Vol. 7 I No. 9
More Than A Summer Flavour
editor’s note
Publisher
Infrastructure Resilience is Essential
TANIA WALTERS Publisher
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reight operators know the fuel numbers by now. Diesel peaked near 384 cents a litre in April, has settled around $2.65, and remains 43.6 percent above where it sat a year ago. They know the infrastructure numbers too: rail freight down more than 25 percent in six years, SH1 closed for weeks at Kaikōura in July, SH3 through Awakino Gorge still closing intermittently. None of that is news to this readership. What’s worth saying plainly is that neither problem broke the system on its own. Fuel supply held because several external workarounds fired at once. The roading network held because closures, so far, haven’t overlapped. The real exposure is what happens when both fail in the same week, and the country’s spare capacity to absorb that is thinner than it was a decade ago. Which is where this stops being a freight story and becomes a spending story. Budget 2026 found $150 million for South Island highway resilience and $21.6 million for a nine-day diesel buffer at Marsden Point. Useful, but modest against corridors NZTA itself rates as extreme risk. The money exists. The priority order doesn’t. Successive governments have tried to fund everything a little, rather than fund the essentials properly. That’s a comfortable position politically and an
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expensive one operationally. If SH94 to Milford, SH60 over Tākaka Hill, and the rail network’s lost redundancy are genuinely critical infrastructure, they belong at the front of the capital programme, not competing for leftovers against initiatives that can wait a cycle. Getting there means tough calls this country has avoided. Auckland Council currently carries 77 communications staff and 948 managers, a mix ratepayers are entitled to ask hard questions about. A Taxpayers’ Union review in December found four small ministries spending $2.46 million a year on 19 communications roles between them. Multiply that pattern across the wider public service and the sums involved start to look like real money that could otherwise go towards roads, rail and fuel resilience. The consultant spend deserves the same scrutiny. Departments that can’t assess their own delivery risk without external advisers are paying twice, once for the advice and again for the judgement they were supposed to bring in-house. If a chief executive can’t front the media on their own portfolio, that’s a capability gap worth naming, not a job description problem to be solved with another hire. None of this requires new taxes or new committees. It requires an audit of where taxpayer money is actually going, and the discipline to say no to the nice-tohaves until the must-haves are funded. Infrastructure resilience is a must-have. The next slip, storm or fuel shock will not wait for the spending review to catch up.
Tania Walters
General Manager Kieran Mitchell
Editor-in-Chief Caitlan Mitchell
Content Managers
Pam Vasquez-Gutierrez Caroline Boe Aidan Stanley Charles Johns
Editorial Associates Jenelle Sequeira
Graphic Designer Myah McQuay
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news
Beef Pro Boosts Farms’ Production Gains Two months after unveiling a major upgrade to its beef product, Halter farmers are already on track for major production gains and additional grass growth. “Beef Pro’’ was rolled out by the virtual fencing pioneer alongside a world-first move to connect its smart collars directly to satellite in partnership with OneNZ, powered by Starlink.
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Arla Foods Ingredients Reduces Gas Emissions In Videbæk Anewly completed investment in a new heating system for Production Tower 4 at the Danmark Protein plant in Videbæk will deliver annual savings of 2,500 tonnes of CO2, equivalent to the annual heating consumption of more than 900 households using natural gas.
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news
Blackmer Launches Behind-the-Rotor Seal Option for G Series Internal Gear Pumps Blackmer, a brand of PSG, a Dover company, and a global leader in rotating pumps and reciprocating compressor technologies, launched a behind-therotor seal option for its Blackmer G Series Internal Gear Pumps.
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RIF Package Targets Hydrogen Opportunities The Government has set aside NZD 30 million in the Regional Infrastructure Fund for projects that will help grow the hydrogen sector. Regional Development, Resources, and Associate Energy Minister Shane Jones highlighted that hydrogen has significant potential to become a valuable part of New Zealand’s diversified, resilient renewable energy future.
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August 2026
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news
Inghams Invests In Victorian Poultry Breeder Inghams Group Limited has announced a significant expansion in its Victorian poultry breeding operations. In partnership with ProTen, Australia’s largest corporate meat chicken grower, Inghams has invested in two new, stateof-the-art poultry breeder production farms in Charlton, Victoria.
⮞ READ MORE ONLINE
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news
GNT Seeks U.S. FDA Approval For Safflower EXBERRY colour supplier GNT has reached an important regulatory milestone after filing its safflower colour additive petition with the U.S. Food and Drug Administration (FDA). Safflower is an edible plant that can deliver vibrant yellow shades. The petition has sought approval for safflower-based colours to be used across a broad range of food and beverage categories in the United States.
⮞ READ MORE ONLINE
August 2026
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Column
From green beans to repeatable results: funding innovation in coffee technology
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Kaffelogic is rethinking what’s possible with at-home coffee roasting. With BlueRock’s guidance, they accessed valuable R&D funding to support the continued development of their technology.
