www.nzmanufacturer.co.nz
NEW ZEALAND PRODUCTIVITY ORGANISATION
NZ’s Economy to take three decades to double without intervention -OECD Data.
SMART MANUFACTURING
“We’re working really hard.”
3 9 19 24
New steel business exemplifies promise of more competitive building products.
By Hon Chris Penk
Wearing both my hats as the Associate Defence Minister and the Minister for Small Business and Manufacturing, I launched the New Zealand Defence Industry Strategy alongside my colleague and friend Defence Minister Judith Collins in early October.
This follows the major Defence Capability Plan released earlier this year, which outlines a path to double defence spending over the next eight years, starting with $12 billion of planned commitments in the first four years.
The Defence Industry Strategy shows how Defence and industry will work together to deliver these plans while building a strong, resilient sector that provides economic opportunities for local businesses and opens doors to export markets.
Small businesses and manufacturers are at the heart of this approach. New Zealand already has a highly skilled industrial base, with more than eight hundred suppliers providing essential services and capabilities to the Defence Force.
The strategy creates pathways for these businesses to grow, take on high-value projects, and work on initiatives that were previously the domain of larger multinational companies.
Several practical actions support this aim. Major suppliers will be required to outline how they will collaborate with local companies, and Defence will work with Kiwi innovators to showcase New Zealand-made equipment and services to international partners.
The strategy also opens the door to more involvement in projects that deliver and sustain defence capability, from engineering and maintenance to training and commercial services.
The establishment of a Technology Accelerator, with an indicative investment of one hundred to three hundred million dollars, will give small and medium-sized enterprises the chance to develop advanced technology with both domestic and export potential.
New offshore opportunities will allow Kiwi businesses to access international markets and gain exposure that has often been difficult to reach.
It was wonderful to have SYOS Aerospace with us at the Defence Industry Strategy launch. The Tauranga-based drone manufacturer gave a live demonstration of their technology, and they show how working closely with the Defence Force can turn innovative ideas into practical solutions.
The benefits extend beyond individual companies. A stronger defence industry strengthens supply chains, creates jobs, and encourages investment in research and development.
By building capability and resilience at home, New Zealand businesses are better positioned to respond to global uncertainties.
More local suppliers will be involved in high-value projects, more New Zealand-designed and built products will be used at home and abroad, and the overall industrial base will become more robust.
New Zealand is already a leader in advanced manufacturing and innovation. It was a pleasure to take part in the Aerospace Summit in Christchurch recently, for a discussion about manufacturing processes and the uncompromising
quality standards driving aerospace innovation in New Zealand.
The country’s aerospace sector has grown rapidly, contributing an estimated $2.6 billion to the economy in 2024, up from $1.7 billion in 2019, with $402 million coming from space manufacturing activities.
Making aircraft and spacecraft is highly complex and technologically continued on Page 28
Secure supply of energy and data to moving industrial equipment.
• Large size range
• Vertical travels
• Energy tubes
• Hygienic chains
• Solutions for long travel
• Guide troughs
• Readychain
• Robotic, 3D
• Circular movement
HUGE range of high quality flexible cables
• Control cables
• Single cores
• Data cables
• Sensor/Actuator
• Intrinsically Safe
• VSD/EMC cables
• Halogen Free cables
• High temperature
• Harsh Conditions
• Crane cables
• Profibus cables
• Bus/DeviceNet
• Solar cables
• Instrumentation
• Flat cables
• Curly cords
Largest range of flexible conduits for cable protection
• Conduits
• Conduit fittings
• Divisible systems
• Jumbo systems
• Conduit Accessories
• Braided cable protection
• Fire barrier solutions
• Food and beverage
• EMC systems
• Ex, ATEX, IEC EX
Industrial connectors for many industries
• Rectangular multipole connectors from ILME
• Single pole Powerline connectors from TEN47
• EPIC connectors from Lapp Group
• M23 circular connectors from Hummel
• Circular connectors specifically for the entertainment/stage lighting industry from Socapex
Safety engineering solutions from EUCHNER
• Multifunctional Gate Box MGB
• Transponder-coded safety switches
• Electromechanical safety switches
• Magnetically coded safety switches
Sensor technologies for automation
• High-Precision Laser Distance Sensors
• Ultrasonic Sensors
• Inductive Sensors
• Fluid Sensors
Media Hawkes Bay Limited, publishers of this magazine, has founded and launched the New Zealand Productivity Organisation (NZPO) to assist in moving manufacturing and business forward.
We understand that New Zealand companies may well have their own clients they communicate with regarding productivity. However, New Zealand Manufacturer is an impartial voice and collaborates with many companies for
better business and better times.
Your company is invited to be a part of NZPO, as we share stories and experiences of our businesses as they tell them to us. And we find ways to greater prosperity.
We were extremely concerned that the NZ Productivity Commission ceased with no noticeable feedback and input from the business community. Is it missed? Does
anyone care? We intend to find out.
Contact publisher@ xtra.co.nz or Tel: o27 280 1992 to discuss further and be added to the NZPO Data Base.
New OECD data shows NZ’s economy will take more than 30 years to double in size unless major structural and cultural changes are made to how organisations operate.
The modelling shows New Zealand’s real GDP, currently at US$216 billion, is not expected to double until 2055.[1]
While the nation’s economy is projected to grow by nearly 48% by 2040, this expansion is largely driven by population growth and increased labour input, rather than meaningful improvements in productivity.
New Zealand’s GDP per hour worked, once comparable to Scandinavian countries like Denmark, Finland, and Sweden, is now on average 40% lower than those economies. This long-term underperformance highlights the depth of NZ’s productivity challenge and signals a widening gap not just in economic output, but in living standards, wage potential and long-term competitiveness.[2]
Experts say that the rapid adoption of AI will not be enough on its own to reverse this trend and significantly boost productivity. Despite the transformative potential of AI and automation, they say that without a simultaneous shift in how organisations lead, structure and empower their people, the implementation of new technology risks amplifying the structural inefficiencies holding back productivity gains.
Craig Steel, a workplace performance expert from Vantaset and author of Transforming New Zealand’s Productivity, says the country has overestimated what technology alone can deliver without first building the leadership capability and workplace culture needed to make those tools effective.
“There’s a misguided belief that AI will close the gap for any organisation that applies it. But what we’ve
seen is that when organisations adopt technology without modernising their leadership and culture, the gains they were seeking rarely occur
“If AI is layered on top of disconnected leadership models and compliance-based systems, it won’t lift people, it will marginalise them,” he says.
Steel warns that New Zealand is at risk of becoming a two-speed economy, where a small number of digitally advanced sectors pull ahead while the rest fall further behind.
“AI will benefit some industries more than others. High-tech services, finance and digital commerce are naturally positioned to leverage AI quickly. But for our traditional sectors like construction, agriculture, tourism and logistics, the path to impact is slower, more convoluted and more dependent on leadership clarity and workforce capability.”
Steel says that this uneven adoption is already starting to show as tech-savvy organisations begin to accelerate.
“You’re seeing early gains in digitally native firms that have agile structures and strong investment in talent. Meanwhile, labour-intensive sectors are struggling to adapt their business models, and without support, they’ll be left behind.”
Steel says the real barrier isn’t technology itself, but the lack of modern systems and the leadership needed to make it work.
“Despite the hype, AI’s promise of efficiency is often delayed by years of integration, upskilling and business model adaptation. In New Zealand, many small and mid-sized firms lack the scale or leadership frameworks to carry that burden effectively.
“OECD research shows that digital adoption only translates to higher productivity when it’s coupled with managerial capability, workforce training and capital investment. New Zealand firms consistently underperform in all three. Without a cultural and strategic reset, AI risks becoming just another cost with limited return,” he says.
Steel says technology must enhance human capability, not just replace it. He says organisations that use AI to support clarity, autonomy and purposeful work are far more likely to see sustained productivity gains. When AI is implemented simply to reduce workforce size or centralise control, it can backfire - weakening morale, diminishing trust and stalling innovation.
“The opportunity with AI isn’t automation for its own sake, it’s augmentation - giving people better tools so they can make a bigger difference,” says Steel.
Steel says there are five interdependent drivers of performance: strategy, culture, leadership, capability
and performance management.
He says his research shows that organisations consistently fail not because they lack data or technology, but because they fail to align these drivers.
Steel has worked with hundreds of organisations over the past 30 years, including some of New Zealand’s largest exporters across sectors such as agriculture, manufacturing, transport, infrastructure and financial services. He says the common thread among high-performing organisations is not scale or sector, but clarity and conviction.
“Regardless of industry, when people understand the strategy, see how they contribute, and are trusted to make decisions, performance improves. That doesn’t happen by accident; it happens by design.
“New Zealand businesses are at a crossroads. The current economic environment, shaped by global volatility, rapid technological disruption, and the changing nature of work, demands an entirely new approach to organisational performance.”
Darren Shand, former All Blacks manager and now delivery partner to Vantaset says New Zealand must look to the systems that underpin its sporting success.
“The All Blacks didn’t win because of tools. They won because of belief, clarity and discipline.
“Every player knew their role, how they contributed and how to excel under pressure. That same clarity is missing from many organisations right now.”
Shand draws a stark comparison between elite teams and underperforming industries.
“A factory floor is no different from a forward pack. If you have great individuals but no connection to purpose or feedback loops, performance breaks down. AI won’t fix that - systems, leadership and culture will.”
The OECD has warned that rising energy costs, minimal R&D spending, and fragmented digital leadership are eroding New Zealand’s competitiveness just as other economies accelerate their investment in integrated performance systems.
Shand says the message from elite sport is simple: adapt your model, not just the tools.
“In rugby, if you’re behind on the scoreboard, you don’t wait for momentum to shift. You change tactics. That’s what New Zealand needs now. A new playbook, not just a new platform”, he says.
[1] Real GDP long-term forecast. (n.d.). OECD. https://www.oecd. org/en/data/indicators/real-gdp-long-term-forecast.html?oecdcontrol-eb3e37581e-var1=NZL
[2] Real GDP long-term forecast. (n.d.). OECD. https://www.oecd. org/en/data/indicators/real-gdp-long-term-forecast.html
New defence strategy opens doors for small businesses and manufacturers.
NZ PRODUCTIVITY ORGANISATION (NZPO)
Where are we going, How are we getting there?
BUSINESS NEWS
Fraser Engineering from Wellington partner in securing long-term fire truck supply.
How Argus made people the engine of change.
SMART MANUFACTURING
AI for Manufacturing Operations: It’s the bus you can’t afford to miss.
“We’re working really hard.”
EMA
Could a laser-generated plume be the next biohazard scare?
Your chance to shape the future of health and safety in manufacturing.
SMART MANUFACTURING
Rethinking aftermarket parts: How AI and Robotics turn inventory cost into service advantage.
The hidden role of project engineering in NZ Manufacturing.
MARS Bioimaging advances Series A to $10m target.
SUSTAINABILITY
Diversity, equity and inclusion: good for people, great for business.
COMPANY PROFILE
McAlpine Hussmann.
ENERGY
A plant-wide approach to bioethanol process optimisation.
DEVELOPMENTS
CleanTech leader expands Australasian footprint with strategic acquisition.
Swisslog and AutoStore present Trans-Tasman webinar on redefining warehouse automation.
ANALYSIS
Altered Capital invests in Echo Tech to drive national expansion of sustainable e-waste solutions.
The business owners exit dilemma.
Finishing Strong: An Action Plan for NZ Manufacturers in the Final Quarter of 2025.
COMPANY PROFILE
Guardian Steel.
ANALYSIS
Age-Inclusive manufacturing: Making flexibility fair on the factory floor.
WORKSHOP TOOLS
Igus expands D1 motor control. Rust prevention in manufacturing. Pact Steel Ltd – Company Profile.
