In a Bay of Plenty workshop, the first press of the day starts up. Meanwhile, 18,000 kilometres away, its twin in Stuttgart is already changing over to the next job, 30% more parts out the door before smoko. Same equipment, same potential just different culture.
New Zealanders already work around 15 percent longer than the OECD average while generating 20 percent less output per person. Our productivity gap has widened from 34 percent in 1996 to roughly 40 percent today. “Good enough for NZ” is quietly costing us millions every pay cycle.
The Budget is out, and the headline for manufacturers is a brand-new 20% “Investment Boost” tax deduction: buy qualifying plant or machinery after 22 May 2025 and you can write off one-fifth of the cost in year one, on top of normal depreciation
Before racing for a purchase order, pause. A tax break multiplies whatever capability you already have, good or bad. Before you bolt a faster robot to yesterday’s habits, take ninety days to hard-wire a culture that expects to win.
After all, every dollar you save on tax is wasted if the new kit sits idle for want of process discipline.
Winning is a system, not a slogan
In factories that outperform global peers, five habits show up in every shift and hum in the background like the compressor:
Uncompromising clarity – three numbers on every wall, one for productivity, one for quality, one for innovation and improvement. The strategic goals are translated into performance metrics the whole team can understand and influence.
Standard work before scale – nobody automates chaos; they avoid it through documentation of standards, teaching the standards and only
then do they increase speed. Jones & Sandford Joinery tripled output in the same footprint once every process was written, taught and audited monthly
Real-time learning loops – 10-minute huddles surface yesterday’s misses before they repeat; operators own their fixes, managers coach. The team’s plan is clear and reset for the day. Zero ambiguity.
Relentless benchmarking – quarterly calls or visits to plants that make you sweat a little; targets reset on the flight home.
These habits spin into a flywheel of positive momentum:
Run that loop for a year and complacency feels as out of place as a loose bolt in a gearbox. Daily discipline on the basics is the secret sauce of world-class factories.
Three myths that keep you average
We can’t afford it
Daily huddles cost nothing. Your first team board
Alibre Design
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
can be a simple whiteboard and marker. The discipline is free; the waste it surfaces is expensive. Performance follows a positive culture set in daily huddles. Our people won’t buy in
People resist change inflicted on them; not change they helped design. Involve the team that lives the process, and ownership follows. Let them reduce their frustrations first, strategic gains follow.
We’re different
Whether you cut metal, mould plastic, or roast coffee, defects, delays, and disengagement look identical on a P&L. Excellence is industry-agnostic. Your factory might be unique, but the challenges are faced by more factories than you think.
Proof it works here
Need proof that excellence travels? As referenced in our April article The Skills Shortage Smokescreen, Jones & Sandford Joinery in New Plymouth tripled output inside the same four walls with the same people and machines after embracing Callaghan Innovation’s Lean programme. Roger Jones sums it up: “Same factory, same machinery, three times the output”. Their secret wasn’t a new CNC line, it was huddles, standard work
continued on Page 27
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ADVISORS
DEPARTMENTS
LEAD
Expect to win
EDITORIAL
Let’s get good at the weird stuff.
BUSINESS NEWS
Investment for growth.
ANALYSIS
Have you optimised your asset care strategy?
EMA
The stars are aligning on workplace health and safety.
EMA COMPANY PROFILE
Paige Macrae.
SMART MANUFACTURING
Hi-tech awards 2025.
SouthMACH 2025 Review
SMART MANUFACTURING
Industry comment.
Autex Future Lab launched.
ANALYSIS
Chris Penk.
SUSTAINABILITY
LCA: A powerful tool for change.
COMMENT
Craig Carlyle.
WORKSHOP TOOLS
Kemppi Australia Launches 2025 Art of Welding Competition.
Expanding drilling possibilities with CoroDrill Dura 462.
Digital lubrication delivers safety, sustainability and reliability.
DEVELOPMENTS
Creation of NZ’s largest inland port set to boost primary exports.
ARDEX achieves Toitū Envirocare carbon reduce certification for third consecutive year.
THE LAST WORD
State of Smart Manufacturing.
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.
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.
Hon Chris Penk Minister for Small Business and Manufacturing.
6 7 11 13 15
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.
Insa
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CONTRIBUTORS
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Craig Carlyle Thinkstep-anz
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Let’s get good at the weird stuff
SouthMACH 2025 was held in Christchurch 28-29 May and we include reflections of attendees of the show and its success.
In Adam Sharman’ article (Page 14) Charlie North of Dawn Aerospace, during his keynote titled “From Garage to Orbit: A Manufacturing Story,” shared the company’s remarkable journey from a backyard shed in New Zealand to becoming a global leader in spaceplane and in-space propulsion technology.
His talk emphasised that true innovation in manufacturing isn’t about hype or heroics—it’s about people, process, and purpose.
He called on New Zealand’s industrial sector to “aim high, build well, and back ourselves,” urging manufacturers to embrace bold thinking and resilient execution.
Chalie’s keynote drew on the advice of the late Sir Paul Callaghan that, New Zealand needs to get good at the ‘weird stuff’ no-one else can do,
*James Richardson, Commercial Manager, Caliber Design, has an Industry Comment in this issue (Page 16), “Engineering the future: What we’re seeing from the front line.”
Caliber Design works alongside some of New Zealand’s most innovative engineering businesses. With over sixty mechanical engineers seconded into client teams across the country, they get a front-row seat to the future— watching it take shape in factories, labs, and workshops up and down the country.
All part of a bigger story: Kiwi engineering delivering smart, practical solutions to complex problems.
*Thomas J Barry opened a machine shop at 21st and Walnut streets, in St. Louis, Missouri in 1885.
Today, Barry-Wehmiller has lots of associated businesses and is a diversified global supplier of highly engineered capital equipment and consulting services for a wide variety of industries. By blending people-centric leadership with disciplined operational strategies and purpose-driven growth, Barry-Wehmiller is a $3.6 billion organisation with more than 12,000 team members united by a common belief: to use the power of business to build a better world.
The company has a fine business ethic ‘people want more than a job, they want meaningful relationships, they want to belong.’
In 2009, the economic downturn delivered a blow to Barry-Wehmiller: 40 percent drop in new equipment orders creates financial uncertainty. Drawing upon the ideals of the Guiding Principles of Leadership and the company’s vision of “measuring success by the way we touch the lives of people” to offer direction, CEO Bob Chapman devised a way past the crisis through shared sacrifice with a furlough program.
What would a caring family do when faced with a crisis?’ The answer: Everybody would each take a little pain so that no member of the family would have to experience dramatic loss. Business rebounded well ahead of the broader economic recovery - fiscal year 2010 was a record year in earnings.”
It’s a remarkable story.
Enjoy the read.
Doug Green, Publisher
Success Through Innovation
Creation
A landmark $3 billion privately funded development in Otago is set to create New Zealand’s largest inland port, boosting the export capacity of the country’s primary industries and future-proofing South Island freight logistics for the next century.
Dunedin’s seaport is NZ’s sixth largest by export volumes and provides critical access to sea freight for Otago and Southland’s forestry, dairy and aquaculture sectors. Capacity constraints at Port Chalmers have threatened to impact the region’s economic growth, with a search for alternative sites underway.
The Milburn Quadrant development, located north of Milton, will span over 200 hectares, including a 55 hectare inland port, and connect directly to State Highway 1 and the South Island’s main trunk rail line. The site is already zoned for heavy industrial use and will require no public infrastructure investment. The logistics facility will also take thousands of heavy truck movements off Dunedin roads, improving road safety and significantly cutting CO2 emissions and road maintenance costs.
Mark Johnston, Land & Delivery manager at Calder Stewart, Milburn Quadrant’s developers, says the new regional infrastructure will act as a ‘pressure relief valve’ to address storage capacity constraints at Port Chalmers.
He says freight volumes from Central and South Otago are forecast to grow 30-40% over the next
decade, driven by seasonal peaks in forestry and dairy exports.
“Milburn is a shovel-ready, future-facing development that solves real capacity issues for our exporters. It’s fully privately funded, so it won’t burden ratepayers and offers the scale and connectivity our regional economy urgently needs.
“With Port Chalmers facing container storage limits and the cost of upgrading alternate sites like Mosgiel projected at over $100 million in public spending, Milburn offers a scalable, investment-ready solution designed to meet the growing needs of the Otago-Southland region, without placing an immediate burden on ratepayers or requiring upfront public funding.
“This region is heading into a logistics bottleneck. Without scalable inland port infrastructure, exporters will face rising costs, road congestion and lost opportunities. We estimate Milburn could eliminate over 10,000 heavy truck movements per year by shifting volume to rail.
“There is also a significant amount of farming land being converted into forestry in the lower South Island. These exports are bulky, seasonal and require staging and storage and cannot be stacked vertically like shipping containers. A larger site like Milburn can buffer this better than smaller, fragmented hubs.”
Calder Stewart has already completed Stage 1 of the
project, a state-of-the-art campus with offices and a 10,000 sqm steel fabrication facility at Revolution Hills. The company will also build out the inland port infrastructure using its own property, design, manufacturing, construction teams and plant.
“In addition to being New Zealand’s largest industrial landowner, we’re also a vertically integrated property development and construction business with decades of experience in building large-scale infrastructure. With concrete, steel, cranes and a local labour force already on-site, we can deliver faster and more efficiently than anyone else in the market,” Johnston says.
The company expects construction on the inland port to begin within 24 months, subject to resource consent approvals. The development could ultimately accommodate 400,000-600,000 twenty-foot equivalent unit (TEUs) annually, significantly lifting the region’s export throughput.
In a first for the New Zealand market, all new buildings at Milburn Quadrant will include rooftop solar generation, funded and installed by Calder
continued on Page 25
Time to back science with long-term investment
Dr John McDermott
Chair - Independent Research Association of New Zealand (IRANZ) Executive Director, Motu Economic and Public Policy Research
A thriving economy rests on four pillars: a strong science and innovation sector, secure property rights, a sound financial system, and efficient transport and communication networks.
Science generates the ideas and knowledge that drive the development of new goods and services; property rights protect the fruits of innovation; the financial system enables growth and scaling; and transport and communications systems connect us to global markets.
These principles emphasise the significance of public investment in R&D for achieving long-term economic prosperity. Science funding is not a luxury or a cost - it is a core ingredient in economic success.
Yet Budget 2025 underdelivers for science - at best holding funding steady in nominal terms, and at worse an actual reduction to health research funding, while inflation continues to erode our national science capability. New Zealand invests approximately 1.5% of GDP in science, while the average expenditure within the OECD sits at approximately 2.7% of GDP.
We urgently need a long-term strategic plan, along with associated investment, for science and technology. Agencies like MPI have created excellent roadmaps
Investing for growth
in areas like biotechnology and climate-smart primary production, but these strategies remain unrealised without funding. Strategic planning without resourcing is not a plan - it’s a wish list.
We applaud the new investment in advanced technology research at Robinson Research Institute. This kind of targeted funding is precisely what New Zealand needs: it boosts high-tech exports, strengthens connections between research and industry, and generates high-value jobs.
But one initiative alone does not build a future. We need to see this approach expanded to other areas of advanced science and technology with the potential to generate real wealth for Aotearoa.