offee roasting is a balancing act. Small changes in bean characteristics, heat, airflow and timing can affect flavour, aroma and consistency. For Kaffelogic, the challenge was to put greater control of that process into a compact, accessible coffee roaster. The Dunedin-based company has developed the Nano 7 benchtop roaster, a machine with hardware and software that allows users to create and adjust roast profiles. The system is designed to roast 50 to 200 grams of green beans, providing a more controlled and repeatable approach to producing freshly roasted coffee. For the food and beverage sector, the
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technology sits at the intersection of product development, process control and consumer experience. It is also an example of the type of work that can be supported through New Zealand’s R&D funding programmes. Developing a system like this involves more than assembling existing components. Kaffelogic needed to investigate how sensors, heating elements, airflow and software could operate together to deliver reliable roast outcomes across different beans and roast styles. The technical questions were practical, but not routine. Could the system control a roast consistently? How could it respond to variation in bean size, moisture and density? What combination of hardware and software settings would produce a repeatable result within a small-format machine? The technical uncertainties are what qualify this work as R&D that can be government-funded. Yet the wider ‘food and beverage’ sector is among the lowest sectors taking advantage of available research and development funding – less than one in five producers who are known to being doing R&D are receiving the flagship R&D Tax Incentive (source: StatsNZ surveys and RDTI statutory reviews). BlueRock worked with Kaffelogic to identify their eligible R&D activity and connect the relevant project costs to New Zealand’s available R&D funding programmes. The Research and Development Tax Incentive (RDTI) was one funding pathway available to Kaffelogic. The programme provides a 15 percent tax credit on eligible R&D expenditure for businesses working to resolve genuine scientific or technological uncertainty. Kaffelogic was also able to access the R&D Loss Tax Credit (RDLTC), a separate programme designed for eligible loss-
making companies investing heavily in R&D. Rather than carrying tax losses forward until the business becomes profitable, the RDLTC can provide earlier cashflow by allowing a company to cash out up to 28 percent of qualifying R&Drelated losses. In the right circumstances, a company that meets the requirements for both programmes may receive combined support of up to 43 percent of its eligible R&D expenditure. The New to R&D Grant is another potential pathway for businesses that are new to structured R&D. It can fund 40 percent of eligible project and capabilitydevelopment costs, up to $400,000, helping businesses build the internal skills and systems needed to undertake R&D effectively. Navigating R&D funding can be challenging. Eligibility definitions vary between programmes, application requirements can be detailed and fixed deadlines mean businesses often need to plan well in advance. Advice from the right partner can help with early eligibility assessment, application material, supporting documentation, engagement with regulators and the year-end claim process. BlueRock can provide support with identifying eligible R&D activities and expenditure, translating technical work into funding-ready documentation and preparation of claims. For businesses developing new equipment, processes, products or software, funding opportunities may be closer than they think. www.thebluerock.co.nz TOM MOORE Director - R&D and Government Incentives
spotlight
Essential Flavours - Your Partner in Taste Flavour is where first impressions are made and where consumer loyalty is won.
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or more than 35 years, Essential Flavours has helped food and beverage brands turn great ideas into products people come back for. Founded in Melbourne in 1989, Essential is a family-owned Australian flavour company built on collaboration, technical know-how and speed to market. Essential flavours are available in New Zealand exclusively through Sherratt Ingredients. Food and beverage manufacturers can access an extensive portfolio of sweet flavours available in liquid and spray-dried powder formats, suitable for applications across beverages, nutrition, dairy, bakery, confectionery, snacks and nutraceuticals. The range includes favourites such as vanilla, chocolate and fruit flavours, alongside floral or spice profiles, organic options and innovative taste solutions. Essential also helps brands meet evolving consumer demands. Its
TasteMax™ range supports sugar reduction, functionality and better-for-you reformulation by enhancing sweetness, improving mouthfeel and balancing bitterness without compromising taste. Behind Essential is a team of flavourists, food technologists, sensory specialists and regulatory experts. The company offers application testing, dosage optimisation, pilot-scale equipment including UHT processing, sensory analysis, and market insights through the company’s Melbourne Collaboration and Sensory Research Centre and technical facilities in Australia and Vietnam. Backed by Sedex membership and continued investment in their Australian manufacturing, research and sensory capability, Essential provides manufacturers with confidence for both local and export markets. Essential also has a strong understanding of where flavour trends
are heading. Its latest flavour trend report highlighted several flavours shaping what consumers will be eating and drinking in 2026 and beyond. These included pistachio, matcha, ube, coffee, spice, and “& Cream” flavours and combinations. Get in touch with the team at Sherratt Ingredients to request a flavour sample or to learn more about the full range of exclusive flavours available from Essential Flavours. For more information: Contact 09 444 1676 or sales@sherratt.co.nz www.sherratt.co.nz
August 2026
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spotlight
Develop cutting-edge beverages with plant-based colours Modern consumers want shareable beverage experiences. Miguel Bielders, Marketing Manager APAC at GNT Group, highlights the potential of plant-based colours
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olour brings new beverage experiences to life. Whether developing a core product or a limited-time offer, colour is a vital storytelling device that helps consumers get a feel for a product before they take their first sip. In most cases, colour is used to influence flavour expectations and help consumers connect the dots. But in today’s visual-first world, it plays an even bigger role. High-impact natural
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colours like deep reds, blues, and greens can help build buzz and deliver visual novelty. These trending shades catch the eye and create instant appeal, ensuring drinks are more likely to be shared on TikTok, Instagram, and beyond. THE IMPORTANCE OF PLANT-BASED COLOURS Today’s consumers are conscious of what goes into their food and drinks. They want clean labels without
compromising visual appeal. EXBERRY® colours are the ideal solution. They are made from fruits, vegetables, and plants without the use of chemical solvents, helping ensure widespread consumer acceptance while futureproofing against regulatory change. EXBERRY® can also be used to deliver a complete spectrum of bright, stable shades, and the concepts below have been developed to showcase the possibilities. Created by our expert culinary team,
they pair trend-driven flavours with bold, natural colours. EXBERRY® MANGO BOOSTED LEMONADE Mango electrolyte syrup combines with coloured mango pieces to create a lemonade that is a treat for the eyes as well as the tastebuds. HOW IT WAS MADE Fresh mango was cooked with cinnamon, orange zest, spices, and EXBERRY® yellow carrot concentrate then boosted with electrolytes. Freezedried mango pieces were also coated with EXBERRY® yellow carrot concentrate. The syrup and mango pieces were added to freshly squeezed lemonade to produce a sunrise-like orange hue. EXBERRY® CHERRY BUBBLE PEARL LEMONADE The U.S. cherry-flavoured soft drink “Cheerwine” gets a juicy, modern twist
with popping texture and bold plant-based colour. Bubble pearls tap into the growing demand for interactive textures and bobastyle beverages. Paired with natural colour and clean-label ingredients, it’s a fun, Gen Z–friendly format that sparks curiosity and encourages repeat discovery. HOW IT WAS MADE This cherry lemonade features layered notes of sweet dark cherry and tart citrus while juicy bubble pearls, made using a spherification technique, deliver a satisfying pop. EXBERRY® sweet potato and carrot concentrate naturally boosts the beverage’s rich red hue and visual impact. EXBERRY® SOUTHERN PEACH FIZZ This smooth, sweetly flavoured beverage was inspired by Southern Comfort, the iconic New Orleans sunset-coloured spirit boasting notes of juicy summer peaches and ripe cherries brightened by lime zest with hints of cinnamon, vanilla and honey.
