the concept was born out of frustration with the current food production model, where around a fifth of harvested produce is routinely discarded before it ever leaves the farm gate or is sold at unsustainable prices.

He says with New Zealand’s $7 billion export horticulture sector producing over 6.2 million tonnes of fruit and vegetables each year, the opportunity to address the environmental and economic cost of waste is significant.

Prest says the onion industry alone produces around 110,000 tonnes annually and has export earnings of approximately $170 million. However, up to 20% of this is sent to landfill, costing growers around $15 million each year, a loss compounded by the missed opportunity to upcycle this waste into high-value food ingredients or bio-products.

He says the zero waste technology can produce powders and concentrates from almost any fruit and vegetable surplus and processed off-cut waste, including carrots, mushrooms, capsicum and blueberries, and can be adapted to other horticultural crops like kiwifruit and stone fruit.

“Growers are stuck in an unsustainable commodity cycle where they’re selling most of their crop fresh and dumping the rest, either to landfill or as low-value stock feed.

“At the same time, New Zealand imports thousands of tonnes of processed food ingredients and extracts, including 1,100 tonnes of onion powder, which could be locally manufactured from existing crop surpluses and processing off-cuts.

Grant Verry, Co-CEO of NZFIN, says the new waste valorisation method is globally significant and an example of the smart food system transformation that New Zealand urgently needs to meet agricultural export goals.

He says IP protection will be essential to help scale the model internationally.

“This technology has the potential to dramatically reduce food waste and increase returns for Kiwi growers and processors by turning what was once a loss-making by-product into a premium product.

“For some growers, this could be the difference between profit and loss. It offers them options so instead of sending unsold produce to landfill or stockfeed, they can now receive more revenue by choosing to sell into a higher-value, local, circular and sustainable bioprocessing food system.”

Verry says the innovation is a fully circular “bio-loop” model designed to unlock value at every stage of the waste cycle.

He says recoverable food waste is processed through a biostabilisation process to create high-value ingredients, while unrecoverable biomass is used to produce biogas or converted into insect protein via black soldier fly farming.

The by-products, such as liquid digestate and frass, are blended into organic fertilisers, offering a substitute for synthetic imports.

Prest says the company is now looking to build regional ‘spoke and hub’ biorefinery networks, starting in areas like Gisborne, Pukekohe and Hawke’s Bay.

“Our goal is to process 8,000 tonnes of produce surplus and waste annually at full scale, with locally staffed facilities supporting everything from produce sorting to ingredient processing.

“The goal is not just to reduce waste but to give growers a better, more resilient, future-proof business model and in turn, help future-proof the nation’s food security.”

“AI will be used to scan and detect spoilage or non-conforming product early in the process. That means fewer rejections and a cleaner, more consistent output, which is critical when you’re supplying high-end food and supplement markets.”

Prest says the upcycling model offers significant economic potential, particularly in high-waste crops like onions, where the process could generate up to $52.8 million from the biostabilisation phase alone.

“Additional revenue streams could also be created through insect farming and biogas and bio fertiliser generation. The process also yields renewable heat and electricity, which can be used onsite or further refined and fed into the grid.”

Prest says the model was piloted in the Franklin region, which produces a significant share of the country’s fresh produce but remains vulnerable to climate-related disruptions.

“Cyclone Gabrielle wiped out large volumes of crop in the region, highlighting just how urgently we need localised, flexible waste recovery infrastructure to become resilient.

Verry says the model has the potential to address

imbalances in the supply chain that leave many producers without bargaining power.

“Growers have very little negotiating weight under the supermarket duopoly. The grower has no real alternative to sell through this channel because produce is perishable and low term chilled and frozen storage costs are high and will only increase. This new system gives them back some leverage.”

“This is not just for New Zealand, countries across the Asia-Pacific region face the same problem with small block growers, high food loss and low returns. We believe this is a scalable solution to global food system challenges.

“We’re not going to double our food exports by raising more cattle or increasing fishing quotas, with physical production capacity in New Zealand nearing its limits, adding value is the only way forward,” says Verry.

Prest says that with early support provided by industry partners, the next phase will require seed funding for a pilot commercial production run and to bridge the project toward a full-scale plant capable of processing thousands of tonnes annually, with a network of rural sorting sites operating as part of the wider system.

He says the response from the market has been positive, with major food manufacturers and food service providers around New Zealand looking to reduce their need for imported ingredients.

“Many growers are on the brink, and cannot afford to pay high salaries and wages for the hard work and long hours that are required. This in turn is failing to attract the next generation of growers.

“Whilst automation does offer some efficiency and cost benefits, we still need to employ and pay humans in order to support local economies and communities.

“ If we can help growers and fresh produce processors to diversify and add value to what they grow, and manufacture we can keep people working in the horticultural industry - and keep healthy, fresh produce affordable in the supermarkets.

“Instead of earning $20 a tonne for waste onions sent to a dairy farmer or burying in landfill, our process can earn $3,000 per tonne from food-grade product. That shift alone can revitalise an entire sector.