Without a step change in science investment, we risk falling further behind not only in global competitiveness but also in our ability to address the complex challenges facing New Zealand.
The Budget’s Investment Boost is a tax incentive for businesses to invest in productive assets such as machinery, tools and equipment.
This means business can deduct 20 per cent of a new asset’s value from that year’s taxable income, on top of normal depreciation.
Because the cashflow from investment improves, more investment opportunities become financially viable and therefore more take place. Business investment raises the productivity of workers, lifts incomes and drives long-term economic growth.
However, businesses, following this path, need some predictability. They need to know there will be a return on the investment. That their equipment purchases will help their businesses grow.
I take it that by increasing the stock of capital in New Zealand, Investment Boost is expected to lift GDP by 1 per cent per year and wages by 1.5 per cent per year over the next twenty years, with half these gains in the next five years.
Investment Boost makes New Zealand a more attractive place to invest. It gives businesses facing global uncertainty a reason to keep investing in themselves and in the future of New Zealand.
It seems that large-scale businesses with established markets can continue to build their markets.
There is also Invest New Zealand to encourage investment in infrastructure. This would be a welcome change from investment in property …let’s keep making and growing things!
Your Life Is Manufactured: How We Make Things, Why It Matters and How We Can Do It Better
We live in a manufactured world. Unless you are floating naked through space, you are right now in direct contact with multiple manufactured products. How often do we stop to think: where do the things we buy actually come from?
There exists a nearly invisible, awe-inspiring global system of manufacturing that enables virtually every aspect of our existence. The things we surround ourselves with take surprising and often byzantine journeys to reach us - be it the thousands of litres of water needed to make a single pair of jeans or the components of our smartphones travelling over six
By Tim Minshall
times around the world to reach us.
From mega-factory floors, engineering laboratories and seaports to distribution hubs, supermarkets and our own homes, Tim Minshall traces these journeys to reveal the hidden world of manufacturing.
Charting how this world came to be, Your Life is Manufactured reveals the seismic impact manufacturing has had on our lives and the natural world, exploring how it could offer us a path to a truly sustainable, more equitable future. In doing so, Minshall grants us the ability to make better choices for ourselves, our communities and the planet.
Have you optimised your asset care strategy?
-Ian Walsh, Partner, Argon & Co NZ
It’s great to see the recent government announcements allowing additional tax deduction for new assets, which will encourage business to invest in plants and equipment to help drive productivity.
These are all a step in the right direction for making New Zealand’s manufacturing sector more competitive on a global stage.
With that said, any investment should be reviewed in terms of the cost and benefit, and the overall business case for making it.
When I worked in Japan the approach taken was to drive efficiency and productivity until you had exhausted the potential of your existing assets. The aim was to get the absolute maximum possible out of all the equipment and space available, and only then to invest in extra capacity.
This led to a relentless focus on efficiency and debottlenecking to get the most reliable, most productive assets.
I remember a conversation I had with a production
manager at one of these Japanese plants. He explained to me how he disliked new equipment, as “the first day was the worst day”, and it got better after that. He preferred older equipment because “we know everything about it and how to run it highly efficiently”.
This is interesting to compare with more ‘Western’ continued bottom of Page 10
The stars are aligning on workplace health and safety
By EMA Manager of Employment Relations & Safety Paul Jarvie
“Hello, what can we do to help?” may soon be the new greeting from a WorkSafe inspector. This shift marks a significant departure from the traditional enforcement-heavy approach and signals a more collaborative and supportive era for New Zealand’s manufacturing sector.
For years, manufacturers have felt the weight of a regulatory environment that often seemed more focused on punishment than partnership.
A significant proportion of businesses in the manufacturing sector are small and medium-sized enterprises (SMEs), which have expressed concerns about complex regulations and ambiguous rules that hinder rather than help.
The culture of enforcement-first created a climate of fear and concealment, rather than clarity and cooperation. This meant businesses were reluctant to seek assistance from WorkSafe, fearing fines instead of receiving the guidance they needed to manage potential risks.
The recent reforms introduced by WorkSafe, including a new letter of expectations, a restructured funding model, and a legislative rewrite of the regulator’s core purpose, represent a much-needed shift towards a more balanced and collaborative model.
These changes aim to foster partnership and practical support for employers and workers, aligning with the EMA’s long-standing advocacy for an enabling, advisory-based regulator.
One of the most promising aspects of this transformation is the emphasis on early engagement, targeted guidance and clear, consistent advice. WorkSafe’s commitment to streamlining over 50 guidance documents and re-prioritising critical risk areas is a step in the right direction.
This approach not only simplifies compliance but also ensures that businesses can focus on managing the most significant risks that lead to harm.
Another WorkSafe proposal is to allow businesses to research and develop Approved Codes of Practice (ACOPs). This provision will allow sectors to write their own safety guidance. WorkSafe can be involved, and the Minister will have final sign-off. This provision is a huge step forward for manufacturing.
continued from Page 9
The manufacturing sector, a cornerstone of New Zealand’s economy, has long been a recent focal point for workplace safety concerns. Employing nearly 230,000 people across over 20,000 businesses, manufacturing contributes over 60% of New Zealand’s exports. However, it is the only major industry sector not to show a decline in the incidence of work-related injuries over the past decade. In 2022 alone, there were over 6,300 injuries in the sector, resulting in more than a week away from work each time.
This rate of 532 injuries per month, according to ACC data, underscores the urgent need for change.
The economic burden of these injuries is staggering. Work-related injuries in manufacturing create an estimated $1.23 billion economic burden on New Zealand each year. ACC claims costs have soared, with annual claims now exceeding $165 million, up from $91 million just nine years ago. These figures highlight the pressing need for a comprehensive, sector-wide approach to harm reduction.
In response to this challenge, the EMA, in collaboration with ACC, initiated Project Whakahaumaru – a comprehensive Harm Reduction Action Plan (HRAP) for the manufacturing sector.
This project brought together 250 representatives from manufacturing and aligned sectors to develop a strategy aimed at significantly reducing workplace harm. The plan focuses on evidence-based interventions, including advances in technology, workplace design, workforce development, and leadership enhancement.
A key insight from Project Whakahaumaru is that SMEs are overrepresented in injury claims statistics. This finding underscores the need for targeted interventions that address the specific challenges they face.
The next stage of implementing the HRAP for manufacturing is underway now, and this collaborative approach, coupled with the reforms at WorkSafe, presents a unique opportunity to achieve across-the-board harm reduction in the manufacturing sector.
By working together – employers, regulators, and workers – we can create a safer, more supportive environment that prioritises health and safety without
compromising productivity. It’s important to note that these reforms also place some onus of individual responsibility on employees. WorkSafe now has the authority to take enforcement action against workers who fail to comply with safety requirements. While this may seem like a shift in responsibility, it represents a rebalancing that is long overdue. Workers are integral to the safety culture of any organisation, and their active participation in maintaining a safe workplace is crucial.
WorkSafe has identified manufacturing as one of the sectors where the most serious harm occurs, alongside agriculture, forestry, and construction. The regulator is focusing on areas of harm such as vehicles, machinery, working at height, and harmful exposures.
This targeted approach will benefit the manufacturing sector by addressing the most significant risks and providing businesses with the tools and support needed to mitigate them.
The EMA has worked closely with Minister van Velden on roadshow events to engage with businesses and gather feedback on the reforms to WorkSafe. This collaborative effort ensures that the voices of employers are heard and considered in the development of health and safety policies.
Through the EMA’s Health and Safety AdviceLine, employers can access expert guidance on navigating the complexities of health and safety legislation, including the recent reforms.
This service is designed to assist businesses in understanding their obligations and implementing effective safety practices tailored to their specific needs. Overall, the changes at WorkSafe represent a positive shift towards a more supportive and collaborative approach to workplace safety.
By leveraging the resources and support available from a modern fit-for-purpose regulator in WorkSafe, harm-reduction initiatives supported by ACC, and from organisations specialising in health and safety such as the EMA, businesses can create safer workplaces for all.
Have you optimised your asset care strategy?
approaches where we assume that new equipment is at its best on its first day and then we depreciate it, because it’s deteriorating and will only perform worse from then!
The difference is that the better performing factories don’t only invest in new capital when they need capacity (or to meet an innovation need); they invest in the total asset.
This includes how it is commissioned, optimising it for its role, how it is run, how it’s maintained, care for its individual parts, how people are trained to operate it. They make supporting SOPs and establish visual management.
They capture data and have well-adhered feedback loops around the care of the asset. This is a holistic approach which looks at the whole lifecycle of the asset, to ensure that the investment made pays the greatest dividend and meets the business’s needs for the longest time possible.
They also ensure that they have developed the speed profiles of their lines and equipment, to determine the speed and output bottlenecks of any manufacturing process.
This ensures that their investments are right-sized and address any capacity shortfalls.
How many times have you seen shiny new capital deployed, only to find out that throughput didn’t go up by the expected amount? Likely this is because the bottleneck moved to a new machine or workstation on the line, not because of the output potential of the new asset.
Or even worse, the new capital was deployed, and no output gain was noted because the real issue was the reliability of a different asset, which limited the total system throughput.
In my experience most businesses have not developed their speed and output profiles, criticality analyses are not developed, and they have no asset investment strategy which aligns their business needs with asset requirements.
The inevitable outcome of this is that when new plants or processes start up, they don’t hit planned performance targets for months, if ever, and thus follows a series of reactive crises where undertrained operators and leaders attempt in vain to operate, improve and maintain an asset they have only a passing understanding of. So, while an investment is a good thing, there are some things to consider:
• What problem does the investment solve? (Volume, throughput, innovation, capacity, reliability etc.)
• What is the current opportunity within your existing assets? Do you have a speed output profile
• Can you invest in your existing assets and capacity, and debottleneck?
• Do you have a criticality matrix for the asset and the process? Do you have critical spare parts?
• Do you have the right resources to develop the SOPs and train the operators properly?
• How will you measure success? (Performance benchmarks and contingency plans.)
• Is the ROI worth it? (Target at least 15%—and consider cash flow impacts.)
Are there alternatives? (Leasing options or volume collaborations to manage demand.)
• What are the tax implications? (GST, depreciation, financial structuring.)
Remember, while financial incentives for asset investment are beneficial, a truly effective strategy goes beyond acquiring new machinery. A holistic, data-driven, and efficiency-first approach ensures that any investment delivers lasting value.
A more considered approach to evaluating these factors, will not only encourage businesses to maximise productivity and improve asset longevity, but ensure capital investments drive sustainable success.
Page Macrae’s new Port Products hopper a game-changer for materials bulk handling
Page Macrae Engineering is one of New Zealand’s most respected heavy engineering fabrication companies, with a legacy spanning more than six decades.
Based in Mount Maunganui, the company was founded in 1955 and has built a reputation for large-scale projects in tank and piping fabrication for the energy, pulp and paper and water-treatment sectors; log and dry bulk solid handling equipment for ship loading and unloading; bulk storage for fuel and chemicals; and manufacture of forestry equipment.
At the helm of Page Macrae is CEO Alan Sutcliffe, whose leadership has recently helped steer the company into new international markets.
The Employers and Manufacturers Association’s Nicholas Russell sat down with Alan to discuss the company’s new world-leading hopper, which sparked huge interest during a recent sales trip to Europe.
Can you tell us about your recent product launch and how it was received internationally?