THE LAST WORD From survival to strategy.
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.
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.
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.
9 10 14 16 19 20 24 29
Simon Devoy is the Head of Membership, Export & Manufacturing at the EMA. He’s a seasoned executive specialising in strategy, change management and stakeholder relations. Simon has led major operations in HR, banking and sports, including senior roles at Auckland and NZ Rugby and the Bank of New Zealand. At the EMA, he guides membership growth, export development and manufacturing support, leveraging deep expertise in people, operations and business performance.
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121 Russell Street North, Hastings NZ Manufacturer ISSN 1179-4992
Vol.17 No.9 October 2025
Innovative companies are prominent in October issue. These include:
*New Zealand-headquartered medical device company, MARS Bioimaging, specialises in spectral molecular imaging CT scanners that deliver 3D colour X-rays for point-of-care diagnosis. They are currently advancing the final phase of a Series A investment round to support clinical commercialisation milestones (Page 16).
Following a successful initial close of $7.6 million last year, the company is now selectively engaging with new investors to support its next stage of scale, with a total raise target of $10 million under the same terms as the initial close.
The additional capital will accelerate the company’s growth, including market and technology development, talent acquisition, and scaling of production and supply chain capabilities.
*McAlpine Hussmann (Page 19) is a cornerstone of NZ’s manufacturing and engineering landscape, with a rich history spanning over 90 years. The company been operational in Tauranga since 1995, and earlier this year consolidated all their Tauranga operations to a facility at 88 Portside Drive.
The company specialises in designing, manufacturing, and servicing refrigeration and air conditioning solutions tailored to the needs of supermarkets, convenience stores, service stations, and other fresh food retailers.
They also provide climate control systems for hospitals, libraries, apartments, and community buildings, supporting vital sectors of New Zealand’s infrastructure.
*The Government’s announcement of the new Building Product Specifications (BPS) document, designed to open the doors to thousands of additional building products and bring construction costs down, has been welcomed by the building industry – and one operator has already taken control of long-standing competition issues in the roofing sector.
Roofbuddy, the roofing marketplace which brings together homeowners and qualitied roofers to transact, has launched its proprietary roll-forming steel business, Guardian Steel,(Page 24) to address lack of competition, improve service delivery, and offer an end-to-end service to homeowners with complete accountability and transparency.
The Crisafulli Government is delivering 80 new state-of-the-art fire trucks for Queensland’s fire fighting frontline, backing in our fire fighters with the equipment they need to help protect the State.
A major deal has been agreed with Volvo and the Queensland Fire Department to deliver and maintain 80 fire trucks, helping replace an ageing fleet that is no longer fit for purpose for Queensland’s bushfire season.
The new partnership will streamline the long-term delivery of the new fire trucks, with the vehicles delivered by Volvo and Fraser Engineering Group.
The first of the Type 2 trucks are set to come off the assembly line late next year, replacing an ageing fleet consisting of several different manufacturers and build types.
The new builds will be four-wheel drive trucks equipped with pump capacity to respond to building fires, in addition to road crash rescue capability across regional and metropolitan Queensland.
The major investment to boost the arsenal of firefighters comes after a decade of decline and broken promises under the former Labor Government, with the average age of trucks climbing to 11 years.
For too long firies were left neglected and under-resourced, but in just 10 months the Crisafulli Government is turning that around and empowering
emergency crews with the right tools and resources they need.
Premier David Crisafulli said delivering the equipment fire fighters needed for the frontline was critical to ensure Queensland was disaster-ready.
“We’re providing frontline emergency responders with the world class equipment they need to help protect the State,” Premier Crisafulli said.
“These state-of-the-art trucks will help extinguish building fires, rescue Queenslanders from road crashes and fight bushfires.
“Firies risk their lives every single day for Queenslanders and we’re delivering the best of the best trucks and tools to protect them and our State.”
Minister for Fire, Disaster Recovery and Volunteers
Ann Leahy said the new deal represented the type of historic support the Crisafulli Government continued to deliver for Queensland’s Fire Fighters.
“After Labor’s decade of decline and neglect, Queensland’s firefighters are finally getting the support they need to keep our communities safe,”
Minister Leahy said.
“Brand new fire trucks will bolster QFD’s fleet and
strengthen their response capabilities, and it’s all a part of how the Crisafulli Government is empowering frontline firies to help protect Queenslanders.”
QFD Commissioner Steve Smith said bringing consistency to the Type 2 fleet would have flow-on benefits for firefighters across the State.
“This is the largest single fleet procurement arrangement embarked on by Queensland Fire Department,” Mr Smith said.
“Type 2 appliances make up about half of the total Queensland Fire and Rescue fleet and they are widely used in metropolitan and regional areas.
“The current Type 2 appliances are from various manufacturers and it’s an ageing fleet.
“Having a single manufacturer is a boost with after-sales warranty and servicing in Queensland, but it also brings consistency for firefighters operating the trucks, making driver training easier.
“For own maintenance teams, it also means carrying fewer spare parts on the shelf, and a comprehensive dealer network to support fleet capability into the future.”
Adam Harvey Business Performance Partner - Manufacturing The Learning Wave
Running operations today feels like living in two realities at once.
On one hand, you know the plant has to modernise. The systems are creaking, customers want more for less, and digital tools promise the effi ciency you need.
On the other hand, you look around the fl oor and think: “My people aren’t ready for this.”
That’s where we see so many transformations stall. The roadmap is clear, the tech is lined up, the investment made, but the people who have to use it don’t feel confi dent, don’t trust it, or don’t see why it matters.
And then the numbers don’t move. Dashboards gather dust. Automation creates frustration. The new machine sits there like an expensive ornament.
Argus chose a diff erent path. One that not only delivered the transformation but unlocked double-digit lifts in productivity and quality along the way.
Technology set the stage, people made it work
After engaging LMAC to run a SIRI readiness survey,
their plan was clear: invest in digital tools, shop-fl oor intelligence, automation, and smarter integration. Dsifer built the data backbone. Design Energy explored automation. The roadmap was solid, and the tools were lining up.
The Board and GM believed in the vision, but crucially, they also believed that the only way this transformation would stick was if they first invested in their people.
They knew that tech doesn’t run the factory, people do. Dashboards don’t drive performance if no one looks at them. Automation doesn’t add value if the team doesn’t trust it. New systems don’t solve problems if people are too nervous to use them.
That’s why Argus called us. “We need you to work with our people and get them ready for this transformation.”
We built people’s confi dence so they trusted the new systems and pushed for better numbers. We worked with frontline staff and supervisors to build:
•● Mindset – openness to change and resilience in the face of it.
●•● Confidence – to speak up, ask questions, and share ideas.
•● Collaboration – solving problems together instead of in silos.
•● Connection – seeing the link between daily choices and Argus’s bigger goals.
These weren’t nice-to-haves. They were what made the diff erence between a plan on paper and a change you could actually see on the fl oor.
Argus’s people are largely Pasifi ka. Proud, hard-working people who come to work every day with energy, reliability, and a passion to do the best job they can. But many hadn’t had a chance to build confi dence with digital tools. Speaking up at work didn’t come naturally, especially in a culture where keeping your head down can feel safer than putting your hand up.
continued on Page 18
It’s the bus you can’t afford to miss
Manufacturing globally faces relentless pressure for operational excellence, efficiency, and resilience. Over the past five years, Artificial Intelligence (AI) has emerged as a revolutionary innovation and a true economic engine reshaping modern manufacturing.
As companies encounter supply chain disruptions, predictive maintenance needs, and real-time quality demands, AI adoption is becoming essential. However, much confusion remains about the economics of AI. Below, we demystify this confusion and explain why integrating AI into your strategy is both the smartest and most cost-effective path for leaders focused on competitiveness and capturing new value.
AI is expected to add approximately $7 trillion USD to global GDP over the next decade, mainly by automating tasks, increasing productivity, and driving new value creation.
IRIS by Argon & Co is already sees significant ROI across planning, supply chain, document and spend intelligence, and manufacturing efficiency. However, AI adoption represents a fundamental shift in how businesses create value and how labour may be structured in the future.
AI’s cost-saving potential is profound, and exceedingly more high-ROI use cases appear across industries. AI has in some cases increased productivity by 40% and delivered cost reductions through AI automation and optimization.
Businesses see stark improvements when AI automates repetitive actions, allowing workers to focus on higher-value tasks.
The types of real-world use cases IRIS and its clients are developing show real AI-enabled efficiencies, such as reduced error rates, predictive AI reasoned planning, and automation of routine service tasks, all which lead to substantial improvements at all levels of the P&L.
Besides economic advantages, early AI adopters gain multiple competitive edges. Early adopters benefit from foundational AI infrastructure that supports future innovation and ongoing productivity.
AI-driven companies are focused on productivity gains and disciplined ROI, enabling faster data-driven decisions, better productivity, and improved customer experience— and this is yielding significant returns. Subsequently companies who adopt AI are also becoming more attractive employers.
In contrast to the early adopters, companies who lag in the AI race are at a real risk of suffering higher comparative costs, missed growth opportunities, and possible market irrelevance as their competitors gain an advantage through sheer AI adoption velocity.
Most critically IRIS sees that the biggest prize is when the economics of AI extend beyond simple cost-reduction. Implementing AI in your operation enables new processes or business models that were never possible and may fundamentally reshape industries and new approaches to competition.
The exponential decrease in the cost of implementing AI is democratizing AI tools allowing small and mid-sized enterprises (90% of New Zealand’s businesses) to compete with the largest industry incumbents. However, again disparities exist— organizations with robust digital infrastructure reap the highest gains, while those slow to adapt are going to experience increasing inequality.
• First, when contemplating the cost to implement AI, take note that over time, the costs of not adopting AI (such as inefficiency, lost talent, and
“We’re working really hard.”
-Sean Doherty
Across New Zealand’s Government and manufacturing alike, one phrase is repeated almost like a badge of honour: “We’re working really hard.” Yet, when you look at the numbers, it’s clear that hard work isn’t translating into higher productivity. Rising input costs such as wages, electricity, and raw materials continue to eat into profits. Many local manufacturers now find themselves running at full capacity but achieving less output per hour than they did a few years ago.
The question leaders should be asking is simple: Are we working harder, or are we working smarter?
New Zealand’s ongoing productivity slide isn’t a reflection of a lack of effort. It’s a signal that many manufacturers are stuck in a cycle of firefighting meeting daily demands while long-term efficiency
initiatives fall down the priority list.
True productivity improvement isn’t about longer hours or more pressure; it’s about creating systems that make workflow more efficiently, engaging people to solve problems, and embedding smarter measurement.
Becoming more profitable and productive can feel like a daunting challenge when you’re struggling just to get product out the door. But here are my top five tips. Choose just one to focus on for the next 90 days and let me know how it goes.
1. Engage Your People
The best productivity ideas often come from the people who do the work every day. Leaders who create time and space for operators, planners, and even office staff to identify improvement opportunities can unlock huge value.
diminished competitiveness) will likely exceed initial investment costs.
• Secondly, put your people first. Take the first step and gain an understanding of your organization’s readiness for AI (in terms of data, processes, and workforce) and invest early to maximise the strategic and economic benefits.
• At IRIS by Argon & Co we offer a rapid AI and data maturity assessment that can help you define your current state and the journey to AI adoption (get in touch via our website - https://www.argonandco. com/en/iris/).
• Finally, if you are a policymaker or industry leader then ensure change management is a key focus of your AI strategy. Workforce transition and the impact of AI transformation are key considerations when contemplating not only the economic value of AI but also the impact.
• The IRIS team can help you build a resilient strategy focused on your AI journey and making change management a core element of that strategy.
Start by running short weekly sessions focused on “fix one thing” improvements. Empower staff to own small wins, such as setup time reduction or improved information flow. When people see that their ideas are acted on, engagement and performance rise together.