HOW IT WAS MADE Peach puree was blended with cherries, lime zest, ground cinnamon, natural vanilla extract and EXBERRY® yellow carrot concentrate. The vibrant golden syrup is sweetened with honey and sugar before carbonated water is added for an effervescent finish. EXPERTS IN PLANT-BASED COLOUR GNT is dedicated to partnering with brands throughout the entire product development process to ensure effective plant-based colour solutions. We have almost 50 years’ experience using colours made from fruits, vegetables, and plants in food and drink. Whatever your vision, EXBERRY® can help you make it a reality. If you want to learn more about how to replace synthetic dyes with plant-based colours, sign up for GNT’s beverage webinar now
August 2026
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agrifinance
New Zealand food and ag in good shape, but sector must be deliberate about where it’s heading Across recent months, I’ve had the opportunity to attend several major agricultural industry events up and down the country, including the National Fieldays at Mystery Creek, the Primary Industries New Zealand Summit in Auckland and the Wanaka A&P Show, just to name a few.
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t these events, I’ve had the chance to chat to stakeholders from right across New Zealand’s food and agri sector supply chain, and it’s clear to me from these conversations that the sector is in pretty good shape. While the situation in the Middle East and its inflationary impact on farm inputs is undoubtedly front of mind for many, the mood amongst sector participants is remarkably upbeat, and the majority of the farmers, growers and industry professionals I’ve chatted to are looking towards the future with real positivity. This sense of optimism is backed up by our latest Rural Confidence Survey, completed in June, which found farmers continue to be upbeat about the prospects for the agri economy over the year ahead off the back of ongoing elevated demand and pricing for New Zealand’s
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key agricultural commodities. The latest survey result was the eighth consecutive quarter with confidence at net positive levels (more farmers expecting conditions to improve over the next 12 months than those expecting them to worsen), extending a run of positive results which began way back in quarter three of 2024. As New Zealand’s only specialist food and agribusiness bank, Rabobank is naturally thrilled to see the sector performing so well, but we’re also conscious of the need to keep a close eye on the challenges and opportunities in front of it. This is a topic the bank has spent plenty of time mulling over recently and, at the Primary Industries New Zealand Summit in June, I launched our latest white paper ‘Succession 2050 – Gearing up for New Zealand’s food and agri future ’, which explores the key considerations for the
Rabobank is New Zealand’s only specialist food and agribusiness bank. Food and agri is in our DNA. The bank was set up in the Netherlands over 125 years ago as a cooperative - by farmers, for farmers. sector as we transition out over the next few decades and beyond. In addition to Rabobank’s own insights, we brought together a selection of 14 leading food and agri experts to share their perspectives on what the sector could look
Here in New Zealand, Rabobank has a single focus on food and agribusiness. Under its business growth strategy, the bank is committed to continue supporting Kiwi farmers, growers and food producers. like in 2050 - and what needs to change to achieve that vision. These experts covered a range of topics, including consumer trends, the global trade environment, environmental sustainability, growing our people and leadership capability, the role of science and biotech, and agritech. In sharing these reflections and ideas, Rabobank and the individual contributors hope to generate deeper discussions about the challenges and opportunities in front of us. We particularly liked this quote from Horticulture NZ’s Kate Scott: “If we are not deliberate about where we are heading, the future will arrive by default rather than by design”. By way of summary, the white paper contributors identified 23 changes they would like to see in New Zealand between now and 2050 that will help set up the sector for success. At the centre, we need a change model that starts from the customer perspective and works outward from that, feeding into more purposeful decisions about land use and production systems. Then once we are clear on what customers are asking for and where we want to play, we need to stack talent and technology. Between these items, we have the elements of a 2050 growth engine. Standing back from the detailed ideas
and suggestions in the paper, what really struck me was the genuine sense of optimism in the perspectives of the experts who contributed to the white paper. As with the general mood across the sector at present, this sense of positivity came through strongly. As a sector, we have a real opportunity to take things to another level over the coming years. We have great people. We produce world-leading food. And we have some of the world’s best technology and natural resources. We have so much going for us and my
wish is that our experts’ thinking will inspire others to join me in pushing for a more deliberative strategic future for New Zealand. You can download a copy of our 2026 whitepaper here TODD CHARTERIS CEO , Rabobank New Zealand
August 2026
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agriculture
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agrifinance
Resilience Within New Zealand Agribusiness Richard Anderson, Head of Agribusiness, Institutional & Business Banking, Westpac, said that the major agribusiness sectors have been performing well, especially red meat, dairy, wool, apples, and kiwifruit.
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e saw additional growth in Canterbury dairy through conversion, the annual release of Sungold and RubyRed kiwifruit licences and related land development, which provided around NZD 400 to 500 million in potential capital deployment per annum, and also noted the potential for productivity gains in beef through the use of virtual fencing on hill country properties. “Economic conditions are strong across most sectors, with robust cash surpluses generated in those industries. Farm sales are significantly up year on year, and farmgate debt has reached NZD 63 billion as at the end of June, surpassing its previous peak in 2020,” said Anderson. “Land prices are moving up, with uplifts in Canterbury particularly strong, although this follows almost a decade of prices moving sideways. We are seeing plenty of investment on-farm with the development of wintering barns and feed pads, and upgrades to sheds and effluent systems that have not seen much love for a while.” He added that lending conditions have been favourable, with the sector’s strong performance benefiting most, and banks’ stressed assets have fallen significantly from their peaks in 2023/24. “Appetite to lend should not be a constraint for most sectors, with balance sheets and cash flows looking strong after
debt retirement and valuation uplift.” At the same time, Anderson highlighted that arable, hops, cherries, and grapes have faced greater challenges, with arable being affected by markets and weather, grapes and hops by oversupply, and cherries by climate. Farmers and growers in these industries with existing diversification can mitigate some of this risk, but for hops and grapes, where there is oversupply, they will need to work through issues until there is more balance in end markets. He mentioned that resilience has been a key topic of conversation among Westpac customers, and with the increasing frequency of severe weather events, farmers need to be prepared. For example, after Cyclone Gabrielle, Anderson visited a grower in Gisborne who had been severely flooded. As they have rebuilt, they have increased the size of the culverts to handle larger flows in the future. Water storage investments have also become common, increasing resilience for droughts. In terms of new technologies, wearables were the flavour of the year across dairy and more recently beef. However, he said that businesses must consider how they would fit investments in new equipment, automation, processing technology, or other productivityenhancing initiatives within their existing systems, or look into changing operating methods to realise those benefits.