We recently launched our new Bulk Master Smart Dock Hopper in Mount Maunganui at an event attended by the Prime Minister and some of his Ministers.
It’s a hopper full of smart technology that is designed to suppress dust emissions during bulk cargo unloading from ships. Traditional hoppers create large dust plumes, which harm the environment.
Our design includes a vacuum system that captures the dust as cargo is released into the hopper and is automated, so operators can control the system remotely without having to be in a hazardous environment.
We previewed the product at a conference in Australia recently, which had strong attendance from European buyers. The feedback was overwhelmingly positive. Based on that, we decided to test the product in the European market by attending the Breakbulk event in Rotterdam in May. That trip validated that our product fills a gap not currently met in the Northern Hemisphere.
All our competitors were at the show and saw our product. We realised this is now a race – not about patents, but speed to market. We need to get installations in Europe as soon as possible.
How long has the hopper been in development?
It’s been about 18 months in development, with our R&D team actively working on it for 12 of those months.
The concept began during discussions for an environmental accord in the Mount Maunganui industrial zone, where businesses pledged to take action to improve their environmental footprint.
The Environment Court has focused on managing particulate matter in the Mount Maunganui area, where Port of Tauranga is located, and this product is the outcome of that directive and our contribution to generating a healthier environment that we work and live in.
Are other countries experiencing similar environmental pressures?
Absolutely. We’ve had interest from Australia and Europe, including Spain, Italy, Ireland, and Portugal, as well as parts of Africa and the UAE. Globally, ports are being pressured to control emissions or risk losing their operating licenses.
Are your competitors doing the same thing?
Surprisingly, no. In Europe, we saw hoppers at ports in Ireland that lacked our dust suppression and automation features.
Globally, no one is doing exactly what we’re doing. Our hopper includes truck recognition, weighing systems, radar controls, and IoT connectivity.
We can remotely monitor systems anywhere in the world from New Zealand, tracking the likes of fill rates, service needs and motor hours. We’ve already sold five hoppers across New Zealand and Australia and are building them now.
The first one just completed testing at Port of Tauranga and exceeded expectations, allowing ship unloading operations to continue in high winds. That success has piqued interest from other ports that were waiting for results before ordering. Now it’s about pushing hard and converting those into actual orders.
How do you manage the challenge and cost of shipping such large equipment internationally?
We’ve designed the hopper to be flat-packed, fitting into twelve standard 40-foot containers. This drastically cuts shipping costs and allows us to be competitive in foreign markets. We can then send a team to assemble it onsite and train the client.
Was the hopper a new digital journey for your company?
Definitely. Page Macrae is traditionally a heavy engineering and fabrication company. This is our first product designed with a strong digital and automation component and is creating revenue streams in data analytics.
How did you build the technical skills for this transformation?
We engaged external software and hardware consultants and we now have a small in-house software and electrical team and are expanding those capabilities.
We operate in a relatively low-tech sector but we are seeking AI opportunities and looking into technologies like VR headsets to assist on the shop floor by comparing welds to design drawings for accuracy checks.
We automate where feasible, but it doesn’t naturally
fit every aspect of our industry as our core strength is skilled welding and fitting.
How has health and safety influenced your design approach?
It’s central. Our company has always had the highest safety standards for our large-scale project work. With the hopper, we focused on automation to remove workers from hazardous port environments, enhancing safety and becoming a major selling point.
What’s
your advice for smaller manufacturers trying to grow?
Focus on product development even when intuitively you want to conserve outgoings. Try to integrate technology where you can, even in traditional industries. And invest in your people – it’s costly but pays off in the long run. Our apprenticeship programme is something we’re extremely proud of.
The company has run an academy for 60 years. We typically have 20–25 apprentices at any one time on a four-year programme.
We partner with Competenz and we are approved to run our own block courses due to the high quality of our documentation and training. It paid off during COVID-19 when we couldn’t bring in overseas workers; we had home-grown talent ready to go. One of our apprentices, Joshua Chugg, was even a finalist at the Ministry of Manufacturing Awards this year.
In addition, Page Macrae has been an EMA member since 1964, and we’ve made good use of EMA’s training courses for our supervisors. Our GM of People also uses EMA services regularly for key legal and HR support. It’s a valuable resource for us.
What’s your view on the state of New Zealand manufacturing?
It’s been a very tough ride, that’s for sure. Many manufacturers in our sector are struggling, chasing fewer projects with tighter margins. We’re fortunate to have both a project and product division, which gives us some flexibility.
Manufacturing across New Zealand has been in contraction for two years, so it’s great to have a positive story to share – one that highlights this country as a global leader in innovation.
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 a Senior Partner at Dsifer. With a background in technology implementation, manufacturing and strategy, Adam and the team at Dsifer are on a mission to support New Zealand’s manufacturing sector transform using technology, data and analytics to outcompete on the world stage. Combining expertise in data engineering, data science & analytics and visualisation.
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.
2025 NZ Hi-Tech Awards winners announced
SYOS Aerospace took out the top honour at the 2025 NZ Hi-Tech Awards, being named the PwC Hi-Tech Company of the Year.
A near record number of attendees 1000 came together to celebrate as the Awards marked its 30th anniversary at the TSB Arena in Wellington, which was also attended by a record number of Government Ministers.
Mount Maunganui based SYOS Aerospace made a stand out impression on the exclusive panel of international judges with them commenting. “ The company sells its products to government and commercial customers for security, border patrol, surveillance, disaster response, delivery, logistics support, agriculture, and environmental monitoring.
“The company has shown that you can build big things in small – and pleasant – places. They have made the “jump” overseas that is critical to getting Kiwi companies to global scale.”
Other big winners were The Village Goldsmith and Mindhive Global who both took out two categories each.
Mindhive Global who won both the Start-up category and the Agritech category made a significant impact on the judges with their unique combination of known, trusted technology.
Their proprietary vision system detects over 25 types of defects in cowhides within seconds, combining machine learning, image recognition, and industrial hardware in a way that’s both technically robust and commercially viable.
The Village Goldsmith is also disrupting a long-standing industry with its development of a unique platform that allows diamonds to float without visible prongs, claws, or clasps, an innovation recognised globally as the most significant change in diamond solitaire ring design since 1886.
Sir Peter Beck was recognised as the 2025 Flying Kiwi and inducted into the NZ Hi-Tech Hall of Fame for taking his company Rocket Lab, from a start-up some 20 years ago to the multi-billion dollar company it is today.
At the same time, actively contributing to the development of the Kiwi aerospace industry and personally investing in a number of home-grown start-ups
More than 80 local and international judges contributed to the judging of the NZ Hi-Tech Awards which continues to see a year-on-year increase in submissions with an increasingly high calibre to match.
Of the 2025 Awards New Zealand Hi-Tech Trust chair Marian Johnson saw the achievement of the Tech sector as a pride that all of Aotearoa could share in despite the last couple of challenging years “We’re witnessing an industry that is continuing exceptional growth as well as innovation and matching it with the best in the world.”
“We continue to see exceptional growth of both our largest tech companies and a burgeoning ecosystem of start-ups and it’s so exciting to see this as we celebrated the 30th anniversary of the Hi-Tech Awards.” Said Johnson.
The 2025 NZ Hi-Tech Award winners are:
PwC Hi-Tech Company of the Year
Winner: SYOS Aerospace
Xero Hi-Tech Young Achiever
Winner: Luke Campbell (Co-Founder & CEO of VXT)
Spark Best Hi-Tech Solution for the Public Good
Winner: Optimation
Consult Recruitment Best Contribution to the NZ Tech Sector
Winner: Talent RISE
Datacom Hi-Tech Inspiring Individual Winner: Lee Timutimu
Aware - an HSO Company Most Innovative Deep Tech Solution
Winner: Kitea Health
Poutama Trust Hi-Tech Kamupene Māori o te Tau – Maori Company of the Year
Winner: Deep Dive Division
Tait Communications Flying Kiwi
Recipient: Sir Peter Beck
NZX Most Innovative Hi-Tech Creative Technology Solution
Winner: The Village Goldsmith
Duncan Cotterill Most Innovative Hi-Tech Software Solution
Winner: Toku Eyes
Highly Commended: Carepatron
Braemac Most Innovative Hi-Tech
Manufacturer of the Year
Winner: The Village Goldsmith
Kiwibank Most Innovative Hi-Tech Solution for a More Sustainable Future Winner: Cleanery
NZTE Most Innovative Hi-Tech Agritech Solution
Winner: Mindhive Global
Punakaiki Hi-Tech Start-up Company of the Year
Winner: Mindhive Global
ASX Hi-Tech Emerging Company of the Year
Winner: Projectworks
Highly Commended: Calocurb
SouthMACH
Calibre Design
There was a strong sense of optimism at SouthMACH this year. The energy was good. People were open, engaged, and proud of the work they’re doing. Yes, there are still challenges—but the general feeling was that things are picking up, and that real progress is being made.
Capability remains a key issue. “We’ve got the ideas. We just don’t have the resource.” The work is there. Priorities are clear. But teams are at capacity. There’s limited room to take on more—let alone deliver faster.
Shifting the Dial
Whether the focus is production, upgrades, product development, or compliance—it takes people to get things done. Not just more hands, but the right experience, at the right time.
At SouthMACH, there was strong interest in how to keep momentum without overloading internal teams. Many are turning to flexible engineering support— people who can step in, contribute from day one, and help shift the dial. The common thread? Capability isn’t just about technical knowledge. It’s about judgement, communication, adaptability, and the ability to work well on-site, under pressure, and in step with the wider team.
What We Noticed
Some of New Zealand’s most impactful engineering is happening behind the scenes, in industries that keep the country running.
It’s not always about launching something new—it’s about doing things better, solving real problems, and delivering results.
Amidst the usual challenges—capacity, backlog, deadlines—there was also a clear sense of optimism. Many have weathered tough years and come through more focused.
Some of the best conversations we had were about what’s working: building long-term partnerships that help teams flex as needed; investing in project engineering—not just design, but full delivery; and embedding engineers into existing teams to remove bottlenecks and keep work flowing.
We also asked our team: “What was the most exciting innovation or product you came across during the event?” The answers were varied—but all pointed to practical, clever engineering solving real problems.
Dawn Aerospace stood out to several engineers—not just for the ambition of spaceflight, but for their development of 3D-printed rocket thrusters and reusable payload systems.
Their titanium components, with internal cavities for high-pressure fuel delivery, show just how far local aerospace tech has come.
3D Printing Systems impressed with high-resolution scanners capable of exporting clean geometry straight into CAD. At FI Innovations, metal 3D printing sparked strong interest with its range of materials and local manufacturing applications.
Takticians, a company offering integrated quoting and production software, also caught attention—not just for the product, but for how they were using SouthMACH to engage with real customers and adapt their roadmap based on feedback.
Other mentions included an AI-powered robotic welding trainer, and HamiltonJet’s new unit, which impressed with its sheer size, and also it’s use of additive manufacturing—using technologies like Markforged to push the boundaries of performance and design.
The Innovation You Might Have Missed
In his Engineering the Future commentary, James Richardson shared a nationwide view of innovation happening quietly across Aotearoa—from product development in aerospace to process improvements in food and beverage, manufacturing, and heavy industry.