2. Measure What Matters
Many manufacturers collect a sea of data but continued on Page 18
By Ruth Nicholson, Laser Safety Officer and Director at NZ Laser Training Institute Ltd
Lasers are an emerging technology used across various industrial applications such as precision cutting of metals, welding components with minimal heat distortion, or hardening to improve wear and corrosion resistance.
Unlike ordinary white light, they emit a single wavelength of light specifically designed to target materials.
When workers use lasers for welding or removing corrosion from surfaces, a laser-generated plume is created.
The plume or visible smoke that you can see identifies the bigger particles. However, it is what you can’t see that causes more hazard and harm.
The plume is a mixture of smoke, invisible vapours, and airborne contaminants that can be produced as a byproduct of laser processing, where heat sources interact with substrate materials.
Plume generation occurs with Class 4 lasers and some Class 3B lasers and can be either ‘contained’ or ‘airborne’. Each scenario presents a risk. However, the hazard level depends on how the by-product plume is managed afterwards.
This interaction between the laser and the target relies on the scientific principle that specific wavelengths of light energy can affect targets such as
grease, soot, paint, rust, oil, debris, or other forms of corrosion.
Laser-generated plumes are a non-beam hazard; they are silent, subtle, and often overlooked. The contents of the plume depend on the materials being lasered and they can include carcinogenic particles, such as silica and hexavalent chromium.
Specific laser interactions can decompose materials into toxic substances, such as hydrogen chloride and
hydrogen fluoride. It’s essential to emphasise that exposure to non-beam hazards can pose immediate safety threats or delayed health issues, some of which may not be readily recognised, as the hazard itself is still emerging.
Laser-generated air contaminants (LGACs) can appear in both particle and gas forms. Some of the gases are harmful and can pose health risks. For example, corrosive gases such as hydrogen chloride and hydrogen fluoride are particularly concerning.
Additionally, materials such as Parylene, PVC, PTFE, and PVDF, which are common in adhesives and coatings, contain chloride or fluoride compounds that can release toxic gases when broken down.
At best, occasional exposure might cause throat irritation, coughing, sensitive eyes, and a strong smell that seems to linger in the nose. At worst, workers might become accustomed to the smell or be unaware of it, especially with frequent exposure. Our concern is the potential health effects that this situation could lead to.
Workers exposed to laser-generated plumes face a higher risk of respiratory damage. Long-term exposure could lead to cancer, occupational asthma, and breathing difficulties. To be clear, any exposure may be harmful so eliminating all exposure to laser plumes is highly recommended.
To safeguard workers, the hierarchy of hazard controls should be applied. Realistically, PPE is likely to be the quickest and most accessible solution to implement. Laser PPE should include laser safety glasses matched to the wavelength, with a correct optical density (OD) rating.
Ensure a proper fit and possibly supplement this PPE with a full-face shield for additional radiant heat protection, when laser welders are in use.
To protect the worker from airborne contaminants, personal respirators and powered air purifying respirators (PAPR) are highly recommended. Local exhaust systems at the source, combined with a fresh
air supply into the workspace, are ideal.
A hazard often overlooked is not only neglecting to wear PPE but also failing to clean, replace, or maintain it. For respirators to be effective, they require proper fit testing and filtration that is suited to the specific particles and plume characteristics.
The official researchable term is ‘Laser-generated air contaminants’ (LGACs), and it is encouraging to see the number of articles increasing. Most are credible and authored by occupational health and safety professionals, including occupational hygienists.
The topic has been actively discussed at International Laser Safety Conferences, and we find this very encouraging.
Industry experts suggest that handheld lasers used for cleaning, ablating, or removing corrosion are among the most hazardous. This includes lasers used for paint removal, which also pose high risks. Laser
EMA Manager of Employment Relations & Safety Paul Jarvie
Health and safety in New Zealand workplaces has been a major focus for the current government. Prior to the 2023 election, the ACT Party campaigned on a promise to reform New Zealand’s health and safety laws.
Two years on, progress is being made, but simple law reform was never going to be the solution.
Last year, the EMA, along with other industry associations and health and safety bodies, prepared a brief for the Minister for Workplace Relations and Safety, Brooke van Velden.
In that brief, we argued that the Health and Safety at Work Act (HSWA), which is based on the UK and Australian models, remains fit for purpose but requires significant refinement.
The real issue lies in the regulations that sit beneath it. Many are outdated, inconsistent, or too narrow to reflect the realities of modern workplaces. That is where our health and safety system is letting the manufacturing sector down.
The statistics tell their own story. Despite our legislative similarities to the UK and Australia, serious injury and fatality rates in New Zealand manufacturing remain significantly higher.
The Harm Reduction Action Plan for Manufacturing, which we developed with ACC in 2024, highlighted an estimated $1.23 billion annual cost to the New Zealand economy from work-related injuries in the sector. However, ACC has since decided not to continue this work.
In September, MBIE asked the EMA to bring manufacturing businesses together to consider proposals for regulatory improvements that would provide more options and greater certainty around machine guarding.
Significant harm continues to arise from the use of machinery in the workplace – 16 deaths over the past five years, and 450–500 serious injuries each year resulting in at least a week off work.
Concerns include outdated regulations for
woodworking and abrasive grinding machines, which are based on 1995 standards and are widely regarded as inflexible and out of step with modern technology such as presence-sensing devices.
One business reported receiving conflicting advice from three different WorkSafe inspectors, resulting in a $20,000 expense to meet unclear expectations.
There are also concerns about second-hand or non-compliant machines entering New Zealand without adequate checks.
Through engagement with MBIE, there was consensus that regulation 18, covering woodworking and abrasive grinding machines, should be revoked and replaced with a risk-based, performance-oriented approach.
For all machine guarding, adopting a dual pathway for compliance would offer flexibility, allowing manufacturers to either follow recognised technical Type C standards, or take a tailored, risk-based approach suited to their specific processes or innovations – provided they can demonstrate risks are managed to an equivalent or better level.
Improving guidance and education is also essential, such as promoting awareness of Type C standards, safe machinery use, and legal duties under the HSWA.
Other priorities include strengthening WorkSafe’s capability, addressing machinery importation risks, and future-proofing regulations to account for emerging technologies.
At the meeting, MBIE heard loud and clear the preference for industry-led solutions. The new ability for sectors to develop their own Approved Code of Practice (ACOP) was widely welcomed.
This is just one example of the consultation MBIE is
welders may produce less plume than traditional welding fumes. However, the plume, albeit in smaller quantities, remains a recognised hazard.
If your workplace is already using a laser capable of producing laser-generated air contaminants, or you are looking to introduce Class 3B or Class 4 lasers to your workplace, we recommend laser safety education fir your team.
Professional guidance on the correct and most adequate PPE and safety controls ensures that your workplace meets the Australian and New Zealand (AS/NZS IEC 60825 series) laser safety standards. These include the requirement for a trained person to become the nominated laser safety officer (LSO).
Laser technology is driving innovation in New Zealand manufacturing, but a proactive and health-focused approach will ensure this boosts to our global competitiveness comes with a duty of care.
currently undertaking; it has also sought proposals for regulatory improvements on working at heights.
This is a genuine opportunity, but only if industry steps up. As the saying goes, “if you don’t vote, you can’t complain”. The same applies here.
Regulations are not always the best tool. Once developed, they are rarely reviewed for many years, if ever. Other instruments, such as ACOPs or guidance, may offer more flexibility and be easier to update in response to new technologies and work systems.
The government is making a genuine effort to engage with business on improvements, and we need to meet them halfway.
That means health and safety managers, engineers, and operators contributing their knowledge and experience now, while the rules are still being written.
Machine guarding is just one part of a broader package of reforms, but it’s a telling example. The consultation is genuine, and your feedback will directly shape clearer, safer, and more workable regulations.
In short: don’t sit on the sidelines. If these reforms are to improve safety without adding unnecessary cost, the voice of business must be at the table.
If you’d like to be involved in MBIE consultations that are relevant to your business, please contact paul.jarvie@ema.co.nz, and we’ll add you to our database.
by Zhang Chuanjie, Director of Transportation Industry, Logistics Technology
The automotive aftermarket lives in a constant trade-off: keep more stock to guarantee service, or cut inventory and risk unhappy customers.
For many OEMs and dealer networks that trade at 99%+ service levels, the result has been bloated inventories and poor cash efficiency.
That tension is exactly where Cainiao Logistics Technology is applying AI, data engineering and automation to convert a cost center into a competitive advantage.
Why the old playbook breaks down
Traditional demand planning for parts is brittle. Forecasting routines tend to be single-model, low-dimensional and manual-heavy. Planners routinely spend more than half their time patching forecasts by hand.
The consequence: safety stock recommendations that overshoot actual needs, “one-size-fits-all” inventory rules that strangle capital, and slow reaction to pulses from promotions, new model introductions, or real-world outages. In short, the system is optimised for certainty that no longer exists.
A different approach:
Layered intelligence and human-in-the-loop design
Cainiao’s answer is pragmatic and platform-driven. Rather than chasing the myth of perfect prediction,
the company stitches together five capabilities into an operationally viable system:
• Smarter forecasting via model races. Multiple algorithms—time series, classic machine learning, and deep networks—run in parallel. A “race” mechanism selects the best performer for each SKU and context, and models learn continuously from new data. This immediately cuts forecast error and reduces the need for manual fixes.
• Dynamic inventory strategies. Instead of blanket rules, each SKU gets a tailored policy that factors in sales velocity, value, supplier reliability and seasonality. The system re-optimizes inventories continuously to protect service levels while trimming excess stock.
• Human + AI decisioning. Predictive systems output recommendations; experts review, adjust, and intervene where context requires. Visual dashboards explain drivers—so planners can trust and tweak outcomes rather than override them blindly.
• Digital twins and “what-if” simulation. Before committing to new stocking rules or autonomous flows, Cainiao rehearses scenarios in high-fidelity simulations. This reduces rollout risk, quantifies cost-vs-carbon tradeoffs, and identifies safe
corridors for automation.
• Composable automation and orchestration. From automated replenishment workflows to AR-assisted picking and AMRs for bulk moves, automation is modular. That keeps the system flexible as tech, rules and demand patterns evolve. These aren’t theory experiments. Cainiao has deployed more than 800 intelligent logistics projects across 28+ countries and brings that operational muscle to auto parts supply chains.
The results are compelling: high-frequency parts forecasting accuracy improves significantly (up to ~20%), mid-frequency SKUs see even larger gains (~30%), inventory turnover can rise by 25–35%, and total inventory levels may fall by roughly 20–25%.
On the operations side, automated ordering can exceed 95% of transactions, cutting manual intervention by roughly 60%. Those numbers translate into lower working capital, fewer stock-outs, and better customer satisfaction.
The same platform logic extends well past forecasting and inventory. AI can optimize pricing and dynamic promotions tied to parts availability, drive smarter supplier selection and capacity planning, and automate quality-control signals from returned parts.
Crucially, omnichannel inventory optimization— balancing stock across dealers, warehouses, and e-commerce—lets networks serve customers faster with less capital. Finally, customer segmentation and demand analytics enable personalised service offers: priority fulfillment, predictive maintenance recommendations, and tailored warranty logistics.
The automotive aftersales market is only getting more complex: vehicle parc growth, extended warranties, and a fragmented service ecosystem amplify demand uncertainty. If you manage a parts network, the choice isn’t between hoarding inventory and hoping forecasts are right.
The real option is to redesign the supply chain so models, optimizers, simulations, and expert judgment work together.
624That’s how inventory becomes advantage, not overhead—and how aftermarket parts providers win the next decade.
Smart manufacturing is not just about advanced machines, data, or automation. It is also about how projects are delivered. In New Zealand, where margins are tight and downtime is expensive, project engineering is often the difference between a smooth delivery and one that struggles to get finished.