He also highlighted the importance of remembering that markets are cyclical, so farmers and growers should build capacity into their operating models and balance sheets to absorb external shocks, whether weather-related, interest-rate-related, or end-market-related. Farmers also should be thinking ahead as to how to enable the next strategic move, whether it be to their first herd or farm, next farm, or to enable succession and communicating that to their key advisors, including their bank. “We also need to understand that markets change, as seen with the impact of an ageing population in Japan and China on consumption habits, trending away from premium or New Zealand-grown produce as they wind down spending in retirement. We need to be cognisant of these trends and have our exporters and industry bodies and MFAT thinking ahead to get the best value for our world-class product.” Anderson was proud to be part of a team that has been supporting New Zealand farmers and growers to succeed. Westpac’s Sustainable Farm Loan can be used to fund specific projects as well as the whole farm. The loan rewards farmers and growers for looking after their animals, crops, people, land, and the environment, and for understanding how climate change affects their farms. Customers also receive a discount on all of their term debt. “It is a great time to be in the food and fibre sector.”
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meet the grower
The Science of Strawberry Growing JCLM Farming is growing Australia’s strawberry future with high-tech propagation and expanded plant production.
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family-owned and operated business in Tasmania’s Derwent Valley, JCLM Farming is ideally situated to grow a secure supply of high-chill strawberry bareroot and plug plants from the world’s best breeding programs for distribution to premium producers around Australia, including proprietary and public variety cultivars. The business has now doubled its annual plug-plant capacity to five million. Construction of the AUD 800,000 expansion, including 12 additional polytunnels erected over one hectare, began last November and finished ahead of schedule in mid-June. The high-tech strawberry propagation operation has become one of only two of its kind in Tasmania and among several in Australia with misted-tip capability. JCLM Farming, which built its first polytunnel in 2023, now has 26 tunnels, all providing optimum growing conditions for a year-round supply of strawberry plants to growers nationally. Managing director Jack Beatie said the expansion was in response to surging demand Australia-wide for strawberry plug plants over the past two years.
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“Our focus continues to be on generating value for our customers. There’s a strong move across the global industry away from soil plants and into plants grown in substrate, plugs, mini-trays or tray plants. The plant types we’ve distributed in recent seasons have been very well accepted by our customer base,” said Beatie. He travelled extensively throughout Australia and internationally to investigate industry-leading strawberry propagation facilities and replicate the best set-up for his central Tasmanian location. At a specialised nursery, Beatie said the focus was on the high-intensity propagation of strawberry tips. Once these tips have propagated, they are grown out into established plug plants, mini-trays, or tray plants. A total of 10,000 tonnes of soil was moved to level the site, and 8,000 tonnes of rock were laid to construct the facility. “It’s quite a lengthy process, sometimes over a year, depending on plant type. Foundation material is planted in grow bags in the tunnels in August, tips are harvested and placed into potting media in trays in January and February, and
finished plants are then dispatched from March through to the following January,” he said. JCLM Farming constructed its own tunnels supplied by the leading manufacturer, Haygrove of the United Kingdom. The tunnels, a high-tech alternative to traditional glasshouses widely used in the Australian berry and produce industries, are outfitted with steel trough tabletop systems that elevate plants to improve circulation and reduce the risk of soilborne diseases. “Tunnel features allow us to maintain an average temperature of 4-6 degrees Celsius above ambient, which is ideal for plug plant propagation. We have also installed a 4-metre-high wind net around the entire facility,” he said. The facility is outfitted with bestpractice technologies, including a Priva irrigation system (The Netherlands) provided by Irribiz, substrate-filled growbags from Botanicoir (Sri Lanka, and potting media from Legro (The Netherlands) and a bag moisture, fertiliser, drip and drain monitoring system provided by Agri-Tech Services (the United Kingdom).
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logistics
Future-Proofing South Island Through Dakota Park An important freight and logistics hub for Christchurch and the wider South Island, Dakota Park offers more than 50,000 square metres of logistics and warehousing facilities.
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ith direct access to the airfield, a dedicated freight apron, and the road network, it has helped reduce handling and transfer times, particularly for time-sensitive freight such as fresh produce, e-commerce, parcel deliveries, and critical supplies. Located at the airport are both major operators and smaller logistics businesses, which, combined with Christchurch’s domestic and international air connections, have allowed Dakota Park to support efficient distribution across local and trans-Tasman supply chains. According to Sean Tully, Strategic Communications Manager, Christchurch International Airport, freight facilities have become larger and more sophisticated as operators accommodate automation and new materials-handling systems. Businesses have also placed greater emphasis on sustainability and flexibility, with buildings and sites needing to adapt as these models evolve. “The importance of protecting adjacent land parcels to facilitate expansion from both growth and technological change has never been greater. Efficient connections to the airfield and road network are also critical to reducing handling, travel time and cost,” said Tully. “The industrial market is also becoming more differentiated. While some businesses remain very cost-focused, others place greater emphasis on building quality, transport connections and being part of a high-quality campus that reflects their brand.” Dakota Park is particularly well positioned to meet those requirements. Sitting on its own junction on State
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Highway means the entire air freight precinct is accessible without having to navigate around the passenger terminal. All stakeholders are close by, including forwarders, airlines, MPI and customs. As the passenger market expands, Tully said more export markets will become accessible directly, with produce able to reach markets, restaurants, and supermarket shelves within 18 hours of departure from Christchurch Airport. “We invest in airline brands that matter. We encourage airlines that invest in passenger operations and air cargo operations to operate from Christchurch,” he said. Tully also understood that airlines needed to earn customers’ confidence, which is especially important in the air freight market with specialists like Cathay Pacific, Singapore Airlines, and Emirates keeping standards high at Christchurch Airport. Additionally, the integrators ensure e-commerce functions into the South Island economy, and bespoke facilities and road access ensure time-definite or time-sensitive product premiums are not compromised by unnecessary ground time. Sustainability was another major component of all campus infrastructure at Christchurch Airport, mainly its investment in renewable energy. Tully highlighted that Dakota Park will have access to solar energy through a new airport-owned substation, providing increased access to electricity from Kōwhai Park’s solar farm during the day and the national grid when required. The solar farm is expected to generate the equivalent of the annual electricity needs of about 36,000 homes. For businesses considering Dakota Park, that combination of renewable energy and