He asked for a show of hands on how many people recognised the companies featured.
Few did—and that was the point.
SouthMach 2025: Innovation, Excellence, and the Future Talent of New Zealand Manufacturing
-Adam Sharman,CEO LMAC Group, APAC
SouthMach 2025, held at Wolfbrook Arena in Christchurch from 28–29 May, once again proved to be the South Island’s premier event for the manufacturing and engineering sectors.
With a strong focus on innovation, digital transformation, and workforce development, this year’s expo came at a pivotal time for New Zealand’s manufacturing industry—one that is navigating both significant challenges and emerging opportunities.
The SouthMach expo is always an opportunity to showcase the innovation happening in New Zealand and this year’s event was no exception with a focus on South Island innovation through the AMA Innovation Zone led by Dawn Aerospace, Argus Manutech, ENI Engineering and Hamilton Jet and United Machinists.
It was interesting to see how these organisations have practically leveraged industry 4.0 technologies in the New Zealand context to drive innovation and productivity through smart investment and a staged approach to adoption.
The adoption of Industry 4.0 was a key theme of SouthMach this year and this was reinforced through the ASB Manufacturers Workshop, delivered by the EMA and LMAC.
Participants on both days were exposed to a practical case study to build awareness of industry 4.0 in a New Zealand business and left with a roadmap of next steps for their own businesses.
A Visionary Keynote: From Garage to Orbit
One of the most inspiring moments of SouthMach 2025 came from Charlie North of Dawn Aerospace, during his keynote titled “From Garage to Orbit: A Manufacturing Story.” North shared the company’s remarkable journey from a backyard shed in New Zealand to becoming a global leader in spaceplane and in-space propulsion technology.
His talk emphasised that true innovation in manufacturing isn’t about hype or heroics—it’s about people, process, and purpose. He called on New Zealand’s industrial sector to “aim high, build well, and back ourselves,” urging manufacturers to embrace bold thinking and resilient execution.
Chalie’s keynote drew on the advice of Sir Paul Callaghan that, New Zealand needs to get good at the ‘weird stuff’ no-one else can do, as that is where we can compete with the rest of world and our geographic position is not a disadvantage.
The keynote resonated deeply with attendees, reinforcing the idea that world-class innovation can—and should—be built right here in Aotearoa
Minister for Manufacturing Awards a highlight
Another highlight of the SouthMach programme this were the inaugural Minister for Manufacturing Awards recognising excellence in manufacturing across multiple categories. In was inspiring to see the level of innovation and
creativity on display across all finalists.
We were particularly inspired by the finalists in the Manufacturing Apprentice of the Year Award. It was great to see the future of our industry and to hear from the winner, Michael Vitale of Pacific Steel who spoke eloquently about his journey and the importance of investing our young people to ensure that manufacturing can continue to be a powerhouse for New Zealand.
It was great to feel the energy around SouhMach this year and, for many 2025 is shaping up to be a more positive year than the tough times of 2024. However, this is not universally felt and there are many business reserving judgement with the ongoing risk of instability in the market and in supply chains looming large.
The mantra of ‘survive to ‘25’ that was prevalent last year seems to have been replaced by a conservative ‘fix ‘til ‘26’ as business remain reluctant to make any major investments.
With this in mind, the SouthMach exhibition came hot on the heals of the budget announcement and there was a generally positive reception to the Investment Boost initiative and its potential to be the catalyst for investment in productivity boosting assets.
Whilst this is a step in the right direction, further clarity is required to ensure that the initiative is used to its full potential.
For example, the fact that the Investment Boost initiative can be applied to software adoption as well as hardware, opening up the application of the scheme beyond the shopfloor and unlocking productivity through streamlined data processing and increasing data availability to support decision making.
Whilst welcome, New Zealand still lags behind some of our global counterparts in industry support. For example, manufacturers in the UK are able to depreciate the full value of an asset in its first year.
As our industry looks ahead to the remainder of this year and into next, the focus should remain on optimising the current systems and operation to preserve margin whilst fast-tracking strategic investments, in both plant and software systems, that can accelerate their ability to respond, adapt and pivot as interest rates come down and markets recover.
Those who put the work in now and are ready to pounce first will reap the rewards.
SouthMACH 2025 hailed as most successful event to date
SouthMACH 2025 has concluded with resounding success, marking the most impactful event since XPO acquired the brand in 2015.
This year’s exhibition saw a record number of exhibitors and an impressive 22% increase in visitor attendance, highlighting the burgeoning strength of New Zealand’s manufacturing, engineering and technology sectors.
The organisers extend their sincere gratitude to all exhibitors and visitors whose participation was instrumental in making SouthMACH such a dynamic and valuable experience.
This year’s success would not have been possible without the invaluable support of SouthMACH’s esteemed partners and programme activators. A heartfelt thank you is extended to Catherine Lye from Advancing Manufacturing Aotearoa, Jane Finlayson from EMA, Dieter Adam from MAKE NZ, John Hamilton from Business Canterbury, the University of Canterbury, Business South and Gina McMaster from IRHACE (HVAC&R South).
Their continued collaboration is vital to the success of this event and the wider industry.
Event highlights included Dawn Aerospace’s packed seminar, huge interest in the HamiltonJet HT1000, the launch of IRHACE’s HVAC&R South, and the inaugural Minister for Manufacturing Awards 2025, celebrating manufacturing excellence from apprentices to business leaders.
Jack Haslin, sales and event manager for SouthMACH, commented on the event’s success, stating, “The success of SouthMACH 2025 is more than just numbers - it’s a clear signal that New Zealand’s manufacturing, engineering and technology sectors are gaining traction. A strong turnout from industry professionals, innovators and future talent reflects a sector that’s not only growing but also evolving.”
He added, “I’m incredibly grateful to our partners, exhibitors and every single visitor who made SouthMACH 2025 such a vibrant and valuable event. Your support drives the future of manufacturing in Aotearoa.” Jack also expressed pride in the atmosphere of the event, remarking, “Seeing the Wolfbrook arena buzzing with energy, innovation and collaboration
was a proud moment for our entire team. We loved seeing products and ideas that truly showcase the work New Zealanders are doing across the industry at the moment.”
He concluded by emphasising the event’s significance, stating, “The feedback from exhibitors and visitors has been overwhelmingly positive. It’s clear that SouthMACH is more than just a trade event - it’s a vital part of the manufacturing and engineering ecosystem. What stood out to me most was the sense of optimism and momentum across the event floor. The conversations, the innovations, the talent - it all points to a very bright future for our industry.”
Exhibitors also shared their enthusiasm for SouthMACH. One exhibitor remarked, “This has been a fantastic experience and one that I think all manufacturers should be part of, the exposure has stood out for us.” Another highlighted the value of connection, stating, “In today’s world, lots of businesses are isolated. It’s very important for them to come along to the likes of SouthMACH, because they’re living within their own ecosystem of staff, suppliers, customers. So getting out to a trade event like this where there’s a lot of other manufacturers and people from the industry helps bring in new ideas, helps them step away and look at their business from a distance and can provide fresh thoughts and ideas for the business.”
A third exhibitor noted, “Well, I’ve had one day of SouthMACH, I have got a nice long list of leads. But the other really cool surprise was actually meeting and talking with the other fellow exhibitors within the industry.”
The future of manufacturing in New Zealand is exceptionally bright and SouthMACH 2025 has undeniably demonstrated that the industry is riding a powerful wave of innovation, collaboration and growth.
The organisers are excited to build on this momentum and continue supporting the sector as it reaches new heights. Here’s to the future of Kiwi manufacturing – SouthMACH will return to Christchurch in 2027, with Auckland’s sister event EMEX confirmed for 26-28 May 2026.
Autex Future Lab launched
Autex, market-leading producer of modern acoustic panels and insulation products, has unveiled its groundbreaking Autex Future Lab (AFL) - a new home for research and development (R&D) that provides a clear pathway to developing high-performance materials, products and solutions that respect and preserve our natural resources.
With a 58-year history in New Zealand, Autex now has a global presence, supplying a diverse and sophisticated range of products to the architecture, design, and building industries.
AFL will serve as a revolutionary new platform to progress the adaptation and innovation that have been hard-baked into Autex’s culture from the very beginning.
With firmly backed science and revolutionary new manufacturing and agriculture systems, Autex is leading an industrial re-evolution from the front.
Jonathan Mountfort, Creative Director at Autex, says, “From our inception, we’ve been driven by a commitment to leaving our planet better than we found it. Our PET products, which are staple in the market, already have carefully considered systems around them to close the technical loop and reduce waste – because at the end of the day, a material can’t be sustainable on its own, it’s the systems that surround it.
“That’s why we’re so excited to unveil AFL and apply this philosophy to natural fibres, creating the blueprint for how we work in partnership with the natural world to responsibly use both biological and technical resources – something that the industry has struggled to do for a long time.”
All innovations emerging from AFL strive to move beyond Carbon Zero and achieve NaturePositive+ Certification, by creating products that enrich
biodiversity, and benefit the health of generations to come. They are walking the walk, with tangible metrics to reach these ambitious sustainability goals. “NaturePositive+” is a world-first benchmark for environmental standards by the world’s most trusted and widely recognised eco-label - Global GreenTag International.
Collaboration to drive industry-wide change
Autex is collaborating with scientists, primary producers, product designers, architects, advocacy groups, government and industry representatives to bring AFL to life.
Making fundamental and transformational change takes committed collaboration, and this has the potential to push multiple industries forward while also enhancing New Zealand’s reputation for leading-edge innovation.
Wool product as the first proof point of AFL
The first innovation to emerge from AFL is Autex’s very first wool-fibre product, Embrace – an architectural surface that combines tactile warmth with all the high-performance qualities Autex is known for.
In line with AFL’s philosophy, Embrace considers every part of the closed loop system to ensure it’s truly regenerative, and this includes the farming practices. This was conducted with the support of key collaborator, Rubisco.
Guy Wills, CEO of Rubisco, says “We’ve been working in partnership with Autex for 4 years, delivering the New Zealand strong wool used in the Embrace product system from a single-source farm, we take
the fleece from farm to yarn.
“We are incredibly proud of our accomplishments to date and have some exciting developments on the way. Rubisco is a next-generation natural fibre innovation company, and we believe deeply in natural materials done right. We see Autex Future Lab as an exciting step forward.”
And this is just the beginning. AFL is set to continue growing and paving the way for more innovations that enrich biodiversity, store carbon and provide other benefits crucial to the health of generations to come.
Engineering the future: What we’re seeing from the front line
By James Richardson, Commercial Manager, Caliber Design
At Caliber, we work alongside some of New Zealand’s most innovative engineering businesses. With over 60 mechanical engineers seconded into client teams across the country, we get a front-row seat to the future—watching it take shape in factories, labs, and workshops up and down the country.
We see a lot. Some of it makes headlines. Most of it doesn’t. But it’s all part of a bigger story: Kiwi engineering delivering smart, practical solutions to complex problems.
Aerospace
There’s serious momentum in aerospace. Autonomous systems, propulsion tech, advanced structures—this is no longer niche R&D. It’s a growing sector with commercial focus and technical depth.
What we’re seeing is a shift from “can we?” to “how fast can we build it?” Projects are fast-paced and multi-disciplinary, and the bar for design quality is high. It’s a brilliant space for engineers who like a challenge.