Every successful project needs more than a timeline. It needs people who can anticipate risks, make practical decisions in real time, and keep everyone aligned. That is what project engineers do. They combine design knowledge with delivery discipline, bridging the gap between disciplines and helping transition drawings to reality.
On capital projects across food processing, heavy industry, and advanced manufacturing, project engineers often make the difference between a clean handover and weeks of extra work and significant variations. They understand both the design intent and the realities of construction. They know when to challenge assumptions, when to push for clarity, and when to make a call on the spot so progress is not lost.
NZ manufacturers are juggling more complexity than ever: tight labour markets, growing compliance demands, and the high cost of downtime. With stretched teams and costly shutdowns, there is little margin for error when delivering capital projects.
Manufacturing projects today carry more moving parts (compliance, cost control, and tighter schedules) which makes disciplined delivery even more important. Project engineers bring that discipline and most importantly technical oversight. By planning ahead, coordinating suppliers, and promptly solving problems, they reduce delays, avoid rework, and keep production running.
We see this value play out across industries.
Food Processing Upgrade
On a major line expansion, the design work was sound, but the risk lay in how quickly equipment could be installed and commissioned before production needed to resume. A project engineer coordinated trades, validated as-built drawings, and managed isolations.
The result was an installation completed within the tight outage, avoiding extended downtime and lost production.
HVAC and Fire Protection Retrofit
At a large industrial site, a $4M upgrade spanned multiple live buildings. The project involved seismic strengthening, fire protection upgrades, and HVAC installation.
With strict compliance requirements and safety systems to maintain, the challenge was not the design, but the delivery. Project engineers staged the work carefully, kept contractors aligned, and delivered the programme in eight months without disrupting operations.
Automation Retrofit
When a national processing centre upgraded conveyors and accumulation systems, project engineers worked closely with designers, fabricators, and installers. They spotted constructability issues early and coordinated changes before they caused costly rework on site.
The outcome was a retrofit completed on schedule, with fewer last-minute surprises and a smoother commissioning process.
These examples highlight a simple point: design alone is not enough. Delivery requires coordination, foresight, and technical judgement on the ground.
Good project engineers bring more than just oversight. They:
• Understand the whole build and can spot issues before they impact cost or schedule
• Have the technical nous to make fast, practical calls under pressure
• Bridge communication between design, site, and suppliers
• Balance speed, cost, and quality in real time
It is a role that blends technical depth with people skills. A project engineer might be reviewing drawings in the morning, coordinating contractors in the afternoon, and resolving site issues as they arise.
They keep projects moving, not by doing everything themselves, but by keeping all the moving parts aligned.
Staying competitive in global markets means finding ways to lift productivity and build resilience. That means delivering projects right the first time, whether they are decarbonisation upgrades, automation retrofits, or capacity expansions. Delays and rework are costly. In some industries, even a single day of lost production can outweigh months of design effort. Project engineers are the quiet enablers of productivity. They take ambitious plans and turn them into real-world results that are safe, efficient, and on time.
Across factories, processing plants, and OEM workshops, project engineering is often the missing link that keeps work flowing. It does not always make headlines, but it saves manufacturers millions in avoided delays and rework.
What makes the role so valuable is when the project engineer is also a designer. They know what sits behind the drawings, they understand the design intent, and they can spot issues before they impact cost or schedule.
That technical foundation is what lets them make practical calls in real time and keep projects on track.
Good design sets the direction, but project engineering makes sure the work gets done.
www.caliberdesign.co.nz
As humanoid robotics and embodied intelligence technologies rapidly advance toward industrial-scale deployment, high-performance force sensing plays a critical role in enabling compliant control, precise manipulation, and robust mobility over complex terrains.
Six-axis force/torque sensors have become essential components for safe and adaptive human-robot interaction.
Since 2024, Haptron Scientific and Bright Laser Technologies (BLT) have collaborated to develop a new generation of optical six-axis force sensors.
By integrating Haptron Scientific’s proprietary optical multimodal sensing technology with BLT’s expertise in metal additive manufacturing, the partnership has delivered a comprehensive sensor suite—including the Photon Finger, PhotonR40, Photon Ankle, and the latest industrial-grade Photon Finger Max— targeting force measurement needs at key robotic joints such as fingers, wrists, and ankles.
By utilising BLT’s metal 3D printing technology, Haptron Scientific break traditional manufacturing limits, enabling complex miniaturized designs with fewer parts and simpler assembly.
This innovation supports scalable production while delivering precise, durable, and lightweight force sensors for next-gen humanoid robots—enabling safer, more dexterous, and versatile robotic platforms.
Designing dexterous hands for humanoid robots presents unique challenges—especially at the finger joints, where space is extremely constrained. These tight dimensions demand compact, high-performance sensors with seamless integration.
To address the limitations of traditional machining— such as high cost, long lead times, and low yield—Haptron Scientific developed the world’s smallest six-axis force/torque sensor, the Photon Finger, using its proprietary optical multimodal sensing technology.
With the support of BLT’s PBF-LB/M BLT-A100 machine and high-performance 18Ni350 maraging steel powder, the Photon Finger was structurally optimized for integration and part count reduction through one-piece metal 3D printing. This enabled:
• Miniaturised design tailored for tight finger joint integration
• 20-minute batch production cycle, with 15–30 units printed simultaneously
• 50–250% improvements in force range and overload tolerance
• Improved signal integrity, lower in-use power consumption, and faster communication—ideal for rapid system integration and iteration
Now recognised as a new industry benchmark in miniaturised force sensing, the Photon Finger empowers humanoid robots with advanced capabilities in grasp control, material compliance detection, and beyond.
The wrist joint plays a crucial role in enabling humanoid robots to perform tasks. A lighter six-axis force/torque sensor at the wrist can greatly enhance a robot’s flexibility, agility, task efficiency, and battery life.
In December 2024, Haptron Scientific launched the PhotonR40—a high-performance six-axis force/torque sensor with a central through-hole structure—specifically designed to simplify force sensing integration in humanoid robot wrists.
BLT supported the mass production of the PhotonR40’s core structure using lightweight materials, achieving a 20–30% reduction in weight while improving overall sensor performance. This, in turn, enhances the robot’s stability and balance. In addition, BLT’s metal 3D printing technology enabled the one-piece fabrication of complex internal geometries, reducing assembly complexity and significantly increasing production efficiency.
The six-axis force sensor for the ankle joint is a critical component used to measure force and torque during walking, standing, and other human motions.
It requires exceptional strength, overload capacity, and long-term reliability. Leveraging BLT’s advanced metal 3D printing process and high-strength, cost-effective steel materials, Haptron Scientific has achieved a breakthrough in the development of this sensor.
Through structural optimization, the sensor now demonstrates significantly enhanced performance:
• Load capacity increased to 8000N / 500N·m
• Yield strength reaches 2400 MPa, greatly improving resistance to deformation
• Overload capacity enhanced to 300%, significantly boosting overall reliability
These improvements provide robust support for stable operation in robotic applications.
The second-generation optical-based multi-axis force sensor, featuring a compact 9.5 mm diameter form factor, is engineered for seamless integration into robotic fingertips and end-effectors.
Leveraging BLT’s high-resolution BLT-A160 PBF-LB/M machine and 18Ni300 maraging steel powder, the
sensor’s elastic structures have been topology-optimised for superior mechanical performance, achieving a 23× increase in load capacity—up to 700 N—over the previous generation.
The sensor passed high-frequency, high-load testing, while the refined assembly interfaces streamline integration and accelerate iterative development for robotic applications.
Photon Finger Max
From lightweight human-robot interaction in domestic service robots to mid-to-high force tasks in industrial automation, the expanded measurement range enables the sensor to meet a broader spectrum of application scenarios.
Throughout the collaboration, metal additive manufacturing demonstrated exceptional adaptability and industrial scalability:
• Design Flexibility: Enables complex geometries with internal channels, fine features, and high degrees of freedom.
• Accelerated Delivery: Significantly shortened production cycles and enhanced batch manufacturing efficiency.
• Consistent Performance: Ensures reliable and repeatable mechanical properties.
• Cost Efficiency: Reduces material waste and processing steps, delivering a more cost-effective solution.
These capabilities make AM a powerful enabler for the evolving needs of the robotics industry, from prototyping to mass production.
BLT-A160
With over a decade of expertise in metal 3D printing, BLT helped Haptron Scientific break new ground by meeting its need for smaller, stronger, and lighter components—setting a new benchmark for tactile sensing systems in humanoid robots.
From fingertip-level micro-force sensing to high-load industrial sensors, the two companies are jointly advancing sensor manufacturing toward greater intelligence, scalability, and standardisation.
ECI Software Solutions, a global provider of cloud-based business management software and services, has its Manufacturing Execution System (MES) and Advanced Planning and Scheduling (APS) solutions into the Australian and New Zealand market, reinventing the way mid-market manufacturers can plan and schedule their operations.
In combination, these configurable solutions provide visual planning, real-time machine data collection, and advanced scheduling allowing manufacturers to minimise downtime and maximise resources, critically important as companies grapple with increased compliance and the acceleration of digitisation across their operations.
The new MES solution provides organisations with crucial, real-time visibility into every aspect of their production process—tracking employees, equipment, and jobs as they happen.
By automatically capturing data directly from machines and providing advanced performance analysis with loss visualisation, MES empowers businesses to see exactly where and when potential quality issues might arise.
This allows users to proactively adjust their production schedule, allocate resources more effectively, schedule maintenance to prevent quality-impacting
continued from Page 29
equipment failures, and ensure the right personnel are assigned to critical tasks.
Included in MES, APS enables manufacturers to optimise production schedules with online plans and interactive job lists.
By enabling finite capacity-based planning and “what-if” scenario analysis, APS allows shop floors to proactively plan production that minimises bottlenecks, optimises resource allocation, and ultimately sets the stage for consistent quality output.
Integrating MES with APS into ECI’s long established Manufacturing ERP solutions creates a dynamic feedback loop that elevates quality control to a whole new level with real-time data collection for complex manufacturing environments that require detailed tracking, scheduling, and quality control across various manufacturing operations.
These solutions now enable manufacturers to easily react to any unanticipated events, whether that’s staffing changes, machines going down, amendments to customer orders, and global uncertainty.
Being able to make the needed changes and understand how those changes impact the rest of the production operation and ensure quality consistency, is now assured with MES and APS
1 Rhythm: Do you have a daily 10–15 minute stand-up with clear red/green KPIs and immediate triage for reds?
2 Visibility: Are the three most important numbers visible to everyone, and does each person know how they affect them?
3 Decision rights: Who actually owns key decisions and do they have the comparative advantage to make them?
4 Standard work: Is the “best known way” documented, taught and audited, or is it trapped in someone’s head?
5 Freedom test: If you stepped away for 30 days, would performance hold?
Where you’ve scored a “no” ask yourself why and is your roadmap.
Your challenge
If you stepped away for 30 days, would your business run, or would it run aground?
The answer tells you everything about where you sit on the maturity curve.
Survival mode is a habit. Strategy is a choice.
Build a business that can run, scale and win without you. Because the real measure of leadership isn’t how much your business needs you. It’s how well it performs when you’re not there.
Make the shift from founder-centric to future-ready.
Want to hear what is sounds like in action? Listen to
offerings all underpinned with data-driven continuous improvement.
A key benefit of the new solutions is optimised resource allocation. Integrating MES and APS ensures the right skilled personnel and properly functioning equipment are available when and where they are needed for quality-sensitive operations.
APS can schedule based on employee skills tracked in MES, and MES can trigger maintenance schedules in APS based on machine performance data.