dedicated electricity infrastructure will be increasingly important as freight, logistics and distribution become more energy intensive due to the electrification of vehicle fleets, equipment, and other parts of their operations. “Having the infrastructure in place gives businesses greater confidence they can grow while also reducing their emissions. We’re also looking at sustainability across the wider precinct.” The recently completed NZD 40 million freight apron also incorporated lower-emission asphalt and recycled construction materials. DHL, which opened its new freight hub in April, said it was the company’s first facility in New Zealand designed to operate as carbon-neutral across scope 1 & 2, supporting its global aim to reduce all logistics-related greenhouse gas emissions to net-zero by 2050. This facility has incorporated on-site renewable energy solutions, including a solar photovoltaic system, supported by energy-efficient building technologies, electric vehicle charging infrastructure, and advanced energy monitoring systems. “We want businesses located here to have excellent transport connections, as well as access to the energy and infrastructure they will need to operate efficiently and sustainably for decades to come.” For Tully, Dakota Park’s next chapter will build on its strength in freight and logistics to become a platform for highvalue, export-led industry, bringing together world-class connectivity, advanced manufacturing, and resilient energy so Canterbury can make more, move more, and export more. He also observed that on-shoring has
From the inside of the DHL belly
become more prevalent in manufacturing and aims to offer the facilities and ground infrastructure to enable companies to onshore processes, but within the confines of a growing airport with intercontinental links. Although Christchurch Airport most often acts as a landlord, the goal will be to provide the infrastructure for companies to choose to operate at the airport because of the advantages and markets that tenant clustering creates. Tully believed that getting product to market in a timely fashion will remain key to securing the next order and maintaining loyalty, especially with digital automation and recent supply-chain disruption, and was committed to hosting the best operators in each air freight industry segment to provide confidence and accessibility among tenants who are experts in their field. For Dakota Park, these trends mean continuing to provide well-connected, adaptable sites that allow businesses to expand and grow, while continuing to invest in technology, improve productivity, and respond quickly to changing customer requirements.
Airfield shot
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logistics
Coordinating The Right Response Across Networks New Zealand businesses operate at the end of long and increasingly volatile international supply chains.
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essel delays, port omissions, changing shipping schedules, adverse weather and capacity constraints can all affect when containers arrive or depart. Once cargo reaches New Zealand, businesses must also manage port and rail capacity, vehicle-booking availability, empty-container dehire requirements, detention and demurrage exposure, and fluctuating transport costs. These challenges have been particularly significant for the food and beverage sector as products may be seasonal, temperature-sensitive or have limited shelf life, while exporters often have strict vessel cut-offs and customer delivery windows. Importers must also coordinate stock availability with production schedules, promotions and distribution-centre capacity. A relatively minor delay at one point in the chain can quickly result in product shortages, lost shelf life, production disruption or substantial additional cost. With New Zealand’s reliance on global trade, for Ben Storey, GM Commercial and 4PL at Nexus Logistics, resilience can begin with accepting that disruption will occur and developing alternatives before they are required. Storey said that exporters should work with reputable suppliers that have the capability, capacity and visibility to manage their shipping requirements
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effectively. This includes providing container availability, vessel cut-offs and transport capacity, particularly during seasonal peaks when export volumes increase, and equipment, refrigerated capacity and vessel space become constrained. According to Storey, the underlying challenge was fragmentation. Shipping lines, ports, rail providers, road carriers, warehouses and customers often operate through separate systems. Without effective coordination, businesses can have plenty of information but still lack a clear, end-to-end view of what is happening and what action is needed. Nexus Logistics’ control tower approach can provide customers with a central point of coordination across their container supply chain. Rather than requiring the customer to separately manage shippingline information, port availability, rail movements, road transport, container delivery and empty dehire, the company brings those activities together into one managed process. Storey said this provides customers greater visibility into where their containers are, what is scheduled to happen next, and where an exception or delay requires attention. More importantly, the control tower converts that information into action. “Our team can adjust transport plans, prioritise urgent containers, coordinate with the relevant providers and
communicate changes before they become larger operational or financial problems,” he said. “The result is a more controlled supply chain, improved fleet and warehouse utilisation, fewer avoidable delays, and reduced exposure to detention, demurrage, storage and other ancillary costs.” Additionally, Storey highlighted that technology has shifted container logistics from a reactive model to a more proactive and exception-based approach. Better system integration has now brought information from shipping lines, ports, rail providers, transport operators, and customer systems together into a single operational view. “Real-time visibility means teams can focus on the containers that require action rather than repeatedly checking every movement. Delayed vessels, changing discharge dates, customs or MPI holds, missed milestones and approaching freetime deadlines can be identified earlier and managed by exception.” He added that data has also improved longer-term decision-making. Businesses can identify recurring delays, inefficient delivery patterns, avoidable waiting time and the true cost of different transport options. This helps customers make better decisions about inventory levels, delivery windows, warehouse capacity and the balance between road, rail and inland-hub solutions. “The next step is predictive visibility, not
simply reporting where a container is, but using data to anticipate likely disruptions and recommend the best response.” Storey believed the greatest change will come from better connectivity between the different participants in the supply chain and that greater data standardisation and system integration will create a more accurate, shared view of each container movement. He added that AI and predictive analytics will also become increasingly important to forecast vessel delays, port congestion, delivery demand and detention risk, allowing operators to adjust plans before disruption occurs. He also expects continued growth in
automation at ports, container facilities and warehouses, together with better use of dynamic scheduling and electronic documentation. From a network perspective, he said that increased use of rail and inland freight hubs will be essential. “New Zealand cannot rely solely on direct wharf-to-customer trucking as container volumes grow and urban road networks become more constrained. Moving containers efficiently away from ports by rail and staging them closer to customers can improve resilience, reduce congestion and lower emissions.” Alternative fuels and lower-emission vehicles will continue to develop, but
their adoption will depend on vehicle economics, payload capability, and supporting infrastructure. In the near term, some of the largest sustainability gains will come from better planning, reducing empty running, unnecessary container movements, waiting time, and congestion, and making more effective use of rail. Ultimately, the strongest supply chains will combine technology with experienced operational management. “Data can identify a problem, but value is created when the logistics provider can interpret that information, make a decision and coordinate the right response across the network.”
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logistics
Aerospace Logistics Capabilities Expanded in Auckland B&H Worldwide, a global leader in aerospace and aviation logistics, has relocated its Auckland office and warehouse operations to a new facility in Mangere, Auckland.