Energy
The energy sector is diversifying quickly. Hydrogen, renewables, and electrification are driving a lot
of new activity. But equally important is the work happening to modernise and optimise existing systems.
This is where Caliber engineers often slot in—helping deliver upgrades, commission new assets, or unblock critical path items on capital projects. It’s hands-on, collaborative work that has real impact.
Materials
Materials innovation is accelerating. We’re seeing more advanced composites, more recycled and recyclable options, and clever use of analysis tools to get the most out of every design.
But materials are only as good as your ability to design and manufacture with them. That’s why FEA, prototyping, and validation are becoming non-negotiables—especially when time-to-market is tight.
Where We Fit
Our model is simple. We provide seconded mechanical engineering support—when and where it’s needed. Our engineers embed directly into our clients’ teams, working under their direction to help get projects delivered.
It’s a model that works because it’s flexible, responsive, and grounded in real-world delivery.
For clients:
– Extra horsepower without the hiring overhead
– Fast access to capability across multiple industries
– Engineers who get stuck in and add value from day one
For engineers:
– Variety, challenge, and the chance to grow
– Exposure to new tools, sectors, and ideas
– World-class learning and development
We’re proud to be part of this ecosystem—supporting the projects that are shaping what’s next for New Zealand engineering.
To subscribe to the Celebrating Kiwi Innovation newsletter, visit www.caliberdesign.co.nz
Vision-assisted robotics handle delicate products with high accuracy
carriers have to be compensated for, as must the shrinkage caused by cooling.
coordinate zero point, and this was also accurately measured precisely when cold.
For loading and unloading workpiece carriers containing wafers of different sizes in an automated process prior to PECVD coating, acp systems has developed a robotic solution aided by image processing for a leading manufacturer of space solar technology. It ensures that the specified positioning accuracy of +/- 0.1 mm in the nests of the workpiece carriers is met and that both the manufacturing tolerances of the carriers and their shrinkage caused by cooling during loading are compensated for.
Azur Space Solar Power GmbH, which is based in Heilbronn, is one of the world’s leading companies that develops and produces highly efficient multi-junction solar cells for space and terrestrial concentrator systems (CPV).
All solar cells are based on the latest triple and quadruple junction technology, in which the layers are built up on a germanium substrate.
Automating the challenging loading and unloading process
During the production process, the 4-, 6- and 8- inch (100, 150 and 200 mm) diameter wafers undergo a PECVD process (plasma-enhanced chemical vapor deposition) in systems from Singulus Technologies AG.
The solar cells are supplied in cassettes, removed from them and placed in the nests of special carbon fiber workpiece carriers, which are just a few hundred micrometers larger.
Depending on the cell size, the 1000 x 600 mm carriers can hold four, nine or 16 wafers. To avoid collisions, a positioning accuracy of +/- 0.1 mm must be reliably met when loading the workpiece carriers. After being coated on one or both sides, the solar cells must then be placed back into cassettes.
Azur Space wanted to automate this previously time-consuming and cost-intensive manual process using suction pipettes.
The position of the solar wafers with flats in the cassettes can deviate by +/- 5 degrees and +/- 3 mm and the gripping points are precisely defined, making this quite a challenge. In addition, the production-related tolerances of the
This is due to the falling temperature of the workpiece carriers, which come out of the coating process at up to 350 °C and cool down during unloading and loading.
Positioning accuracy ensured
To realise this task, automation specialist acp systems AG developed an intelligent, vision-assisted handling solution with an industrial robot.
Due to the limited space available, this was mounted on the ceiling of the loading area of the coating system and has a reach of 1,000 millimeters. The Scara robot is equipped with a special flat vacuum gripper system that can be quickly exchanged to handle wafers of different sizes.
The robot takes out the wafer from the cassette and places it on a backlit alignment table. A camera system with a 12-megapixel camera is located above the table at a working distance of 680 mm.
It detects the exact position of the wafer and sends this information to the Cognex Vision Pro software. Based on this, the software calculates the position and angle of compensation required to insert the wafer into the carrier nest and transmits the data to the robot controller.
Any distortions in the camera system were compensated for during commissioning by calibrating it with a checker plate.
In order to overcome the manufacturing tolerances of the carriers and the shrinkage caused by cooling, each workpiece carrier is first centered by pulling it against a stop and indexing it.
This allows the coordinate zero point of all carriers in the handling system to be reproducibly defined. Furthermore, to compensate for manufacturing tolerances, all carriers were accurately measured beforehand in their cold, new state and each was given a data matrix code for identification.
This code is used to store relevant data in the controller so that the position tolerances of the carrier nests can be calculated and compensated for.
To compensate for the thermal shrinkage caused by the workpiece carriers cooling down, a fiducial mark was first placed in the corner of each carrier opposite the
A second camera system is located above this, enabling the offset of the fiducial mark compared to the cold state to be determined. The software uses this information to calculate the compensation needed to set down the wafer accurately in position. This process is repeated for each wafer to be inserted.
Flipping station for turning the wafers
acp systems also integrated a flipping station for turning the solar cells so that they can be coated on both sides.
This receives the corresponding wafers one by one from the robot and grips them at defined points with vacuum suction dots. After the wafer has been rotated by 180 degrees, the robot gripper picks it up again and transfers it to the alignment table.
Integrated quality control
Before the coated solar cells are placed back into the cassettes, a final
quality check is carried out by the camera system on the alignment table. This checks whether the edges of the wafers are free of damage.
The vision-assisted robotic solution described above ensures that the extremely delicate solar wafers are handled with high precision and care. This is demonstrated above all by the fact that there have been no handling-related wafer breakages since commissioning.
Overall, replacing manual handling with a fully automated system has resulted in significantly improved productivity and efficiency.
The flat vacuum gripping system, which can be quickly exchanged for the different sized wafers, maintains the specified positioning accuracy of +/- 0.1 mm when loading the workpiece carriers.
The camera system located above the backlit alignment table detects the exact position of the wafer and sends this information to the software. Based on this, the software calculates the position and angle of compensation required to insert the wafer into the carrier nest.
Investing in New Zealand manufacturers
-By Chris Penk, Minister for Small V=Business and Manufacturing
Since taking on the role as the Minister responsible for championing New Zealand’s manufacturing sector, one of the most consistent messages I’ve heard is the call for an asset depreciation scheme.
I’m incredibly pleased to say that this support has arrived for the hardworking Kiwi businesses fueling our economy day-in and day-out.
With the passage of Investment Boost into law as part of Budget 2025, businesses can now immediately deduct 20% of the cost of a new asset from their taxable income in the year of purchase.
Unlike a company tax cut, which rewards profits from past performance, Investment Boost is about backing businesses that are investing in their future right now. There’s no cap on the size of eligible investments, and it’s open to all businesses – large or small.
Whether you’re a papermill providing jobs in rural New Zealand or a high-tech manufacturer developing world-leading innovations, this incentive is designed to support your growth. Investment Boost means a lower tax bill in the year you invest – freeing up cash to hire staff, expand operations, or make further improvements across your business
The benefits of asset depreciation extend well beyond individual businesses. Treasury and Inland Revenue estimate that over the next 20 years, this policy will increase our national capital stock by 1.6%, lift GDP by 1%, and raise wages by 1.5%.
Importantly, around half of these gains are expected within the first five years – translating into more high-quality jobs, higher wages and a more productive economy.
These projections are especially welcome after the challenges of recent years. From pandemic disruptions to inflationary pressures, our small
business and manufacturing community has weathered storm after storm.
But we are turning a corner, with inflation easing and interest rates stabilising. Investment Boost builds on this momentum by creating an environment where ambition and enterprise are rewarded. By encouraging smarter investment in machinery, tools, vehicles, and technology, we’re backing businesses to lift productivity, improve efficiency and strengthen their global competitiveness.
I’ve been heartened by the response from firms up and down the country. After years of rising costs, tight margins, and global uncertainty, the message we’re hearing is that Investment Boost sends a strong signal that the Government backs businesses to succeed.
This sentiment was echoed at the inaugural Minister for Manufacturing Awards, held as part of SouthMACH, Christchurch’s premier industry showcase, at the end of May. The response was overwhelmingly positive, and it was a real privilege to have so many outstanding manufacturing businesses in one room.
It was also an early and valuable opportunity to connect on the new initiative so soon after its launch.
Overall, the awards ceremony was a wonderful evening celebrating excellence across New Zealand’s manufacturing industry. I’m very grateful to Advancing Manufacturing Aotearoa for arranging the inaugural occasion of these awards. The calibre of finalists and winners reflected the strength and diversity of the sector – from suppliers of sustainably harvested timber, to developers of ground-breaking
recycling technologies, and producers of life-saving medical equipment.
These businesses are driven by innovative thinkers and powered by skilled, hardworking Kiwis. Their success is something we can all take pride in and underscores the important role manufacturing will continue to play in shaping New Zealand into a world-class economy.
I offer my heartfelt congratulations to the outstanding businesses and individuals honoured at the awards ceremony, along with sincere thanks to everyone who entered and attended. Special recognition goes to the winners:
• Manufacturing Apprentice of the Year supported by Enztec: Michael Vitale – Pacific Steel
• Excellence in Manufacturing Leadership supported by Lawson Williams Consulting: Nathan Hay – Argus ManuTech
• Excellence in Process Innovation supported by Swell Group: Breadcraft Wairarapa Ltd
• Manufacturer of the Year supported by BNZ: Douglas Pharmaceuticals
Your dedication to building a thriving industry continues to inspire the next generation of Kiwi makers and creators. I look forward to continuing to celebrate your achievements and seeing how the industry embraces the benefits of Investment Boost to grow stronger and help drive New Zealand’s prosperity.
LCA: A powerful tool for change
In the early days of sustainability, we were often driven by a desire to “save the polar bears” or protect rainforests. Today, business leaders are asking a different question. It’s no longer “Is this the right thing to do?” but “Is this worth the investment?”
The answer is yes, and Life Cycle Assessment (LCA) can help prove it.
So, what exactly is an LCA?
LCA is a tool that measures the environmental footprint of a product or service across its life cycle. It helps you understand your product’s environmental footprint, find opportunities to improve and communicate your sustainability credentials with confidence.
This means LCA gives you a snapshot of your product or services’ footprint, both what goes into it and what comes out. That includes:
• what goes in, like energy and raw materials
• what comes out, like waste, water pollution and carbon emissions.
The lower the impact, the smaller your product’s environmental footprint. Click here to learn more in thinkstep-anz’s Need to Know guide.
From burden to business case
LCA can seem complex and overwhelming. It’s sometimes seen as a data-heavy, costly exercise. But when you look at it through a business lens, LCA becomes a strategic tool. It can help you build resilience, drive innovation and gain market advantage.
Around the world, LCA is gaining traction. In the EU, it’s a requirement for Horizon funding. In Australia, the 2024 Building Ministers’ Meeting endorsed LCA as part of the National Construction Code for commercial buildings. EPD Australasia just celebrated 2,000 Environmental Product Declarations. In China, national funding for LCA research is growing rapidly.
Business success starts with transparency
LCA takes a full-life approach. It looks at a product’s environmental impact from raw materials to disposal. This broad scope gives you visibility - and with visibility comes opportunity. One client asked, “What if we find something we don’t like?” That’s the point. Finding an issue means you can improve it.