This is particularly valuable for mid-sized discrete manufacturers that provide a unique offering to their customers and have to manage extensive orders. Without MES, these manufacturers could face major constraints on the factory floor if jobs aren’t managed efficiently.
In addition, manufacturers can now minimise rushed production and maximise quality. By providing a realistic and optimised production schedule, APS, informed by the real-time capacity data from MES, helps prevent the overloads and rushed production that often lead to errors and compromised quality.
Another advantage is that the detailed production history captured by MES, linked to the planned schedule in APS, provides a clear audit trail for identifying the source of any quality issues.
our interview
Contact: Bay CAD Services Ltd - Napier NZ Contact: Formtech Ltd—Christchurch NZ www.baycad.xyz 0274847464 www.formtech.co.nz 0274940250 Buy it and own it, no subscripon or cloud. Most cost affecve 3D CAD program to own. A 10-minute self-audit (to do this week)
MARS Bioimaging, a New Zealand-headquartered medical device company specialising in spectral molecular imaging CT scanners that deliver 3D colour X-rays for point-of-care diagnosis, is advancing the final phase of its Series A investment round to support clinical commercialisation milestones.
Following a successful initial close of $7.6 million last year, the company is now selectively engaging with new investors to support its next stage of scale, with a total raise target of $10 million under the same terms as the initial close.
The additional capital will accelerate the company’s growth, including market and technology development, talent acquisition, and scaling of production and supply chain capabilities.
MARS Bioimaging has also strengthened its leadership team, with the appointment of Dr Ojas
Mahapatra as Group Chief Executive Officer. Dr Mahapatra is an accomplished executive with more than a decade of experience scaling and transforming deep-tech companies in global markets.
Christopher Stoelhorst, Chairman of MARS Bioimaging, says, “We’re thrilled to welcome Dr Mahapatra as Group CEO to lead MARS in the exciting clinical-pathway phase, where his efforts will be focused on placing growth capital and talent to accelerate growth.
“His leadership will be instrumental in scaling our commercial and go-to-market capability, advancing entry into new markets internationally where the deployment of the MARS diagnostic product will improve health economics and health equity.”
MARS Bioimaging’s Series A funding round is being led by Pacific Channel, a New Zealand-based venture capital firm that focuses on investments in deep technology, including the future of health.
Dr Roland Toder, Partner of Pacific Channel and Investor Director of MARS Bioimaging, says, “This is a pivotal time for MARS Bioimaging as they accelerate the global commercialisation of their photon-counting CT scanners, which represent a major advancement in medical imaging by delivering 3D colour X-rays. The company has a compelling value proposition, a clear pathway from research to clinical markets, and a world-class team focused on executing the Go To Market Strategy, realising the health and societal benefits of this breakthrough technology.”
MARS Bioimaging has developed the world’s first colour CT imaging system designed to transform diagnostic imaging at the point of care. Unlike traditional black-and-white, low-resolution scans, MARS delivers high-resolution, 3D colour images of the inside of the body – for faster, more accurate diagnoses.
The compact system visualises soft tissue, bone, blood vessels, and metallic implants in extraordinary detail, without the need for X-ray imaging contrast to be injected into the patient.
The MARS extremities 5X120 scanner, a compact spectral CT system for upper extremity imaging, is the world’s first commercial medical scanner using Medipix technology. Designed for use in clinical and research environments, it supports applications ranging from cancer detection and orthopaedics to the development of contrast agents.
The system is already generating research-based revenue and is in use by leading hospitals and institutions across the United States, the United Arab Emirates, Canada, China, Hong Kong, and New Zealand.
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Windows10 is approaching its end-of-life date, which has spurred a New Zealand based initiative aimed at extending the usability of older computers.
Auckland based firm Kauricone has developed a new operating system named InterfaceOS, targeted at preventing the disposal of potentially millions of PC’s and Laptops.
The New Zealand-based business founder, Mike Milne, was driven by concerns about the environmental impact and the practicality of discarding operational hardware.
Our “InterfaceOS” operating system provides and affordable, efficient solution.”
“This is a brand-new lightweight, secure, and efficient operating system, requiring a fraction of the compute and memory requirements demanded by bloated modern operating systems,” he said “Consumers, councils, and governments are really concerned about the tonnes of e-waste going into landfills. We shouldn’t be binning PC’s and laptops just because the operating system isn’t supported.
“If we’re going to get real about saving the planet, there’s a lot the IT industry can do. Too much hardware is given short shrift thanks to ever-expanding software requirements. With InterfaceOS, we’re saying enough is enough – let’s put perfectly good computers back into classrooms and offices, rather than poisoning the environment with yet more waste,” Milne concluded.
InterfaceOS aims to operate efficiently on systems that no longer meet the high requirements of new NZ MANUFACTURER
In today’s uncertain economic climate, many manufacturers are feeling the pressure to focus on the bottom line.
When you’re juggling rising costs, supply chain disruptions, and skills shortages, diversity, equity and inclusion (DEI) might sound like a “nice to have”. Maybe something to look at once things settle down. But here’s the thing: creating a fair and inclusive workplace is a smart business move that drives real results. Research from McKinsey & Company shows that companies with diverse leadership teams are 36% more likely to outperform financially.
Another study by Boston Consulting Group found 19% higher revenue from innovation among businesses with diverse management teams.
DEI stands for diversity, equity, and inclusion – three connected ideas that help create fair, respectful, and welcoming workplaces.
Diversity: Who’s in the room – the mix of backgrounds, cultures, ages, genders, abilities, and perspectives.
Equity: Making sure everyone has a fair go. It’s about recognising that not everyone starts from the same place and removing barriers to opportunity.
Inclusion: Ensuring everyone feels valued and able to contribute fully.
In Aotearoa New Zealand, DEI also means honouring Te Tiriti o Waitangi and embracing Te Ao Maori in how we do business. For manufacturers, that could mean partnering with mana whenua, using te reo Maori in your workplace signage, or recognising tikanga when planning meetings and celebrations.
Why manufacturers should care
Companies that get DEI right are more innovative, more productive, and better placed to attract and keep good people. DEI is not a cost - it’s an investment in your people and your performance.
Better problem-solving: A team with different perspectives can spot issues faster and find creative solutions on the production line.
Stronger staff retention: Inclusive workplaces attract good people and keep them engaged, reducing turnover and recruitment costs.
Improved reputation: Customers and suppliers increasingly look to work with responsible, people-focused businesses.
Lower risk: Inclusive systems help ensure compliance with employment law and safety obligations.
Put simply, diversity drives better decisions — and better business.
Diversity shows up in many ways across the sector. Here’s what it can look like on the factory floor, in the office, and across your supply chain.
Cultural and ethnic diversity:
Many New Zealand manufacturers already reflect the country’s multicultural workforce. You might have Maori team members working alongside Pacific peoples, migrants from Asia and Europe, and long-time locals. Supporting cultural diversity can be as simple as:
• Including te reo Maori in safety signage and training materials.
• Recognising cultural holidays and celebrations, like Matariki or Diwali.
• Offering flexibility for whānau or community events such as tangi.
• Encouraging cultural sharing through team lunches or storytelling sessions.
These small actions help people feel respected and seen — and they strengthen team connections.
Manufacturing has traditionally been male-dominated, but more women are entering technical and leadership roles. You can accelerate this change by:
• Reviewing job descriptions to use inclusive language.
• Offering flexible shifts or job-sharing options for parents and caregivers.
• Running leadership or apprenticeship programmes that actively recruit women.
• Setting goals to close the gender pay gap and track progress.
Companies that do this not only create fairer workplaces — they also benefit from a wider talent pool and fresh leadership perspectives.
Rainbow inclusion:
Creating safe, supportive spaces for LGBTQIA+ employees is essential. This could look like:
• Providing gender-neutral bathrooms and uniform options.
• Encouraging staff to use inclusive language, such as sharing pronouns in meetings.
continued on Page 28
operating systems such as Windows 11.
“We’ve stripped down the PC to its essentials. Where a Microsoft Windows 11 install consumes 24GB of hard drive, Interface requires just 4GB – and that includes the productivity applications” Milne specified.
The release of InterfaceOS is particularly timely, given that Microsoft will cease support for Windows 10 in October 2025. This change is estimated to make around 1 million computers in New Zealand and 250 million globally redundant. “That’s incredibly bad for the environment, made worse when considering there is nothing wrong with the devices beyond software incompatibility” Milne remarked
When installed by a reseller, the operating system, along with its bundled applications, is priced at just $57.50 including GST. “And it will run quite happily of just 4GB RAM, and a 256GB disk, demonstrating the very wide range of older hardware which can get a new lease of life with an appropriate operating system and applications.” me mentioned.
With six resellers already appointed, InterfaceOS is steadily entering the local market, with a focus on operators involved in upgrading and refurbishing computers – and who recognise the obsolescence and waste problem.
Milne highlighted that InterfaceOS could provide these computers with an additional five to ten years of useful life. The operating system is designed for ex-lease fleet and refurbished machines and is expected to appeal to environmentally conscious and budge sensitive groups. This includes educational institutions, small business, non-profits and charities.
InterfaceOS has a very fast learning curve – not like Linux. You can use all of your programs from just 3 screens. Users can either upgrade their existing computers at a Kauricone reseller, or purchase refurbished laptops or PC’s pre-installed with InterfaceOS.
InterfaceOS comes with several pre-installed applications, including Firefox browser, Folder Manager, open source Libreoffice, GIMP graphic design
program, Image Viewer, and Media Player. Additionally, a developer suite is also available, for those looking to customise their software experience.
Beyond its eco-friendly appeal, InterfaceOS is deigned for versatile use, covering browser-based Software as a Service applications, education, and computing tasks like word processing and spreadsheets.
A variety of pretested hardware is available to ensure compatibility with InterfaceOS.
Among these are HP T530 Thin Client (AMD) and Probook, Lenovo Thinkcentre (i5 Intel) and X1, Dell Latitude Laptop (i7 Intel), Toshiba Portege laptop (i7 Intel), Samsung Ultrabook (i7 Intel) among others. Milne noted that InterfaceOS is also compatible with brand new hardware.
Kauricone is recognised for its machine learning technology and sustainable server solutions. Milne stated that InterfaceOS continues the company’s efforts to deliver low-cost, high impact computing by making older computers viable again.
continued from Page 7
They were ready for the change ahead, but like many of us facing something new, they weren’t always sure what it meant for them or how they could best contribute.
Fast forward, and the shift has been remarkable. Once given the chance to build their confi dence and skills, they showed just how much they could grow and achieve.
Teams who once had little idea how their daily output stacked up were suddenly tracking their own numbers, pushing to beat yesterday, and taking real pride in seeing their progress on the visual boards. Data once ignored became motivation.
Digital dashboards and automation gave visibility. But capability building gave ownership, and ownership is what drives performance.
Confi dence grew too. People who were nervous even speaking in small groups stood tall and presented in front of their peers and even Argus’s Chairman with humour, pride, and belief in their own ideas.
Supervisors who once avoided tough conversations now had the skills to set expectations clearly and back their people at the same time.
This wasn’t about “teaching tech.” It was
continued fromPage 9
about building the mindset, confi dence, and communication skills that made the tech matter.
Because Argus backed their people fi rst, the results went further than anyone expected. Real results that showed up in the company’s bottom line.
•● Productivity lifted — Argus saw an 18% increase across key lines, driven by teams taking ownership of their own numbers and acting in real-time.
•● Quality improved — with a 23% drop in rework and defects as workers felt confi dent to speak up about issues early.
•●Engagement grew — 90% of participants reported greater confi dence with digital tools, and supervisors noted sharper, more proactive conversations on the fl oor.
Most manufacturers hope digital transformation will deliver one of these gains. Argus achieved all three.
And they didn’t carry the load alone. With $250K of government funding supporting the programmes, Argus went further, faster, without blowing the budget.