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ituated less than ten minutes from Auckland Airport, the site was strategically selected to enhance operational efficiency and strengthen support for airlines, MROs, OEMs, lessors, and aerospace suppliers requiring reliable, time-critical logistics solutions. The company has reinforced its commitment to delivering specialist aerospace logistics services across New Zealand and the wider Asia-Pacific region. The relocation has further enhanced B&H Worldwide’s ability to provide a comprehensive range of aerospace logistics services, including third-party logistics (3PL) warehousing, inventory management, customs clearance, import
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and export handling, airside access and 24/7 Aircraft on Ground (AOG) support. Designed to meet the specific requirements of the aerospace industry, the facility includes dedicated secure storage areas for high-value aircraft components and engines, as well as specialised shelving systems for the efficient storage and management of smaller aircraft parts. Combined with improved airport connectivity and the support of B&H Worldwide’s dedicated customs team, the new location enables faster cargo processing and more responsive support for customers operating in highly demanding environments. “Our new Auckland facility represents
an important step in strengthening our service offering for the aerospace sector in New Zealand,” said Lee Hedges, Branch Manager, New Zealand, B&H Worldwide. “Its proximity to Auckland Airport, combined with our specialist customs expertise, secure storage capabilities and around-the-clock AOG support, enables us to respond quickly and efficiently to our customers’ requirements. This move strengthens our ability to deliver the speed, reliability and operational excellence that the aerospace industry demands.” The relocation also strengthened B&H Worldwide’s position within its global aerospace logistics network, improving connectivity between New Zealand and key aviation markets worldwide. Customers will benefit from streamlined cargo movement, enhanced operational responsiveness and access to B&H Worldwide’s specialist expertise in managing complex aerospace supply chains. As demand for efficient and resilient aerospace logistics solutions continues to grow, the new Auckland facility provides a strong foundation for future development, enabling B&H Worldwide to support increasing inventory volumes, new customer programmes and the evolving needs of the aviation industry.
The new location enables faster cargo processing and more responsive support for customers operating in highly demanding environments.
Visy Logistics X Coca-Cola Europacific Visy Logistics has partnered with Coca-Cola Europacific Partners (CCEP) to support its linehaul transport requirements across selected Australian lanes.
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isy Logistics operates a comprehensive linehaul fleet and established national transport network. This capability enables Visy Logistics to provide CCEP with reliable capacity, operational flexibility and access to modern transport equipment. To support CCEP’s requirements, Visy Logistics has added new Volvo FH600 prime movers with Euro 6 engines and 36-pallet B-Double trailer combinations to its already extensive national linehaul fleet. Wayne Boxshall, President, Visy Logistics Australia, said this partnership reflected the strength of its transport capability and its ability to consistently deliver high-quality outcomes for its customers.
“We are proud to be trusted by CCEP and look forward to building a strong, long-term relationship.” Visy Logistics will use these new prime movers in 36-pallet B-Double trailer combinations. Compared with 34-pallet configurations, they increase carrying capacity by six percent, reducing the number of truck movements required to transport the same volume of freight. In addition, these new Euro 6 prime movers reduce fuel use by five percent compared with previous-generation Euro 5 vehicles. Selected trailer combinations will also feature dedicated CCEP livery, proudly showcasing the partnership between
the two businesses as they travel across Australia. “We make and move some of Australia’s most loved drinks every day, so having the right partners across our supply chain really matters. With operations in every state and territory, we need a transport network that can keep products moving reliably and efficiently for customers across the country,” said Tim Chapman, National Transport Manager of Logistics at Coca-Cola Europacific Partners, Australia Pacific. “Visy Logistics brings the scale and linehaul capability to help us do that, while giving us access to higher-capacity equipment that supports a more efficient and sustainable supply chain.”
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mango
A Taste of Summer Loved on Both Sides of the Tasman For many New Zealand consumers, the arrival of Australian mangoes signals the beginning of summer.
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ith their vibrant colour, sweet aroma and juicy flesh, they have become a seasonal favourite, and in recent years, New Zealand has grown to become the largest export market for Australian mangoes. Australia produces approximately 70,000 tonnes of mangoes each year, with the vast majority grown across the tropical regions of the Northern Territory and Queensland. Across all regions, growers carefully manage orchards to deliver premiumquality fruit throughout the season. Although harvesting typically begins in September in the Northern Territory, Australian mangoes are generally available in New Zealand from around October each year, aligning with the start of the Queensland harvest and building
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through spring and summer. Consumers can enjoy a diverse range of varieties, including: • Kensington Pride: Australia’s original mango, celebrated for its rich tropical flavour and distinctive aroma. • R2E2: a large, round fruit with striking colour, firm flesh and sweet, fresh flavour. • Calypso®: known for its sweet and juice flavour, low-fibre flesh and strong shelf appeal. • Honey Gold: recognised for its vibrant golden skin and sweet, rich flavour. • Keitt: a late-season variety with a mild, sweet flavour and firm flesh. This varietal mix enables retailers to maintain a consistent supply throughout the season while catering to a range of consumer preferences for flavour, texture and size. For Australian growers, New Zealand is
far more than a neighbouring market. It is now Australia’s largest export destination for mangoes, consistently accounting for around 40 percent of total export volumes. Close proximity between the two countries enables efficient supply chains, ensuring fruit arrives in excellent condition and delivers the premium eating quality for which Australian mangoes are known. Whether enjoyed fresh, added to salads, blended into smoothies or used in desserts, Australian mangoes continue to offer New Zealand consumers a taste of sunshine and a connection to Australia’s tropical growing regions. While the next season is still some time away, shoppers can once again look forward to one of summer’s most anticipated fruits, grown by Australian farming families and delivered fresh across the Tasman.
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mango
More Than A Summer Flavour Mango has become a harder-working flavour for retailers and suppliers. It still carries summer, colour and tropical appeal, but it now appears across enough supermarket categories that it can no longer be treated as a seasonal add-on.