LCA is also a great tool for carbon reporting. It supports eight of the fifteen scope 3 categories, including purchased goods and services, transport, product use, and end-of-life. It provides a solid foundation for calculating your corporate carbon footprint.
A tool for engagement and collaboration
LCA brings teams together. You’ll need input from finance, marketing, sales, product development, procurement and sustainability. In working together, these teams start to share a common understanding of environmental impact. This builds stronger relationships and leads to better business decisions.
For example:
• Finance provides data on material purchases
• Sales gains stories to engage customers
• Marketing keeps communications credible and compliant
• Product teams identify improvement opportunities
• Procurement starts more meaningful supplier conversations
Turning
insight into impact
Because it covers a product’s full life cycle, LCA can link directly to your business goals. It helps you:
Reduce risk through responsible procurement
LCA helps you identify high-impact materials and suppliers. That means you can manage environmental and reputational risks early, before they reach your customers or regulators. It’s especially useful if you’re exporting to markets like the EU or Australia, where environmental performance is becoming a license to operate.
Innovate and explore new markets
LCA gives your R&D and product teams the insights they need to design better products. Whether it’s switching to low-impact materials or rethinking how a product is made or used, LCA supports innovation. It can also help you meet pre-qualification requirements for green building projects, government tenders, or international buyers.
Lift productivity with engaged staff
When teams work together to collect data and understand impacts, they start to think differently about how their work affects the environment. This shared purpose can boost morale, improve collaboration, and lead to more efficient processes.
Build supply chain resilience
LCA uncovers where your materials come from and where your biggest environmental impacts sit. This visibility helps you find more sustainable, reliable suppliers and reduce dependence on vulnerable resources or locations.
Back up marketing and investor messaging with credible data
More customers and investors are demanding proof to back up sustainability claims. LCA provides a robust, science-based way to support your product claims and environmental performance, helping you avoid greenwashing.
Meet regulations through end-of-life insights
Regulations around product stewardship and waste are tightening in Aotearoa New Zealand. LCA can show you the downstream impacts of your products and help you prepare for rules around recyclability, reuse or take-back schemes.
In short, LCA does not just measure impact, it creates business value.
A tool for today’s leaders
It’s time to flip the script. LCA isn’t a burden. It’s a strategic advantage. In a world of fast-changing regulations, investor demands and consumer expectations, it helps you stay ahead.
Done well, LCA can strengthen your brand, futureproof your business and deliver a real return on investment.
Life Cycle Assessment isn’t just worth doing -it’s essential.
Want to know more? Get in touch with Barbara Nebel at thinkstep-anz. Stages in a product’s life cycle. Source: thinkstep-anz
Industry thrives on buzz words and fashion, and maintenance management is no stranger to this world. RCM, RCA, TPM and other 3 -letter acronyms have all been rolled out as the holy grail, yet to find true industry success in the long term is rare. You can ask check this yourself by going back to the glossy power point presentation from 10 years ago and ask the hard questions of the site in the study. You may be surprised.
When the breathless commentary began about how the internet of things (IOT 4.0) was going to change computerised maintenance management systems with machine suppliers touting their web connected assets as the next best thing in reliability I asked the big question, “Show me where it is truly making a difference?” I asked the audience of reliability experts at the 2023 VANZ (Vibration Assoc of NZ) conference this question and the replies centred around the machines connecting through the Cloud to advise of machine state.
So ok, you can now get feedback from your plant without leaving your desk.
Sorry team, that is reactive maintenance, no different to me looking at the odometer or warning light on my VW Amarok.
As the providers of the latest Cloud based cmms in the market, our team was intrigued by the topic.
Yes, there are magnificent advantages to Cloud applications, but is anyone ACTUALLY using feedback from their machines to directly modify and IMPROVE their reliability and what is the experience?
I posed this to the 2024 VANZ conference and could not get a reply. Believe me, these VANZ guys know their stuff and the answer was a resounding “No-one”. Crickets.
The problem is there is more to all this automation than direct or fuzzy logic. This is why we demand that the pilot lands the Airbus. Why the turbine feedback cannot automatically shut down power generation in in the middle of a winter brown out. Why AI can analyse potential melanoma but only advise on diagnosis. IOT 4.0 and AI require a humanising step.
The AI conversation is growing rapidly, and the followers of fashion are thronging to join the rush. Again, don’t trip over your boots in the rush to climb in board. Apply some critical thought about what and how the benefits can improve your outcomes. Our team have embedded AI functionality into
sections of the maintenance planners world in our systems, but again, the outputs steer well away from allowing any robotic hands on the steering wheel. There are green shoots of high-level technologies on the fringes and I am sure in due course great advancements will be made. What we must remember, using the smart phone analogy, is that we are at the age of the original 1990’s “brick” cell phone.
Everyone wanted one, everyone had excuses why they needed one, but no-one truly understood the true potential that is now everyday life in 2025.
Looking
a
Falcon Group boosts OEE using ThingWorx IIoT Platform
Falcon Group is an established precision engineering company headquartered in Dubai, UAE. With four industrial operations in the UAE and three others in the Kingdom of Saudi Arabia, Nigeria and Oman, it offers a broad range of capabilities, including precision machining and fabrication, custom tool design, manufacture and refurbishment, and industrial automation solutions.
The specialist precision engineering and fabrication division offers a range of machining capabilities, including CNC (computer numerical control), custom fabrication and welding, gun and BTA deep-hole drilling, coordinate measuring (CMM), cutting (wire, water, and laser), prototyping, and 3D printing.
At the heart of these operations are 16 CNC machines, all of which are essential to the company’s machining capabilities, with their utilisation defining much of the capacity planning and the critical path of many of the company’s projects.
In a recent performance evaluation, Falcon Group was assessing the purchase of new machines to help it keep pace with customer demand and to support maintenance downtime for those on the critical path, coupled to the fact that peak capacity often saw it subcontracting work to competitors.
Growing by purchasing new machinery was not cheap – with each machine costing between $US 0.5 and $US 2 million.
Before signing off on any additional machinery, the company undertook a machine-utilisation study and discovered that although its CNC assets appeared to be working 24/7, some machines were only operating at 12-15% utilisation, a figure that offered significant room for improvement.
“We used to collect data manually,” explains Prabhu Badrinathen, CEO, Falcon Group, “using routing cards and manual timing, but we knew this was not giving us the bigger picture, in real time.
“Our industry software team explained that we could use software to measure OEE (overall equipment effectiveness) and, having looked at the various software use cases, we quickly realised that different elements of each example would work for us, but no single application example mirrored our needs.”
Solution
The realisation that significant efficiency gains were within reach triggered the beginning of a digital transformation that would result in some truly staggering results.
And, for the foundation of this transformation, Al-Ghandi – a member of the Rockwell Automation PartnerNetwork™ – introduced Falcon Group to the ThingWorx IIoT platform, part of the FactoryTalk® InnovationSuite, powered by PTC.
Falcon Group’s FG Engineering and Maintenance Services LLC rose to the challenge by spearheading the development of the ThingWorx IIoT solution in a complex use case.
The solution used ThingWorx IIoT to connect different devices, including PLCs and sensors, and then collect, collate, store and present all the operational data to the management team at Falcon Group using tailored software dashboards.
An early win in operational efficiency and foundation for future success
The collaborative efforts culminated in the deployment of a robust application that seamlessly integrates with Falcon Group’s operations. By harnessing the power of ThingWorx, and the acquisition of precise data, Falcon Group is now able to optimise its operational efficiency.
“Step One of any improvement journey is accepting you may not be working to the best of your capabilities,” explained Prabhu Badrinathen.
“All subsequent steps then involve working with your suppliers and integrators as a team – honestly and transparently – to find a remedy.”
Falcon measured OEE on one machine to create the baseline and then deployed the ThingWorx IIoT Platform to highlight the pain points and root out inefficiencies. In just nine months, the company saw improvement.
“We very quickly had the machine go from 8% utilisation up to 38%,” Badrinathen continues, “and with further fine tuning, it is now up to 57%. This is a huge growth and was on just one machine! We have set an ambitious future target of 75% – a growth of more than 365%.”
“ThingWorx has this incredible capability to bring operational data together in such a way that it offers immediate value in the form of actionable intelligence.”
Added Efficiency with AMR Use
OTTO Autonomous Mobile Robots (AMRs)
Further aligning with the company’s test-and-learn culture is Falcon’s decision to analyse the efficiency of their workforce on the plant floor, which spans 65,000 square feet. Falcon found that between traversing the floor to collect a tool or material, take a break, or replace safety glasses or other personal equipment, operators were walking 900 kilometres per year.
The amount of time workers had to spend walking instead of being able to focus more on critical job tasks prompted Falcon to find a solution.
The Falcon team worked with Rockwell Automation company OTTO to introduce Autonomous Mobile Robots (AMRs) onto their plant floor. Acquired by Rockwell Automation in 2023, OTTO develops autonomous material handling solutions for manufacturers worldwide. OTTO helped Falcon deploy AMRs on a test basis to enhance what operators can do and reduce employee travel time.
AMRs did the work of traveling throughout the plant floor to bring requested tools, materials,
Falcon Group has more than three decades of experience in the delivery of high-quality services to many industries, including defence, oil and gas, power and utilities transmission, industrial manufacturing, aerospace, and space exploration
and equipment to workers as they focused on higher-level tasks.
Since deploying AMRs, Falcon has not only seen an increase in worker productivity and morale, but the company has also established itself as a model for using robotics and AI in the discrete manufacturing sector in the Middle East.
Challenge
· Manually collected machineutilisation data was presenting a false picture of machine-shop efficiencies
· The company was looking to invest in new machines to counter the perceived capacity shortfall
· Short-term remedies often saw work being handed to competing supplier
Solution · ThingWorx IIoT platform
Result
· Falcon Group now has a more informed window into its operations, and can make far better decisions based on real-time insights
· On a single machine, utilisation has risen from 8% to 57% with ambitions to reach a target of 75%
· Up to $2 million in capital expenditure for new machines to support increased capacity is now no longer necessary
· Machining work can now be kept in-house rather than subcontracted
New solar energy course to meet EWRB requirements
Electrical training provider Skills Group is offering a new suite of micro-credential courses in solar energy systems designed to help electricians meet the Electrical Workers Registration Board’s (EWRB) new registration requirements which come into force from 1 September 2025.
The new registration requirements are in response to unique safety risks in particular working environments, including mains parallel generation systems such as grid-connected Solar PV and battery systems.
Starting this May, E-Tec which is part of Skills Group will offer three NZQA-registered micro-credentials covering the design and installation of grid-connected photovoltaic (PV) systems, grid-connected battery storage systems, and stand-alone power systems.
Director Trades School Di Lithgow says E-tec is licencing training resources from Global Sustainable Energy Solutions International (GSES) an Australian-based specialist in renewable energy training and consultancy.
“Modified for the New Zealand market and regularly updated, these courses are endorsed by the Sustainable Energy Association of New Zealand (SEANZ) – a mark of quality that will give graduates a competitive edge in the marketplace.”
Di says EWRB has confirmed that from 1
September Solar PV and Battery Storage Systems micro-credentials are now required for gaining a Mains Parallel Generation Systems licence endorsement.