“Growers are telling us they’re excited about the revenue potential, the crop ‘optionality’, the waste reduction and the chance to pay higher wages to local people in their communities.

“Our vision is to see sorting hubs in key growing regions around the country, staffed by locals and powered by smart tools. We want to revitalise these communities and create a circular food economy that benefits everyone.

“We’ve proven the model is financially viable and has the potential to grow horticultural exports, we just need the investment to unlock this national, and potentially global, opportunity.”

Economists urge action to prevent ‘AI poverty traps’

Artificial intelligence could deepen inequality and create ‘AI-poverty traps’ in developing nations, write economists Dr Asha Sundaram and Dr Dennis Wesselbaum in their paper ‘Economic development reloaded: the AI revolution in developing nations.’

Sundaram, an associate professor at the University of Auckland Business School, and Wesselbaum, an associate professor at the University of Otago, say developing countries lack the necessary infrastructure and skilled labour force to capitalise on AI’s potential.

“The downside is that there isn’t a lot of capacity in some countries in terms of digital infrastructure, internet, mobile phone penetration,” says Sundaram.

“Much of the technology is controlled by firms like Google and OpenAI, raising the risk of over-reliance on foreign tech, potentially stifling local innovation.”

Without strategic interventions, Wesselbaum says AI may create an ‘AI-poverty trap’: locking developing

nations into technological dependence and widening the gap between global economies.

“For developing countries, AI could be a game-changer; boosting productivity, expanding access to essential services, and fostering local innovation – if the right infrastructure and skills are in place.”

Financial support from developed countries and international bodies like the UN could help cover upfront costs through grants, loans and investment incentives, according to the research.

“We also need robust legal and regulatory frameworks to support responsible AI by addressing data privacy, ethics, and transparency concerns,” says Sundaram.

The economists argue that in developing AI policies, the international community must learn from the successes and failures of foreign aid.

“Aid has often failed to spur lasting growth in

developing countries,” says Sundaram, “partly because it can create dependency, reducing self-reliance and domestic initiatives.”

She highlights a need for policies to mitigate the downsides of AI, both in developed and developing countries.

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New food safety combi unit launches at Foodtech Packtech

Supported locally in New Zealand, Fortress Technology will introduce its new waste-reducing, space-saving Raptor Combination metal detector and checkweighing system at Foodtech Packtech 2025. Visit stand C16.

Processing at 150 ppm, the Raptor Combination system is a fully integrated metal detector and checkweigher providing food safety and weight compliance for packers and food processors. Prioritising food safety, it features advanced metal detection infeed, outfeed, reject, bin full and bin door lock sensors, covering every phase of the inspection process.

Available through the company’s manufacturing centre in Cambridge New Zealand, the Raptor Combination unit uniquely includes every inspection Grocery Supply Code of Practice (COP) specification pre-programmed into the machine. It also includes a walk-through COP guide and easy-to-follow animated metal detection test screens.

Compared to other food inspection combination systems on the market, the Raptor Combination system always prioritises metal detection performance. It also automatically addresses application-specific product effect.

According to Fortress Technology New Zealand general manager Tim Whyte, checkweighing is a good manufacturing practice though not a HACCP requirement. He explains that while processors can ship products without using a checkweigher, products must be inspected for potential metal contamination before they are sent to grocers domestically and internationally.

The checkweigher element gathers live and historical batch statistics to offer valuable insights into upstream efficiencies, for example product giveaway. Optional communication adapters allow for customised data collection, with a choice of communication protocols to suit data collection systems already in place.

Designed for continuous functionality, the metal detector, conveyor and reject device operate independently of the checkweigher status. A unique industry feature, this ensures uninterrupted operation and reliable performance.

Accurately inspecting and weight checking products and pack formats ranging from 50 grams up to 8kg and measuring up to 400mm in length, the Raptor Combination system is available in four belt widths – 100mm, 200mm, 300 and 400mm. Modular and

flexible I/O electronics enable easy integration with upstream and downstream equipment, including automated filling, portioning and packing equipment.

Each Raptor Combination system is equipped with 500 product settings. These can be expanded if required. Optional Contact 4.0 instantly records real-time GFSI, HACCP production and QC audit results. Pulling into customer-compatible reports, all this data is collated from information captured by the machine COP sensors.

Fortress Technology also has a Raptor BBK Combination in the series to inspect heavier, large bag or case applications, for example milk powder, ingredients or pet foods.

The Fortress Technology Raptor Combination metal detector and checkweigher always prioritises metal detection performance.
Dr Asha Sundaram.

Leadership from the top How government must reflect what it asks of business

Stop pointing fingers, start holding mirrors

If you’re a business leader in New Zealand, you’ve likely heard it all before:

“Lift your productivity, innovate faster, create higher-wage jobs, be more sustainable, upskill your workforce.”

These are worthy goals. But it’s time we asked a tough question in return:

Are our public institutions holding themselves to the same standard they expect from us?

Leadership isn’t about titles, it’s about accountability, starting at the top. If the private sector is expected to do the hard work of transformation, then the public sector must model what good leadership looks like: clarity, consistency and execution.