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hat creates a clear ranging question. For supermarket buyers, brand owners and category teams, the issue is not whether shoppers recognise mango. The question is whether another mango SKU will drive incremental sales or simply sit beside existing tropical products and weaken the point of difference. Mango has expanded beyond juice and ice blocks. It now features in yoghurt pouches, probiotic yoghurt, chilled drinks, electrolyte beverages, sparkling drinks, teas, muesli bars, nut crunch, baby food, sorbet, chutney, sauces and savoury protein formats. That breadth matters commercially because mango now works across multiple shopper missions. It can sit in lunchbox convenience, summer refreshment, guthealth dairy, low-sugar hydration, premium frozen dessert, family snacking and meal solutions. Few fruit flavours can stretch that far without losing mainstream recognition. For brand owners, mango is a useful tool for range reviews. It can refresh an existing line without asking shoppers to understand a completely unfamiliar profile. A mango-
passionfruit pouch, mango yoghurt, mango sparkling drink or mango snack bar can feel new enough to justify trial, but familiar enough to reduce risk at shelf. The risk is sameness. Mango often pairs with passionfruit, peach, orange or coconut. Those pairings make commercial sense because they soften acidity and strengthen the tropical cue, but if every product follows the same formula, multiple lines end up doing the same job. Mango should not be added simply because tropical is trending. It needs a clear role in the range: a children’s option, a no-added-sugar alternative, a gut-health product, a premium indulgence, a summer promotion or a stronger flavour cue within an established category. The strongest mango products have a defined occasion. In dairy, mango can create a smooth, bright flavour for yoghurt, smoothies and pouches. In drinks, it can deliver colour and sweetness while supporting hydration, energy or lowsugar positioning. In snacks, it can make healthier formats feel less austere. Mango also gives category teams a seasonal promotional platform that spans
departments, not just fresh, frozen, or chilled drinks. A coordinated tropical range can bring together beverages, dairy, snacks, frozen desserts and selected meal solutions, giving suppliers a stronger case for supporting activity. There is a procurement angle too. Mango products vary widely in format, ingredient load and supply chain complexity. A mango-flavoured beverage has different cost and stability pressures from a mango yoghurt, sauce or frozen product. Buyers will look past the flavour name and assess whether the product can hold quality, margin and availability through the season. Mango’s value is not in novelty. Its strength is its familiarity, flexibility and ability to adapt to new formats. That makes it commercially useful, but also easy to overuse. The point is not to add mango everywhere. It is to choose where mango clearly improves the offer. Suppliers will get more value from the flavour when it gives shoppers a reason to buy again, not when it simply adds another tropical line to an already crowded category.
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mango
Heat Meets Tropical Sweetness Mango’s next supermarket opportunity may not come from another sweet tropical blend. The stronger growth angle is in contrast, where mango is paired with chilli, lime, salt, spice, vinegar or savoury cues to give familiar products a sharper adult appeal.
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verseas, this fruit-plus-spice movement is being described as fricy, a shorthand for fruity and spicy. For New Zealand supermarkets, the more useful point is commercial rather than linguistic. It gives suppliers another way to use mango beyond the usual tropical cues, and it gives retailers a more defined shelf story. For suppliers, that opens a useful point of difference. For retailers, it gives mango a new role in categories that are already crowded with tropical flavours. Mangopassionfruit, mango-orange and mangococonut still work, but they are familiar. Fricy flavour gives mango a different job across sauces, snacks, beverages, meal solutions and foodservice-inspired grocery. The appeal is not hard to understand. Mango brings sweetness, colour and softness, while heat brings energy and interest. Acidity stops the product from becoming too heavy. Together, they create a flavour profile that feels current without asking shoppers to move too far from the mainstream.
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For supermarket buyers, this is where mango becomes more than a seasonal flavour. A mango chilli sauce can sit naturally in meal solutions or BBQ. A mango-lime dressing can support salads, deli and summer entertaining. A spicy mango snack can add interest to sharing occasions, while a mango jalapeño beverage can give refreshment a more adult cue. That gives suppliers a broader commercial platform. Instead of launching another tropical line into a chilled or frozen category that may already have several similar products, mango can be used to create a stronger usage occasion. The product can still feel accessible, but it has a clearer reason to stand apart. Foodservice has helped build this direction. Operators have been using mango in cocktails, salsas, glazes, dressings and spicy sauces because it adds colour and lift without requiring unfamiliar ingredients. Grocery often follows once those flavour cues become familiar enough for home use.
That is relevant for retailers because shoppers are increasingly comfortable with foodservice-style flavours in supermarket formats. Meal kits, premium sauces, marinades, frozen snacks, ready meals and RTD drinks have all benefited from flavours that feel like something a customer may have seen in a café, bar or casual dining menu. Mango works well in that space because it is not intimidating. A mango chilli sauce sounds more approachable than a very hot sauce built around an unfamiliar pepper variety. A mango lime salsa gives shoppers a clear usage cue. A mango jalapeño drink has enough novelty to stand out, but enough familiarity to avoid feeling too niche. The opportunity is not limited to sauces. Fricy flavour can work across chips, nut mixes, crackers, jerky-style snacks, chilled dips, frozen finger food, marinades, dressings, soft drinks, mocktails and alcohol-adjacent adult beverages. Each format gives mango a different role, from sweetness and colour to balance and finish.
For suppliers, the discipline is choosing the right level of heat for the category. A family sauce may need warmth rather than punch. A snack product can push harder because consumers expect impact. A beverage needs a cleaner finish so the heat does not become tiring. A meal solution needs balance so the product works with protein, rice, salad or bread. Retailers will also need to think carefully about where these products sit. Fricy mango may not belong beside standard fruit products. In many cases, it will work better with world foods, condiments, entertaining, premium snacks, BBQ, summer displays or adult refreshment. Shelf placement will influence whether shoppers understand the usage occasion. There is a margin opportunity in this. Products with more complex flavour cues can support premium positioning when they are executed well. A mango chilli glaze, mango lime dressing or spicy mango mixer can carry a stronger value perception than a basic fruit-flavoured line, giving suppliers more room to protect margin if the product delivers. The risk is overplaying the trend. Fricy flavour is useful, but it can quickly become gimmicky if the product has no clear use. A mango chilli product still has to answer a practical shopper question. What do I put it on? Who in the household will use it? Why would I buy it again? This is where product format becomes as important as flavour. A sauce can show usage through serving suggestions. A snack can communicate intensity and occasion. A beverage can lean into refreshment, summer or adult social drinking. A frozen product can be positioned around entertaining or quick meals. Without that clarity, the flavour combination may attract curiosity but fail to build repeat purchase. Suppliers also need to be careful with
cultural cues. Mango with chilli, salt or chamoy-style influence has roots in established food traditions. The strongest products will treat those cues with some intelligence rather than turning them into a loose novelty claim. That does not mean making the product complicated. It means being clear about flavour, usage and the inspiration behind it. For retailers, fricy mango can help bring energy into categories that need refreshment. Condiments, snacks and RTDs are obvious opportunities, but there may also be room in chilled dips, ready meals, meat glazes and deli-adjacent products. The common thread is occasion. These products need to make a meal, snack or drink feel more interesting.