Digital dashboards, data lakes, and automation set
“We’re working really hard.”
struggle to use it effectively. Narrow the focus to a few critical metrics that drive business outcomes — such as Overall Equipment Effectiveness (OEE), Delivered In Full On Time (DIFOT), or customer complaint resolution rates.
Even basic, manually recorded measures can reveal where efficiency is being lost. Review results weekly with your team and ask, “What’s driving this trend?” Regular visibility and discussion shift improvement from talk to action.
3. Define What Makes You Different Productivity is about more than internal efficiency; it’s about clarity of purpose. If your business cannot clearly articulate what sets it apart, you risk competing solely on price in a highcost economy.
Define your unique selling point, whether it’s product quality, speed of response, or specialist
capability. Then align investment, marketing, and operations around protecting and strengthening that uniqueness as markets and policies evolve.
4. Bring in the Experts
Every manufacturer faces problems that feel unique but often, they are not. Engaging external specialists can dramatically accelerate improvement. Consultants who work across multiple plants recognise patterns and proven solutions that may not be visible internally.
Strategic shortterm projects such as process re-engineering typically pay back quickly through saved time, reduced waste, and better use of people and machines. Treat external advice as an investment in capability, not a cost.
5. Build a Productivity Culture Ultimately, the biggest productivity gains come
the stage. But it was the mindset, confi dence, and collaboration skills of Argus’s people that unlocked the results.
Argus could have done what so many have done before: roll out the tech, hope everyone catches up, and scratch their heads when the numbers don’t move.
Instead, they backed their people fi rst. And because of that choice, they didn’t just get the transformation they planned for. They got more.
The message is simple: technology sets the stage, but people make the play.
Argus proved it with double-digit lifts in productivity, real gains in quality, and a workforce that now owns the change, all achieved with government funding.
So here’s the challenge:
Are you betting everything on the tools?
Or are you ready to do what Argus did, and unlock the real engine of transformation?
Because the longer you wait, the more it costs you.
from culture, not technology. Make efficiency and problem-solving part of the daily conversation, not just the annual review.
Celebrate team-driven improvements, invest in lean tools and digital methods, and continuously ask, “Is there a smarter way to do this?” This habit of questioning, measuring, and improving is what separates thriving manufacturers from those constantly treading water.
Hard work will always be central to New Zealand’s manufacturing DNA. But as global competition intensifies, effort alone is no longer enough. The manufacturers who thrive will be those who deliberately focus on productivity by empowering people, measuring the right things, seeking expert insight and embedding smarter ways of working across every process.
McAlpine Hussmann is a cornerstone of NZ’s manufacturing and engineering landscape, with a rich history spanning over 90 years. The company been operational in Tauranga since 1995, and earlier this year consolidated all their Tauranga operations to a facility at 88 Portside Drive.
The company specialises in designing, manufacturing, and servicing refrigeration and air conditioning solutions tailored to the needs of supermarkets, convenience stores, service stations, and other fresh food retailers.
They also provide climate control systems for hospitals, libraries, apartments, and community buildings, supporting vital sectors of New Zealand’s infrastructure.
The current business environment presents both challenges and opportunities. Like many manufacturing firms, McAlpine Hussmann have navigated supply chain disruptions and fluctuating market demands.
Their focus on sustainability and technological advancement has opened new avenues for growth, especially in sectors demanding energy-efficient and environmentally friendly solutions.
They see significant opportunities in expanding their product range into emerging refrigeration sectors, and our partnership with Hussmann and Panasonic provides us with a strong backing to innovate and stay ahead of industry trends.
Exporting is a vital part of business strategy. While the primary market remains New Zealand, they also export to select markets in Australia, the Pacific and Asia, where their bespoke refrigeration cases and HVAC systems are highly valued. The ability to deliver customised solutions sets us apart and allows us to meet diverse client needs.
Recently, the company has been engaged in several exciting projects that showcase their capabilities. One notable project involves designing and
manufacturing bespoke refrigeration cases for a major supermarket chain, focusing on energy efficiency and durability.
McAlpine Hussmann is also working on a large-scale HVAC installation for a hospital, integrating sustainable technologies and advanced climate control systems. Our team’s expertise in testing, assembly and installation ensures these projects meet ISO standards and deliver reliable, high-performance solutions.
Additionally, their service division provides 24/7 maintenance and support nationwide, ensuring our clients’ operations run smoothly and efficiently.
Finding the right staff is a priority. A long-standing culture of collaboration, respect and continuous learning helps to attract and retain talented individuals. Many of the staff have been with the company for decades, accumulating invaluable knowledge and experience.
They actively support the development of young talent through their apprenticeship and graduate programmes and are currently looking to bring on refrigeration apprentices, engineering interns and recent graduates.
These roles offer hands-on experience, mentorship, and the opportunity to transition into permanent roles. Attributes valued include a willingness to learn, integrity, teamwork, and a customer-focused mindset, which are essential for success in our industry.
To make business even better, ongoing investment in technology and workforce development is vital. Streamlining supply chains, expanding training
programs and fostering closer industry partnerships will help meet increasing demand and innovate faster.
The company also sees great potential in further integrating sustainable practices and natural refrigerants into their processes, aligning with global environmental goals and local community expectations.
The strategic vision is to sustain growth in refrigeration and HVAC, emphasising energy efficiency, low lifecycle costs and sustainability.
The company aims to expand into new sectors and strengthen their position as a leader in natural refrigerant solutions.
A commitment to innovation, community engagement and employee development will underpin success over the next decade.
They want young people in Tauranga to see careers in their industry as meaningful, crucial jobs that keep food fresh, environments comfortable and communities thriving.
With extensive training, a supportive culture and opportunities for lifelong careers, McAlpine Hussmann offers a future where talent and technology come together to make a difference.
By Steve Simpkin, solution executive – advanced process control, South Pacific, Rockwell Automation
For the biofuels industry to fully live up to its promise as a sustainable energy source and keep ahead of evolving regulatory guidelines, it needs to reduce greenhouse gas emissions and maximise efficiency at every stage of production.
Beyond the improvements possible from planting to harvest and for downstream distribution, there is a significant opportunity to drive greater efficiency in the factory environment where biofuels are produced.
There is great potential for significant improvement for bioethanol producers when a plant-wide model predictive control (MPC) solution is implemented.
For example, a dry mill bioethanol plant is a highly integrated process that offers the best illustration of how a biofuel producer can increase output beyond nameplate capacity without modifying or replacing any processing equipment or control systems.
All process units, from milling to fermentation, distillation and the dryer systems are interconnected by energy or material flow. This causes significant interactions between process units, making it challenging to optimise the process as a whole.
A plantwide MPC optimisation solution uses dynamic input/output models of the facility to proactively predict the behaviour of processes across the plant. These predictive models are used in a multivariable MPC controller that monitors plant constraints in a unified model. The system then computes the optimal setpoints and writes them to key PID controllers to optimise each process and operate at the top range of plant constraints.
Let’s examine a plant-wide MPC optimisation example with four modules corresponding to each stage of bioethanol production using a starch-based feedstock:
• Milling/mash prep
• Batch fermentation
• Distillation/sieve processes
• Drying/evaporation
Each are integrated to control the plant as a unified system. Naturally, every customer, plant, and situation is different, but the figures and estimates given are based on real world Rockwell installations, and show what we typically see in these types of projects.
Mill/mash preparation: Before MPC installation, hammermills responsible for processing raw feed stock can exceed their maximum rating. Therefore, they are set to operate at a lower limit to avoid this situation.
With constraints built into a plant-wide MPC solution, mill capacity can be maximised without tripping the mills. MPC for this process can improve the handling of equipment constraints on the hammermills and reduce the resulting variability of feedstock to the fermenters, allowing the fermenter performance to run with consistently higher yields.
Batch fermentation: The fermentation process poses a triple constraint challenge for the process with regards to yeast, slurry solids, and temperature. The liquid yeast used in many bioethanol facilities
requires feedforward information, whereby the incorporation of the yeast (volume, rate of combination, etc.) must vary based on the proportion of solids in the slurry and the temperature of the mixture.
With MPC, it is possible to maximise fermentation efficiencies on a consistent basis by achieving the optimal balance of all three factors.
In a typical facility, an MPC control application can help reduce slurry solids variation by 10% and the variability of fermenter ethanol product in the order of 37%.
This enables the fermenters to run more steadily, reducing overall variability in the process. The net result is the fermenters can produce over 1% more ethanol from each unit of feedstock.
Distillation/sieve: In the distillation stage, where the ethanol from fermentation is separated from the non-alcohol/whole stillage, the ethanol stream is purified in a series of distillation towers up to 95% alcohol purity.
This is the point beyond which alcohol cannot be further separated from water using distillation. A series of molecular sieves are able to remove the last traces of water to form 200 proof fuel grade ethanol, comprised of 99% alcohol and 1% water.
MPC can reduce the variability of distillation/sieve energy use by more than 6% and the moisture in 200 proof products can be run at a target with 43% lower variability and 11.9% higher moisture target. This enables a maximised yield of on-spec ethanol daily production.
Drying/evaporation: The whole stillage stream generated during distillation is then subjected to centrifuges where water is separated from the solids. The liquid, called thin stillage, is concentrated, with heat, into syrup.
The solid cake is heated in a series of dryers and mixed with the evaporator syrup to form distillers
dried grain with soluble content (DDGs).
An MPC can control evaporator syrup solids and dryer moisture, while managing stillage inventory and syrup usage. It also controls the DDGs quality and yield.
Utilising an MPC solution ensures that the centrifuges operate at maximum capacity. The net result is we generally see the reduction of electrical energy consumption per unit of ethanol produced by 2-3% and the reduction of moisture variability in DDGs by at least 17%.
In addition, plants with an MPC solution are typically able to run more steadily at an 11% higher production rate than their baseline starting point. In some cases, the actual monthly production has increased by as much as 20% because of higher uptime and much reduced equipment outages.
In summary, taking a plant-wide approach to ethanol process optimisation with MPC can in most cases accomplish the following:
• Stabilise the plant and reduce standard deviation of qualities in the fermenters, ethanol 200 proof product and DDGs product
• Increase ethanol yield by at least 1%
• Reduce process heating energy per unit volume by >6%
• Reduce electrical energy per unit volume of ethanol by 2.5%
• Increase production by 20%.
Across various geographies where Rockwell Automation has implemented these solutions, MPC applications consistently meet or exceed the goals set by biofuel producers. MPC solutions can deliver, on average, energy savings of 5.5%, helping reduce manufacturing costs and carbon footprint at the same time.
Entries are now open for the Competenz Most Valuable Coach (MVC) award — a brand-new nationwide search to honour the mentors, trainers, and legends who go the extra mile for apprentices and trainees in manufacturing - and the other sectors that Competenz supports in workplace training.
Every skilled manufacturing trainee or apprentice has had someone teaching, backing, or inspiring them — the coach who has quietly shaped their success.
“These are the people who inspire, teach, and back our learners every day,” says Toni Christie, General Manager, Employer and Learner Services at Competenz.
“The Most Valuable Coach award shines a spotlight on those mentors who help build not just careers, but New Zealand’s skilled industries. We believe these good sorts deserve recognition and reward!” Open to Competenz apprentices and trainees, the nomination process is straightforward: share a short
story about how a coach has supported or motivated your journey and include a photo or video to bring the memory to life.
Finalists will be chosen by a judging panel made up of Competenz leaders, training advisors and account managers, bringing frontline industry insight from working daily with learners and employers across the country. The winner will be announced on 10 December.
Top nominations will be showcased nationwide, spot prizes will be awarded throughout the campaign, and the overall winner will take home a trophy, BBQ and meat pack for an epic workplace BBQ, and official MVC merchandise for extra bragging rights at smoko.