“Each micro-credential involves self-paced online learning with tutor support, along with a three-day block course at one of Skills Group’s specialist trades training facilities. This will help keep to a minimum time spent away from work training.”
E-tec will initially offer the block course from its East Tamaki campus in Auckland, with Christchurch following later in the year. Depending on demand, other centres around New Zealand may also be included.
“An October 2024 report jointly produced by Master Electricians and the Energy Efficiency and Conservation Authority (EECA) entitled ‘Exploring residential energy technology with plumbers and electricians’ identified that appetite for training is highest for solar.”
In October 2022, Electricity Authority data showed that 43,641 solar systems have been installed across New Zealand.
“While uptake of solar systems in New Zealand has been slow to date, there is potential for greater utilisation as technology costs decrease, particularly at the grid-scale and on commercial building rooftops,” Di says.
Furthermore, the International Energy Agency says about three percent of New Zealand homes have solar connections.
“While that level is low, Consumer NZ head of Powerswitch Paul Fuge has said that New Zealand has the same solar potential as Victoria, Australia, where 25 percent of residential properties have solar systems installed.”
Course information can be found at Solar Micro-Credential Courses - E-tec
Kemppi Australia Launches 2025 Art of Welding Competition
Kemppi Australia has officially opened entries for its 2025 Art of Welding Competition, a unique event celebrating creativity in metalwork. Participants are invited to showcase their welding artistry through sculptures, patterned designs, motifs, or crafted objects. Entries can be created using traditional manual welding or advanced techniques such as robotics, lasers or friction welding.
Now in its sixth year, the competition continues to attract a diverse mix of professional artists and enthusiastic amateurs. “It’s inspiring to see artistic talent thriving not only among seasoned metal artists but also welders, apprentices, educators, and
hobbyists,” said Stuart Orr, Sales Director, Kemppi Australia.
The 2025 competition also includes a dedicated amateur category. Entrants can win from a pool of four outstanding prizes which includes a specific prize for the amateur category. Winners will receive top-tier Kemppi welding gear, including helmets, apparel, gloves, and cutting-edge equipment.
Open to residents of Australia and New Zealand aged 18 and over, the competition runs until Tuesday, 30th September. For entry details, visit Kemppi Australia on Facebook, Instagram, or LinkedIn, or reach out via direct message on social media.
Alternatively, email
skettos@skettos.com.au
of the competition flyer.
Expanding drilling possibilities with CoroDrill Dura 462
By combining flexibility and precision, CoroDrill Dura 462 eliminates the need for separate specialised tools for different materials. The versatile point geometry of the CoroDrill Dura 462 drilling family is specifically designed for adaptability, delivering excellent positional accuracy and significantly improved tool life across a wide range of materials, component sizes and shapes.
With consistent machining performance from a single tool, users can condense their tool inventory to streamline operations and still achieve optimal results.
CoroDrill Dura 462 features an extensive range of sizes, ensuring a perfect fit for virtually any drilling application. From micro drills starting at 0.030 mm with a drill depth up to 6xDC, to larger variants up to 20 mm and a drill depth of up to 8xDC, this broad
assortment allows manufacturers to tackle a wide array of materials and machining conditions. All standard size drills, starting from 3 mm, are fully coated using new Zertivo 2.0 technology to create a multi-layer PVD coating.
The Zertivo 2.0 coating technology is a standout feature of CoroDrill Dura 462, delivering significantly longer tool life by reducing wear and improving heat resistance.This coating enables faster cutting speeds without compromising performance, ultimately resulting in higher productivity and reduced cost per hole.
CoroDrill Dura 462 has already been shown to greatly improve efficiency across different applications in early tests.
One customer using CoroDrill Dura 462 for blind hole drilling saw an 85% increase in productivity with a tool life of more than double that of a competing tool. Another customer, aiming to improve cost efficiency while safeguarding process security in cross-hole drilling, experienced a productivity increase of 110% and a 36% extension in tool life compared to their previous solution. With substantial improvements in both performance and tool life, CoroDrill Dura 462 is a game changer for multi-material drilling.
As part of Sandvik Coromant’s commitment to Manufacturing Wellness, CoroDrill Dura 462 also benefits from services such as reconditioning and recycling.
Digital lubrication delivers safety, sustainability and reliability
Waste screening technologies, including flip flow screening, are one of the applications to which Schaeffler Australia’s OPTIME Ecosystem particularly applies. The plug-and-play intuitive and expandable functionality of OPTIME makes it easy to install, set up, and quickly integrate with flip flop screening technology in widespread use in Australia and New Zealand.
Flip-flop screening technology is increasingly widely used in waste management, mineral processing, and recycling in Australia and New Zealand, to separate materials that are sticky, clogging, wet, fine, or difficult to screen.
This flexible multiuse technology – employing a double-vibration principle and flexible polyurethane-type screen media – requires systematic and programmed lubrication to ensure smooth operation, while helping to prevent wear and curtail potential breakdowns and downtime.
The technology’s particularly important need for systematic lubrication arises because the high stresses generated by the machines’ core operating principle, as employed in municipal and industrial waste and waste recycling applications ranging from metals and mixed waste and compost, through to materials such as sand, cement, ash, fine minerals, and demolition waste, says global bearings and motion technology company, Schaeffler
“Flip flop technologies (and related flip flow screens) employ flexible media that undulate rapidly because of the machines’ dual vibratory forces. These strong
forces cause flip flop screening machinery’s flexible mats to stretch and relax rapidly, which transfers energy to the material being screened, enhancing separation.
“This high-intensity, high-energy transfer at the heart of their operation also heightens their need for efficient maintenance and reinforces their particular suitability for automated digital predictive lubrication systems technologies such as the Optime Ecosystem.
The highly adaptable and easily scaleable Optime system enables flip flop screen operators to get the best, most reliable, safest, and most sustainable resource recovery performance from these machines,” says Schaeffler Australia, which operates throughout Australasia and Oceania, where its advantages include in-house technical expertise to achieve the best performance from the latest global technologies, such as the Optime Condition Monitoring and Smart Lubrication Solution.
The Optime system was recently installed in a large Australian recycling facility.
The Optime Ecosystem is a family of real-time, 24/7 technologies that combine condition monitoring and smart lubrication. It includes components such as Optime 3, Optime 5, and Optime 5 Ex sensors for wireless condition monitoring, as well as Optime C1 lubricators for automated lubrication.
The system also incorporates a mobile app and plug-and-play functionality for ease of use and
setup. Optime Ecosystem has won numerous European and US awards, including IOT and Industry 4.0 categories, plus an international Red Dot Design Award.
The comprehensive suite of condition monitoring technology complements Schaeffler’s long-standing expertise in bearing technology, vibration analysis, and lubrication, proven over more than 250 locations in 55 countries.
Primarily targeting rotating machinery – which covers a huge spectrum of industrial applications –Optime functions effortlessly across a diverse range of speeds, from 120 to 5000 rpm. Importantly, it is also suitable for hazardous environments, which can be found in applications where flip flop screening is prevalent.
“Recent Optime applications in Australasia, for example, include recycling, which is an area of increasing importance as sustainability grows even further as a corporate priority, along with the high levels of safety that OPTIME brings to the task.”
Global Optime applications by Schaeffler include cranes, pulp and paper, cement, manufacturing, food and beverage, packaging, energy, resources, mining, and materials.
The Optime system’s foundation lies in its wireless, battery-operated sensors that are remarkably easy to install.
New millibar valve series for gases
Ultravent valves are true all-rounders. They function as safety relief valves, control valves, vacuum breakers, overflow valves, pressure relief valves, tank breather valves, venting valves and even as an alternative to bursting discs.
As a purely mechanical solution, the spring-loaded components are particularly uncomplicated and at the same time highly precise and reliable. If the set pressure is exceeded, the precision valves open and automatically close tightly again after pressure equalisation.
Various configuration options
These millibar valves are available in brass or stainless steel. If they are not to be used as safety relief valves, the valves can optionally be fitted with filters in the inlet to extend the service life. A dirt strainer is also available for the outlet.
Customers can also choose different elastomers for the seals, to suit the specific application. FDA-approved elastomers and components are also available.
4.0
The model range has been tested over 100,000 cycles to ensure maximum reliability.
Unique selling points
The new standard for millibar valves
The models 6 with 1/8” connection and 15 with ½” connection are already available. The 25 and 50 variants will follow shortly. Whether as a safety valve, pressure control valve or vacuum breakerthe series combines maximum performance with a compact design.
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Ultravent is the only valve of this type with TÜV Type Approval as a safety valve in the pressure range 100 to 500 mbar, per DIN EN ISO 4126-1. Its flow-optimised design allows very high flow rates when required, despite its compact size.
Thanks to its high-quality elastomer seals, the valves also feature extremely low leak rates. The opening pressure set at the factory is witnessed and certified by the TÜV and an individual TÜV certificate is supplied.
One
valve series - countless applications
The Ultravent family is designed for a wide range of industrial gas applications, making the smallest pressure ranges manageable and reliably protecting sensitive processes and systems. The valves can even be used in high temperature applications.
With its innovative technology and versatility, WITT is setting a new standard in the control of gases in the low millibar range.
New asset spending by local SMEs sparked by Budget incentive
Following the surprise announcement of an Investment Boost tax incentive in the Government’s 2025 Budget last month, new data from MYOB reveals the potential impact and uplift the policy could have for local small and mid-sized enterprises (SMEs).
Just under half (48%) of the 500+ business owners and decision-makers polled, say they might change their plans around investing in new assets for their business because of the new policy, while just over one-in-10 (12%) believe the Investment Boost changes their plans ‘considerably’ and 7% are unsure. In comparison, 28% say their spending plans haven’t changed and 5% say their planned spending is ineligible.
As for how soon this spending will manifest and start flowing through the economy, sooner rather than later appears to be the trend, with most looking to capitalise on the incentive before the end of the year.
Nearly half (45%) of local SME operators polled plan to make their first asset purchase leveraging the new Investment Boost within the next six months –including one-in-five who are planning to do so in the next three months.
MYOB Chief Customer Officer, Dean Chadwick, says that the survey findings reiterate the strong appetite for such business support, given the sluggish pace of economic recovery.
“From conversations with our customers, partners and through our drumbeat of insights, we know that businesses that invest in assets that drive innovation, are gaining an edge on their peers, are more resilient in the face of change, and are more likely to achieve their growth ambitions,” explains Dean.
“The Investment Boost delivers timely support to New Zealand’s SMEs as they weigh up current economic challenges with the opportunity to invest in growing their business, and it will go some way to shoring up and accelerating their own performance.
“While many SMEs are preparing to purchase the assets they believe will boost their productivity – and benefit their people – before the end of the year, this latest survey also shows that spending by local businesses on eligible new assets will continue into 2026.”
Investment budgets and Boost purchases
When it comes to how much SME owners estimate they’ll spend on new assets for their business within this current financial year, the median spend of those surveyed sits at $37,700.
For one-in-10 businesses surveyed, their budgets stretch a bit higher with estimated spend between $80,000 to $100,000, while 12% estimate they’ll spend between $100,000 to $200,000.
Boding well for Fieldays this week, the agriculture sector has one of the highest median spends ($56,670), along with manufacturing ($53,300), behind the finance and insurance sector ($60,000 median).