The double standard holding us back

Manufacturers are told to build systems, measure progress and lead their teams intentionally. We’re expected to set targets, empower people and stay the course through uncertainty.

Yet across public policy, we too often see the opposite:

• Strategies without metrics

• Funding without follow-through

• Agencies working in silos

• Change driven by election cycles, not national interest

It’s no wonder productivity has flatlined for decades. The truth is, we don’t just have a business performance problem, we have a systems leadership problem.

Businesses are being challenged to grow up, digitise and collaborate. Isn’t it time government did the same?

The

easy button problem

In the private sector, lifting performance means innovating delivery models, rethinking processes and doing more with less. If we make poor decisions, we lose customers. If we waste resources, we destroy value.

But in government, too often the first response is to reach for what we call the “easy button.” Increase taxes, introduce levies, or add compliance costs, rather than apply that same rigour to operational efficiency.

Crown entities expand. Public spending escalates. Yet the connection to improved services or outcomes is often unclear.

Meanwhile, business leaders are being urged to lead transformation, adopt technology and collaborate to drive better outcomes. If government truly wants to support national productivity improvement, it must do the same, by modernising its own systems, trimming waste and rethinking how services are delivered.

The reality for business: No easy button

There’s no monopoly. No guaranteed inflows. No captive audience.

In our world, if we raise prices without adding value,

we lose market share. If we fail to adapt, we go out of business.

You can’t choose a competing government or council. But our customers can, and do, choose a competitor. That’s the reality of a market-driven environment.

Yet, businesses are continually expected to lift their game, while the public sector often raises costs instead of reducing friction. That misalignment reduces trust.

The irony of misaligned expectations

Here’s the irony: some of the very institutions asking businesses to “get serious” about productivity haven’t earned the trust required to lead that conversation.

How can we ask firms to invest long-term when government budgets operate year-to-year?

How can we expect manufacturers to build capability when training systems are being restructured mid-flight?

How can we talk about innovation when it takes years to reboot our own science and research infrastructure?

We’ve written previously about expecting to win, about lifting ambition across the private sector. That same standard must apply to government too. Not because it’s politically convenient, but because system-wide performance depends on it.

This isn’t about criticism. It’s about consistency

Let’s be clear: this isn’t government-bashing. It’s a call for leadership alignment.

We believe in high expectations, for everyone. Government plays a vital role in enabling businesses to perform. But leadership means living the standards you set.

Here’s the challenge:

• If government wants more cross-sector collaboration, it must break down its own silos

• If it wants a future-ready workforce, it must stabilise its training systems

• If it wants innovation, it must measure outcomes, not just announce intentions

• If it wants better performance from business, it must improve its own

Many of the best public servants we meet already believe this. They want to do more. But they’re stuck in systems that reward caution over courage.

It’s time for a leadership culture shift

If we truly want to lift national productivity, we need a culture of leadership across the entire system, not just in boardrooms, but in Cabinet, Crown agencies, councils and commissions.

That means:

• Stability of Purpose: Stick with a vision long enough to make a dent. Higher national productivity is not won and done in a year

• Transparency of Outcomes: Show us the scoreboard. If an initiative is meant to lift exports or skills, measure it and share it

• Strategic Collaboration: Move beyond

David Altena is Head of Growth & Partnerships at SmartSpace.ai & Co-Founder & Host of The Better SMB Podcast. david@altena.solutions

Rob Bull is Director & Principal Consultant at Plexus Consultant & Co-Founder & Host of The Better SMB Podcast. rob@nzla.nz

consultations. Build real partnerships with business, training providers, M ori enterprise and local communities

• Execution Excellence: Less talk. More doing. Deliver results before announcing new strategies

As we’ve said, speed is useless if it sends you straight into a wall. That applies to policy too.

What good looks Like: LearnÅing from Singapore and Norway

It’s easy to point out what’s broken. But let’s also learn from where it’s working.

Two countries stand out: Singapore and Norway. Different in geography and scale, but united by one thing, governments that act like high-performing organisations.

Singapore doesn’t just write visionary plans, it delivers them. Agencies operate under multi-year strategic roadmaps. Innovation is expected, tracked and resourced. Public-private collaboration is the norm.

Norway leads with purpose and discipline. From its sovereign wealth fund to education and infrastructure, its institutions are aligned, evidence-driven and trusted. Policies are strategic, not reactive. Business and social outcomes are seen as connected.

Neither country is perfect. But both operate with a culture of accountability that earns them the right to lead national conversations about performance.

What we can learn

We need to stop excusing New Zealand’s underperformance as too complex or too hard to solve.

If Singapore can align a city-state of 6 million behind shared goals, and Norway can manage complex wealth while staying globally competitive, then surely we can do better.

We’re small. We’re smart. We’re connected. But to turn potential into performance, we need leadership that earns followership.

So, what now?

If you’re reading this in a government office:

• Pick one initiative your agency leads

• Define what success looks like in terms a manufacturer would understand

• Share your metrics

• Deliver like your job depends on it, because it does

If you’re in business, keep pushing, keep leading. Don’t wait for permission.

Hold government to account and hold yourself to the same standard.

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