They’ll also feature in a Competenz news story and have their name in lights on a billboard promoting their organisation and their MVC status.
Competenz invites all its apprentices and trainees to draft their workplace legend into the MVC hall of fame
Swisslog, a global leader in robotic and data-driven logistics automation, together with AutoStore, will present a webinar on October 30 (12:30pm AEDT) exploring how warehouse operators can achieve both high-density storage and high-throughput performance in today’s fast-paced retail and logistics environment.
The webinar, titled “Logistics Insights: AutoStore. Only Faster”, will examine how automation is evolving to meet rising demand for speed, efficiency, and return on investment.
It will be hosted by the industry body, Australian Supply Chain and Logistics Association (ASCLA). AutoStore is widely recognised as one of the world’s most compact and space-efficient automated storage and retrieval systems (ASRS), and Swisslog is one of the world’s top AutoStore integrators, with
more than 400 projects worldwide.
The webinar will explore how the system’s performance can be elevated to deliver maximum speed, while maintaining its density advantages. Key topics will include:
• The role of one-touch fulfilment in streamlining warehouse operations
• Insights from Australian case studies highlighting real-world results
• Software and technologies driving efficiency, throughput and ROI
The webinar will be hosted by Steve Dimitrovski, Sales Director at Swisslog, and Robin Hansen, Vice-President of AutoStore Australia and New Zealand, who will share their perspectives on how integrated automation technologies are transforming retail and logistics operations.
“Retailers and logistics operators are under increasing pressure to meet growing customer expectations while controlling costs,” says Steve. “Through real-world case studies, we’ll demonstrate how Swisslog AutoStore solutions can help Australian and New Zealand businesses achieve faster, more reliable order fulfilment with a strong return on investment.”
The webinar will be held October 30, 2025, at 12:30pm (AEDT). To attend, please register here.
Sustainable technology lifecycle management firm
Greenbox Group has acquired Melbourne-headquartered EraseIT from IT services provider, Interactive.
Part of Interactive since 2018, EraseIT (founded in 2009) is a provider of data cleansing and asset disposal services. The deal brings together two sustainable tech leaders under a vision to eliminate e-waste, the fastest growing waste stream in the world, and its environmental, climate and data security impacts.
The two companies’ IT hardware asset services promote reuse, refurbishment, and responsible recycling.
Greenbox has been operating for 25 years and is at the forefront of the asset lifecycle management market with a strong Trans-Tasman footprint that includes facilities across Australia and New Zealand.
The CleanTech innovator, which leverages AI and proprietary analytics, has clients worldwide. It was the first in its sector to be certified carbon neutral and is a trailblazer in the IT refurbishment and
circular economy space.
EraseIT has delivered trusted, secure IT asset disposal and data erasure services, helping customers recover value and simplify asset lifecycle management. At the same time, its commitment to responsible recycling and reuse helps prevent e-waste and supports a cleaner, more sustainable future.
The acquisition will see EraseIT’s established operations move into Greenbox Group, ushering a new growth phase for both entities as part of the $2 trillion clean technology transformation of how the world manages resources. The footprint expansion follows Greenbox’s acquisition of Remark IT in New Zealand last year.
“We were drawn to EraseIT due to our shared focus, complementary operations, and the synergies offered for building world-leading circular economy practices,” said Ross Thompson, CEO of Greenbox Group.
“Bringing EraseIT into the Greenbox fold means that together we have an expanded footprint across new
locations, stronger systems and services to support customers, and access to a wide network of Australasian clients. All existing EraseIT clients will enjoy these benefits.”
Alexandra Coates, Interactive CEO, says, “This action sets both EraseIT and Interactive up for long-term success. EraseIT is joining a specialist owner with deep expertise in sustainable IT asset management, giving it the scale and investment to meet evolving market demands and deliver even greater value to customers.
“As part of Greenbox Group, EraseIT will be at the forefront of CleanTech innovation and circular economy leadership across Australasia. For Interactive, this move is a direct reflection of our Unite28 strategy—sharpening our focus on core products and services.”
The acquisition creates a benchmark for responsible technology asset disposal in the region.
David O’Connor, Platform 1
Many aging business owners have worked hard all their lives and are at a stage where they have built up a business that has given them a good income and lifestyle and it’s part of who they are.
They know they should do something at some stage but often the easiest thing to do is to delay, however procrastination can be costly, not just in lost time but in missed opportunities to secure the future of your business.
The earlier you start planning the more options you will have.
There are many different reasons we hear for procrastination in relation to exiting a business :
• “I have still got 5 years in me”
• “Nobody has the knowledge to run it like I can”
• “What if I don’t find anyone?”
• “But someone offered me $5M 5 years ago…”
• “The market and our sales are down so maybe I should just delay until next year ?”
• “What exit options do I have ?”
• “Do my kids even want to take over and do they have the skills?”
If you’re considering an exit plan, start now rather than focus on the “why not” to ensure the best outcome for you and your business. Talk to someone who has experience in this area and understands the various options.
“ There is no one exit option that is right for all business owners “
Our advice is to review all the options before make a decision. Options could include :
• Your staff (Management Buy-Out)
• An Outright Sale
• Business Owner Transition (Management Buy-In)
• Merger
• Private Equity – If you are big enough
Most people understand the outright sale process and it can be a go to strategy simply because it’s well known. It’s the right option for some business owners but not others.
The options of MBO and MBI and how to structure them are less well known. Both options need a third-party with knowledge and experience to ensure there is a clear path and governance.
“If the staff member ticks all the boxes this can be a great option but you should do your research as it is not enough that you just like and trust them.”
If you are looking internally at someone you know and trust ask yourself these questions :
Has the person previously expressed an interest in being a shareholder? If they have been with you for a while and know you are nearing retirement,
and not approached you, it is unlikely they will be interested. People can be great at their job but not entrepreneurial.
While they may be great at their role do they have the capability to lead the business and replace you eventually? Leadership and management skill-set and understanding of financials are requirements.
Do they have the capital or ability to fund? Assessing financial capability early is important to avoid wasting everyone’s time.
The next stage is to have a conversation with them.
Next month I will cover another option with a Gradual Management Buy-In from a talented external person with capability, capital and compatibility. This option will allow you to exit over a timeframe of your choosing while working less in the business and still getting both dividends and ongoing capital payments. It also gives you a greater opportunity to maintain your legacy.
Platform 1 specialises in using executive search techniques to find business partners with capability and capital for business owners wanting to partially or fully transition over time.
Echo Tech Limited, provider of e-waste recycling and IT asset recovery services, has announced a strategic investment from growth equity firm Altered Capital.
This partnership marks a pivotal milestone in Echo Tech’s mission to build nationwide infrastructure for responsible e-waste management and circular technology solutions.
The investment will enable Echo Tech to accelerate
its expansion into key regions across New Zealand, including Christchurch and other underserved markets, while deepening its commitment to innovation, growth, and climate-positive operations.
With major facilities already operating in Auckland and Wellington, Echo Tech’s full service offering is helping customers responsibly manage surplus electronics while ensuring information security and value maximisation.
Through transparent reporting, certified processes, and a focus on reuse and material recovery, the company helps partners meet sustainability goals while unlocking hidden value in their IT assets.
Patrick Moynahan, CEO of Echo Tech, comments:
“This investment from Altered Capital will enable us to fast-track our national growth strategy and bring our industry-leading recycling and recovery solutions to more communities and businesses across New Zealand. We chose Altered Capital because of who they are as people, their proven track record, and commitment to supporting our growth journey.
“We know New Zealand has a mounting e-waste problem. We are among the highest e-waste generators per capita in the world and produce approximately 80,000 to 100,000 tonnes of electronic waste per year (equivalent to 20kg per person).
“With this in mind, we’re proud to be making a meaningful impact on this problem, setting new standards for environmental stewardship, data security, and customer value in the e-waste sector.”
Sam Rapson, Partner at Altered Capital, added: “Echo Tech is redefining what responsible technology disposal looks like in New Zealand. Their scalable model, strong leadership, and commitment to responsibly solving New Zealand’s e-waste challenge make them an ideal partner for long-term growth.
“We’re excited to support Patrick and the Echo Tech team as they expand their reach and impact.”
Echo Tech’s operations are underpinned by globally recognised certifications, including R2v3 and ISO standards, ensuring the highest levels of environmental, health and safety, and data protection compliance.
The company also recently achieved a Climate Positive business certification from Ekos, a leading provider of environmental auditing services, reinforcing its role as a sustainability leader.
This partnership with Altered Capital signals a bold step forward in transforming how New Zealand manages e-waste, delivering smarter solutions that benefit businesses, communities and the country as a whole.
Adam Sharman CEO LMAC Group APAC
As we enter the final quarter of 2025, the New Zealand manufacturing sector finds itself navigating a complex confluence of stabilising domestic signals and persistent global headwinds.
For the leaders steering New Zealand’s industrial backbone, this is not a time for coasting; it is an inflection point demanding strategic clarity, capital discipline, and an unrelenting focus on internal resilience.
To finish 2025 strong and position for a successful 2026, manufacturers must focus on three core strategic pillars: leveraging impending monetary relief, mastering the productivity imperative, and aggressively managing global exposure.
The domestic pulse: Stabilisation, not acceleration
Recent economic indicators paint a picture of an economy that is finally stabilising after a period of intense contraction, characterised by significant spare capacity.
The Performance of Manufacturing Index (PMI), the most immediate gauge of sector health, has been volatile. While the August reading of 49.9 was technically a contraction, it was only marginally below the 50.0 expansion threshold, following a welcome lift to 52.8 in July. This signifies that the sharp declines seen in the first half of the year are easing, and the sector is fighting for momentum.
This tentative stability is reflected in business sentiment. The latest ANZ Business Confidence figures, while still signalling net pessimism, show a continuous improvement in firms’ expectations for the year ahead. As the Reserve Bank of New Zealand (RBNZ) noted, high-frequency indicators suggest the economy’s contraction ended in Q2 2025, with growth expected to resume through the latter half of the year.
The key message here for manufacturers is clear: the trough is likely behind us. Domestic activity will remain subdued in the short term, but the macroeconomic direction is improving.
Forward-looking leaders must now shift from a defensive, cost-cutting mindset to a selective, growth-enabling one.
The most significant shift currently underway is in monetary policy. The RBNZ’s decision in to lower the Official Cash Rate (OCR) to under 3.0% following earlier cuts—underscores their view that inflation is moderating and that the economy requires stimulus.
Forecasts suggest the OCR could bottom out near 2.5% in the coming months, representing a dramatic easing of the interest rate burden.1
Action Point 1: Strategic Capital Deployment. The rapid decline in borrowing costs presents a powerful window of opportunity for capital
expenditure (CapEx). Manufacturing leaders who have deferred essential upgrades or expansion projects due to high financing costs must now revisit those plans.
Investing in new machinery, automation, or energy efficiency projects now, while capacity is relatively low and financing is cheaper, will deliver competitive advantages as the domestic recovery gathers pace.
However, manufacturers, particularly exporters, must simultaneously prepare for a challenging exchange rate environment. With the US economy expected to slow and New Zealand’s relative interest rate settings remaining attractive compared to many advanced economies, the New Zealand Dollar (NZD) is forecast to appreciate.
A stronger NZD is a direct headwind for profitability for firms selling offshore, making New Zealand goods more expensive in international markets.
Action Point 2: Manage Currency Risk. Exporters must review their hedging strategies immediately to lock in favourable forward rates. Critically, the long-term solution is not currency speculation but enhancing value.
When the dollar rises, you can only compete by selling a higher-value product or operating at a lower cost.
The global backdrop demands internal strength. International trade remains clouded by escalating global tariffs and policy uncertainty, dampening growth forecasts for our key trading partners. New Zealand’s manufacturing success in this environment cannot rely on favourable external conditions; it must rely on superior productivity.