Topping the list of new assets SMEs plan to purchase leveraging the Investment Boost is passenger vehicles
- including cars, vans, and utes (31%), followed by new office technology (28%), digital devices (22%), furniture (18%) and tools of their trade (15%). Just over one-in-10 plan to invest in smaller scale machinery or equipment.
“Local SMEs are serious about setting themselves up for success as they jump on this opportunity and they know getting the right advice is a critical component.
Encouragingly,
our insights show that 17% have already had discussions with their accountant, bookkeeper or a financial advisor on the purchase of new assets since the announcement, with a further 53% intending to consult with a trusted financial advisor in the next six months.”
Expected gains
Asked about how they believe their new asset purchase/s would most help improve their productivity, most (35%) business owners expect to see increased outputs/production, 31% believe they’ll save time on key tasks, 23% expect to reduce manual tasks through automation, and the same proportion expect employee engagement and wellbeing will improve (23%).
“For the remainder of 2025, the top three goals New Zealand’s SME operators have in their sights include increasing revenue, scaling up their operations, and winning over a wider customer base,” says Dean.
Schneider Electric appoints new General Manager
Schneider Electric has announced the appointment of Alex Gillespie as General Manager of its Home & Distribution (H&D) business for New Zealand.
Alex joins Schneider Electric’s New Zealand leadership team, bringing a decade of commercial success across the Pacific and a deep understanding of the local market. He returns to Aotearoa after a seven year tenure in Australia, where he held pivotal roles including Sales Director for Clipsal and most recently, Sales Director for Global Services, Pacific Zone.
“Alex’s leadership credentials are outstanding,” said Ollie Hill, Country President, Schneider Electric New Zealand. “He brings a strong commercial track record, a deep commitment to customer outcomes,
continued from Page 6
and a proven ability to build high-performing teams. His return to New Zealand marks a significant step forward as we accelerate our growth in the residential and building segments.”
This appointment comes at a pivotal time as demand rises for smart, sustainable, and digitally connected living environments.
Based in Christchurch, Alex will lead the national H&D team in driving business growth, market innovation, and enhanced customer partnerships.
The role also reinforces Schneider Electric’s commitment to building strong leadership across both its North and South Island hubs.
Creation of NZ’s largest inland port set to boost primary exports
Stewart Energy Limited. Once complete, the development has the potential to generate up to 50MW of power, which could be used on site or distributed to the local community.
A 350 kW solar system is now fully operational at the company’s steel fabrication facility, marking the first stage of the development and a key step toward its
renewable energy vision.
“Occupiers will benefit from hedged solar pricing and building owners will share in the returns. It’s a self-funded energy model that’s already been submitted for national innovation awards,” says Johnston.
The precinct will also include 30-metre native planting buffers, walking trails, bridges and cycleway integration with the Clutha Gold Trail.
“Milburn Quadrant will support hundreds of jobs, unlock industrial growth, and give exporters a long-term solution they can trust,” says Johnston.
Blue Star Group unveils $40 million print and packaging facility
Prime Minister Christopher Luxon opened Blue Star Group’s $40 million world-class facility in Auckland on Thursday morning (29 May), marking a significant investment in New Zealand’s manufacturing sector
The state-of-the-art facility at 114 Swanson Road consolidates Blue Star’s Auckland operations into one purpose-designed site, bringing together advanced technology, new equipment and an additional 8,000 square metres of production space – totalling 23,000 square metres, the equivalent of almost three rugby fields.
“This world-class facility represents not only a substantial investment in the future of Aotearoa New Zealand’s print, communications and packaging industries, but in our people and diverse sectors we serve,” said Jill Cowling, Chief Executive of Blue Star Group.
“We are focused on increasing productivity and setting new standards in capability and innovation, utilising AI and digital technologies to improve our efficiency and environmental performance while continuing to deliver the trusted service our clients expect.”
Blue Star Group is a leading New Zealand marketing, print and packaging provider. Its new site supports major customers across sectors including retail,
financial services, insurance, FMCG, and publishing.
It also reflects the company’s confidence in New Zealand’s print industry, despite global economic headwinds.
“The facility was made possible with the support and
leadership of the Blue Star board and the backing of long-standing customers and partners. We’re grateful to the many customers who have grown with us, and to our funding partners who share our long-term vision,” Cowling added.
ARDEX achieves Toit Envirocare carbon reduce certification for third consecutive year
ARDEX New Zealand has proudly achieved its third consecutive Toitū carbon reduce certification, marking another milestone in its commitment to environmental leadership and data-driven climate action.
This certification, issued by Toitū Envirocare, verifies ARDEX’s rigorous carbon reporting processes and tangible reductions in greenhouse gas emissions marking another step forward in part of a Group shared responsibility ARDEX goes Zero by 2045 (CO2 neutral for all scopes group-wide by 2045).
This year, ARDEX New Zealand reduced our gross emissions by 29% compared to previous year 2023 (1,593 1,134 tCO2e) and achieved a 16.67%
reduction in carbon intensity per tonne sold—a direct result of smarter logistics, lower diesel use, and better waste management.
The programme looks at six categories of emissions including operational activities, purchased energy, and impacts from some value chain activities, which relate to Scope 1, 2, and 3 sources to outline direct and indirect emissions.
According to Ronald Rose, Commercial Director, ARDEX New Zealand, the Ardex Group has set several global sustainability goals, many of which will take time and require advancements in raw materials technology. “Achieving Toitū Carbon Reduce has allowed us to deeply examine our local efforts and focus on innovative ideas that can make a difference now as we prepare for the future,” he said.
State of Smart Manufacturing
Survey finds that AI comes to the aid of Australia and New Zealand manufacturing ROI, but technology paralysis high by global standards
There is a renewed focus by governments to put Australian and businesses at the front of the queue for procurement and contracts.
Local industries are evaluating what is required to compete effectively and deliver on these opportunities – starting with productivity.
Australia’s productivity has been trending downward, with the 2022–23 financial year marking the steepest annual decline on record.
To reverse this, targeted investment in digital technologies and workforce upskilling is essential. The 2025 State of Smart Manufacturing (SoSM) Report provides a global view of industry sentiment, drawn from the responses of 1,560 manufacturers across 17 countries – including 85 organisations in Australia and New Zealand.
The health and life sciences sector, employing over 264,000 people locally, is emerging as a leader in AI integration. The SoSM 2025 Report shows that this sector achieved the highest return on investment (ROI) from Generative AI and Causal AI, with ROI rising to 19% in 2025 from 9% in 2023.
These results underscore AI’s growing role in business strategy and the sector’s digital maturity in the region.
Consumer Packaged Goods (CPG) companies have traditionally focused on brand building and lean manufacturing to build market share. Following the supply chain disruption caused by the pandemic and recent geopolitical events, organisations are changing their recruitment and investment strategies to better meet emerging trends.
According to the SoSM 2025 Report, there is now an
increased emphasis on hiring new or different types of talent, with 32% of organisations pursuing this strategy in 2025, up from 24% in 2023. To stay ahead of their competition, companies are now bringing in skills to help them analyse and activate their data and shape their marketing strategies.
The ability to attract and retain employees with the necessary skill sets is now considered less of an internal risk compared to 2023 (19% in 2025 vs. 26% in 2023).
Building stronger vertical integration
In Australia and New Zealand, technology infrastructure readiness is the biggest barrier to a greater adoption of smart manufacturing with 38% of the respondents citing this as their number one issue.
In New Zealand for instance, 97% of businesses are small to medium enterprises, with many of them needing to build stronger vertical integration to ensure traceability and standards compliance.
As this year’s report shows, manufacturers around the world are using smart manufacturing to navigate disruption and create new opportunities for speed and agility.
Efficiency is a key driver for sustainability
Although sustainability remains an important focus, it is no longer viewed as the key market differentiator. According to the SoSM 2025 Report, organisations are shifting their priorities, with operational efficiency now emerging as the primary area of emphasis.
Over half state that improving efficiencies acts as a
Expect to Win
and a scoreboard the team could read at a glance. We’ll dig into this story more on The Better SMB podcast when we sit down with a leading NZ manufacturing MD to unpack how their culture of excellence and discipline and the envious results they are achieving.
Getting Started: A 90-day performance sprint
This sprint won’t work without visible, present leadership. Excellence isn’t delegated—it’s modelled. If excellence is a choice, the first step is choosing a date. Circle next Monday on the wall planner and use this 90-day roadmap to make “world-class” your new default.
Week Focus + Key Actions
Choose your North-Star metric. What is your vision?
1-2
3-4
Pick 1-2 measures. Keep it simple at the beginning. The number of errors, late deliveries, times stopped because of missing or lost inventory.
Build your first live scoreboard Manual or digital but update each shift and let operators post the number themselves. Let them reflect and improve based on the data.
Map the bottleneck, run a kaizen blitz, quantify hours or dollars saved, and celebrate the wins
Reset and raise the bar New standards become new baselines; replicate the sprint on the next big problem.
Remember, success isn’t measured by how fancy the tools look or a glossy lean badge, only by how fast the constraint moves.
Here are some leading indicators you’re on track
• Downtime talk shifts from blame to root cause.
• The team reviews the data, not anecdotes
• New hires understand “what good looks like” by morning tea on day one
• Suppliers mention your culture before they mention the purchase-order number.
Those signals tell you the standards are now self-managing—a sure sign you’re ready for bigger bets.
key driver to pursue sustainability – a 13% increase from 2023.
Key findings from Australia and New Zealand include:
• One of the biggest hurdles to growth mentioned by 27% of the companies in the region is technology paralysis which is in stark contrast to the global response which recorded a much lower of 18%.
• Cybersecurity ranks as the second biggest external risk globally, with 49% of manufacturers planning to use AI for cybersecurity in 2025 – up from 40% in 2024.
• The technologies that companies invested in and that delivered the biggest ROI over the last 12 months are cybersecurity platforms, energy management, and Generative AI/Causal AI. One of the survey respondents from the region noted that: “By 2027, AI-powered quality control systems will detect defects in real time. In my work, it will enable immediate rejection of faulty products.”
• Companies in the region are actively pursuing business growth with survey respondents stating that the two primary drivers for technology investments are expansion and long-term business impact.
According to the Committee for Economic Development of Australia (CEDA), Australia fell from 20th to 41st in global workplace productivity rankings. This drop reflects a broader lag in digital maturity compared to international peers.
CEDA emphasises that modest gains in productivity – just 0.5 percentage points annually – could yield significant long-term economic benefits, potentially increasing GDP per capita for today’s newborns by sixfold over their lifetimes.
The payoffs that outlive the quarter and go beyond the balance sheet
• Talent magnetism – the best people want to work where winning is possible and celebrated
• Innovation readiness – stable, measured processes reveal the true ROI of innovation instead of hiding it in the noise. The team is innovation fit because they are practicing it everyday.
• Capital confidence – bankers back capex faster when they see predictable cash conversion combined with control charts instead of gut feel
• Community pride – a factory that expects to win sponsors apprenticeships, not resignation parties
• National impact – Every factory that lifts output per hour closes our national productivity gap one basis point at a time
The sooner you start, the sooner “world-class” becomes your default setting.
Excellence isn’t a slogan; it’s the ticket price for competing in a world where borders are digital and benchmarks reset overnight. Expect to win, raise the bar, aim for excellence.