Mango’s role in this space is commercially useful because it reduces the risk attached to bolder flavours. It gives suppliers a way to introduce heat without alienating mainstream shoppers. It also gives retailers a product story that can sit across summer, entertaining, BBQ, global flavours and adult refreshment. The next phase of mango will not be won by sweetness alone. It will be won by products that use mango to create contrast, whether through chilli, lime, salt, smoke, vinegar or spice. For suppliers, that means building the flavour around a real usage occasion. For retailers, it means backing the products that can move beyond trial and earn their place through repeat purchase.
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mango
The Next Fresh Obsession Some flavours stand the test of time. Chocolate, vanilla and strawberry continue to dominate sweet food and beverage categories, consistently accounting for the largest share of sales.
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imited-time offers (LTOs), however, serve a different purpose. They’re designed to generate excitement, attract new consumers and refresh brand perception. Most are seasonal or cyclical, what was trending last winter, or even last decade, often returns anew. Today, social media accelerates these cycles, creating a constant stream of viral flavour trends. The challenge for brands is considering speed to market which can be three to six months, making it difficult to
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distinguish between a passing craze and a trend with genuine longevity. So why mango? Why not orange, plum or lemon? Perhaps the more interesting question isn’t why mango, but for how long. Should brands continue jumping on the mango bandwagon, or should they wait for the next flavour to emerge? It’s certainly possible that mango becomes a modern classic alongside chocolate, vanilla and strawberry, but what evidence do we have that it will?
From an ingredient technology perspective, mango still presents challenges. Like many fruits, it is susceptible to enzymatic browning when exposed to oxygen and light, affecting both appearance and flavour. Manufacturers still rely on the same preservation methods utilising antioxidants, sulphites (where permitted) or processing techniques to minimise these effects. Additional natural colours, such as turmeric, may also be used to help maintain an appealing appearance.
This sensitivity can make mango less versatile than consumers might expect. Naturally dried mango, for example, develops a brown colour that may not align with consumers’ expectations in ambient products such as snack bars or breakfast cereals. In beverages, however, opaque packaging and formulation provide greater control over colour and visual appeal, making tropical flavours a more straightforward proposition. That said, I don’t believe enduring trends are usually specific flavours. They’re
about what those flavours represent. Today’s consumers increasingly seek products perceived as natural, whole and made with real ingredients, while pushing back against foods viewed as ultra-processed. Mango and tropical flavours tap directly into that desire; they evoke freshness, sunshine and authenticity. So how long does mango have? My prediction... another 24 months before the market starts looking for the next fresh obsession.
JUSTIN MAHER Founder & Food Technologist Foodie Tech
August 2026
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Column
A Food Product Has More to Say Than Its Label Can Hold Take a jar of honey, a bottle of wine or another New Zealand product. Behind it sits information about ingredients, origin, manufacturing and certification.
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ost of that information will never fit on the label, and finding the current version can be harder than
it should be. That may be manageable until a buyer needs it by Friday. Someone searches for the latest certificate. Another person checks whether the specification has changed. The distributor may have an older document, while the producer has the latest one. The same work begins again the next time someone asks. For smaller food and beverage businesses, this is less a technology problem than a time and version-control problem. The next generation of food packaging will not carry all the product information. It will provide access to it. Packaging cannot do every job. It must meet labelling requirements, identify the product and communicate the brand. Buyers and customers now want more about provenance, ingredients, certifications and the evidence behind the claims. Retailers are preparing for wider use of 2D barcodes, while buyers and regulators increasingly expect product information to be current, accessible and easier to verify. Trying to fit all of that information onto the label is not the answer. The QR code gives us another option.
Imagine every product has one live information page opened by the code on the pack. The producer keeps the information together and decides what each audience should see. A buyer might need certificates. A customer may want provenance, serving suggestions or a video. When something changes, the producer updates the page. The code and packaging stay the same. This is the problem we have been working on with OwlQR: giving each product one live page where its current information can be managed and shared. It does not replace testing, certification or compliance advice. It makes the information around them easier to organise. Compliance is the logical place to start, but the same page can do more. A honey producer might show how authenticity is checked. A seafood brand could connect customers with the fishing area. A beverage company might share serving ideas and the story of its region. New Zealand food and beverage brands often compete on origin, quality and the way their products are made. Those points become more useful when people can see what sits behind them. There is a commercial advantage here as well. An exporter that can answer a buyer’s questions quickly and support its claims
with current evidence is easier to trust and easier to do business with. Businesses do not need to begin with every product. Choose two or three already being exported. Find the current information, decide what people should see and establish who will keep it updated. The exercise will quickly show what is missing, duplicated or out of date. The next generation of product codes will do more than identify an item at the checkout. They will help explain what is behind the product. Kiwi producers that organise that information now will be easier to trust, easier to buy from and better prepared for whatever their next market asks of them. Carrick Graham is a co-founder and director of OwlQR, a New Zealand-built digital product identity platform for exporters and brand owners.
CARRICK GRAHAM Co-founder and director OwlQR
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SPECIAL EDITION
MARKET BRIEF THE GROCERY MARKET MOVED AGAIN. DID YOUR STRATEGY? With Industry Insights from: •
Chris Quin CEO, Foodstuffs North Island
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Sally Copland MD, Woolworths NZ
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Renee Waru Category Manager Foodstuffs South Island
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Jeremy Armes Merchandise Manager Health & Beauty, General Merchandise & Pharmacy, Woolworths NZ
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Darren Rusden Head of Convenience Retail, Z Energy
•
Kim Leybourne Head of Foodstuffs, Precision Media
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Aaron Dawson Head of Client Partnerships, Cartology
And more!
THE BRIEF IS OUT. THE QUESTION IS WHETHER YOU’RE PART OF THE CONVERSATION.
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