Globally, the leading manufacturing trends revolve around two concepts: Digital Transformation and Sustainability.
1 Digital adoption and automation: New Zealand manufacturers have long faced a structural challenge of low productivity growth and subdued investment. To combat the appreciating NZD and rising domestic costs, leaders must accelerate the adoption of ‘Industry 4.0’ technologies. This means moving beyond simple machinery upgrades to implementing systems like:
• Predictive Maintenance: Using IoT sensors to maximise machine uptime and reduce costly, unscheduled downtime.
• Automation: Introducing robotics or sophisticated assembly systems to manage volume without relying solely on wage inflation-prone manual labour.
• Digital Integration: Connecting the factory floor to the supply chain and enterprise resource planning (ERP) systems to optimise batch sizes, inventory, and logistics.
2 Focus on Value-Add, not volume: A strengthening dollar fundamentally changes the export game. Your strategy must shift from being the cheapest producer to being the most valuable.
3 This means investing in R&D, customisation capabilities, and premium branding. The lift in New Zealand’s terms of trade suggests there is global demand for our high-quality, specialised exports—manufacturers must concentrate their resources here.
The final quarter of 2025 requires a shift from survival mode to strategic execution. The domestic economy is providing a slight tailwind through lower interest rates, but the global market demands a leaner, smarter operation.
Leaders in New Zealand manufacturing should prioritise:
1 Unlocking Debt: Re-evaluating CapEx plans now that the OCR is under 3.0% and heading lower.
2 Hedging Currency Exposure: Mitigating the risks of an appreciating NZD, which is forecast as global conditions shift.
3 Driving Productivity: Making strategic, non-negotiable investments in digital technology and automation to fundamentally lower unit costs and protect margins against global volatility.
By capitalising on the domestic monetary easing and implementing a robust productivity strategy to counter global uncertainties and currency challenges, New Zealand manufacturers can not only finish 2025 strong but build the necessary platform for sustainable, high-value growth throughout the next business cycle.
The Government’s announcement of the new Building Product Specifications (BPS) document, designed to open the doors to thousands of additional building products and bring construction costs down, has been welcomed by the building industry –and one operator has already taken control of long-standing competition issues in the roofing sector.
Roofbuddy, the roofing marketplace which brings together homeowners and qualitied roofers to transact, has launched its proprietary roll-forming steel business, Guardian Steel, to address lack of competition, improve service delivery, and offer an end-to-end service to homeowners with complete accountability and transparency.
For years, roofers and customers have had to deal with monopolistic control of the steel sector. Historically, NZ Steel (owned by ASX-listed BlueScope in Australia) has been dominant, with over 80% market share.
Since Guardian Steel launched – ahead of the Government’s announcement – to offer an alternative, the take-up has been significant: while Guardian Steel is open-market, the main clients initially have been Roofbuddy roofers.
They have proved highly receptive to the new, vertically integrated offering, which delivered 48 roofs in its first two weeks on the market.
There are 100 current, vetted Roofbuddy service providers all over New Zealand – each one is trade qualified with active Licensed Building Practitioner (LBP) certification and operative public liability insurance.
Roofbuddy monitors the quality of their work and checks their performance benchmarks through the company’s on-site 65-point quality assurance framework.
The new BPS document includes roofing and wall cladding systems, stating they are eligible when compliant with international standards outlined in the Ministry of Business, Innovation and Employment (MBIE) guidelines.
Guardian Steel’s product is compliant with these standards and the New Zealand Building Code. The Guardian Steel machinery is made in New Zealand for local conditions by Angus Robertson Mechanical, a Rangiora-based world leader in roll-forming machine manufacture.
The coil product is being made in South Korea to New Zealand specifications; South Korea has been a supplier to this market for decades.
Roofbuddy’s founder and CEO James Logan says he established Guardian Steel to solve a known industry problem – one common to most, if not all trades.
“For a long time there has been market frustration with delays and cost overruns and a need for real accountability and quality assurance, and most of all
true competition, in the building materials market. “Those conditions set the stage for direct supply to offer genuine consumer choice, and we established this for roofing steel not long before the Government introduced the new Building Product Specifications.”
The impacts and benefits of Guardian Steel are multifold:
• For consumers, the product helps offer quicker, clearer, and more competitively priced roofing solutions.
• For roofers it means more reliable supply, greater scheduling certainty, and assurance of material standards.
• For the market there is now more direct competition, higher industry standards for price and quality, and more transparent practices and accountability for service delivery.
Guardian Steel addresses another systemic inefficiency: the fragmented supply chain. By consolidating ordering through a tech-enabled specification system sitting within the Roofbuddy ecosystem, Guardian Steel can provide competitive pricing to marketplace contractors while offering customers enhanced security through protected payment arrangements, so funds are released when the job is completed and quality assurance checks are passed.
Guardian Steel has the backing of Roofbuddy as the marketplace for roofers and consumers. Over NZ$80.7 million has been transacted via the Roofbuddy platform in the past three years, with 42,000+ quotes served, more than 3,800+ jobs booked, and an average reroof sales value of $27,490.
The average saving for customers is $2,728 per transaction, calculated by the difference between the average marketplace quote and the marketplace quotes that are accepted. Guardian Steel promises to sharpen those savings even further.
Mr Logan says, “The introduction of the Building Product Specifications doesn’t just level the playing field for the likes of Guardian Steel – it signals a recognition among policymakers that we need to truly open our market to products that comply with our Building Code and all relevant standards.“
Guardian Steel brings global-standard quality and much fairer pricing to the local market while demonstrating how vertical integration creates transparency and better outcomes for homeowners
and the whole industry.
Everything from compliance to weather resistance, warranty, and durability is supported by decades of international proof – no more inflated costs, no more local monopoly on roofing products.
There are many imported building products that are better or more competitive than what is currently used in New Zealand, Mr Logan says. “That’s part of the reason why the cost of construction is so high here compared with other markets around the world. Building new structures is cost-prohibitive, which is why half our housing stock is ancient relative to other developed countries – and we have the cold, damp, mouldy homes and public health effects to show for it.
“Elsewhere in the world, housing that is no longer fit for purpose is knocked down and rebuilt to modern standards and with competitively priced materials –like Guardian Steel.”
Mr Logan also points out that reducing the cost of construction materials – whether for new builds or renovations and rebuilds – while keeping standards high has major implications for the wellbeing of New Zealanders.
“We need to look more broadly at the effects of high construction costs stemming from monopolistic control of various material subsectors.
“Our aging housing stock, of which half was built before 1980 and 35% pre-1960, is a critical public health issue, not just a property or construction challenge. It is a root cause of preventable illness, discomfort, and inequality, and it disproportionately affects Māori, Pacific peoples, and low-income renters, who are more likely to live in older, poorer-quality housing. Fixing this is a major social opportunity, and it starts with making it easier and more affordable to improve and repair older homes.”
By Shyamini Szeko, reflecting
(AcademyEx, 2025)
on Master’s research into ageing and work in New Zealand manufacturing
“My 32-hour week lets me maintain a healthy sleep schedule and personal life,” one long-serving factory worker told me during my research. That small adjustment meant he could keep working instead of being forced to leave early.
But not everyone is offered this chance. In my survey, 86% of manufacturing staff said flexibility is “very important,” yet almost half reported seeing no age-inclusive action in their workplace.
The message is clear: older workers want to stay engaged, but workplaces are not keeping pace. Unless manufacturers change course, they risk losing valuable skills and knowledge just when they need them most.
On the office side of manufacturing, flexibility is common. Staff can work from home, adjust hours, or take phased retirement. But on the factory floor, older workers face rigid shifts, heavy physical demands, and inconsistent support. As one HR professional told me:
“Flexibility simply does not work on the factory floor.”
Yet my research shows that is not true. Even modest changes to duties or scheduling can keep people in
the workforce for longer. The issue is not whether flexibility can work, but that it is unevenly applied, often depending on the goodwill of a manager instead of fair, transparent policy.
Health, Shifts, and
Rigid shift patterns can take a toll. Fatigue, musculoskeletal strain, and disrupted sleep become harder to manage with age. When schedules are adapted, the impact is immediate.
The worker who moved to a 32-hour week is one example. Others told me that reduced rotations or less physically demanding duties made the difference between staying on the job or considering early retirement.
Flexibility is not about lowering standards. It is about sustaining performance by adapting work to people’s changing needs.
Manufacturers in New Zealand are already testing solutions that work in practice:
• Phased retirement: reducing hours gradually instead of expecting sudden exits.
• Modified shifts: shorter rotations, later start times, or redesigned roles that reduce physical strain.
• Mentoring positions: allowing experienced staff to pass on knowledge without the same physical load.
These are not disruptive changes. They are practical adjustments that respect operational needs while valuing an ageing workforce.
At present, flexibility too often relies on a sympathetic manager. That creates inequity between departments, uncertainty for workers, and risk if leadership changes.
For flexibility to mean something, it must be formalised in policy. That means:
• Consistency across teams and locations.
• Transparency in how options are offered.
• Clear accountability for decisions.
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Policy also gives managers confidence by providing frameworks to balance production demands with fairness.
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The shop floor and assembly line can be vulnerable places for in-process metal goods. Freshly machined metal is a magnet for flash corrosion—when going in and out of air-conditioned QC areas or enduring hot, humid days in parts of the shop that are not climate controlled.
The key advantage of VpCI® packaging is that it is fast and easy to use with little mess—unlike the hassle and cleanup associated with greasy rust preventatives.
It is also highly effective. VpCI® packaging comes in many shapes and sizes, all based on Vapor phase Corrosion Inhibitor chemistry, which only requires an enclosed space and a bare metal surface in order to be effective.
Vapor phase corrosion Inhibitors emit out of their foundational VpCI® packaging material, diffuse throughout an enclosure, and adsorb (i.e., lightly adhere) on the metal, creating a protective molecular barrier that blocks corrosive reactions with moisture, oxygen, chlorides, or other harsh elements. When the enclosure is opened, VpCI® molecules begin to float away, typically requiring no further cleaning before the component can be used.
Get Creative: Mix-and-Match packaging for rust defense VpCI® packaging comes in many forms, allowing manufacturers to create a tailored solution that best fits their corrosion protection needs. These materials include VpCI®-126 film and bags in many styles, CorShield® VpCI®-146 paper, and VpCI® emitting materials such as BioPad® and Cor-Pak® 8-MUL Pouches. Some examples of how parts can be protected between manufacturing stages are as follows:
• Line a production bin with a VpCI®-126 gusseted bag, fill with machined parts, and close the bag after each addition. Add a BioPad® if extra protection is needed.
• Sandwich layers of brake disks or flywheels between pieces of CorShield® VpCI®-146 Paper inside a bin
• Cover racks/carts of gears with CorrCap™ VpCI® Protective Covers (customized shower-cap style versions of VpCI®-126 for easy removal and reapplication) and add BioPad® as an extra source of corrosion inhibitors. Similar materials can be used for easy protection during shipment.
Throughput + Make life easier for assembly line workers! Corrosion is a constant threat, but manufacturers have the privilege of choosing their weapons. Creative packaging with VpCI® materials makes in-process corrosion protection much easier and quicker than using traditional rust preventatives by eliminating oils, greases, and the hassle of cleanup with harsh chemicals. Do you have a spot in your manufacturing process that could benefit from dry, easy to remove corrosion protection to improve your cycle time?
The D1 motor control is the powerful and versatile solution from igus for demanding drive applications, and is now compatible with the industrial communication standard PROFINET/PROFIdrive.
With a market share of around 23%, PROFINET is currently experiencing the strongest growth. Major manufacturers such as Siemens, Beckhoff and Wago use this industrial Ethernet standard for industrial automation as it makes real-time and reliable communication possible between control systems, machines and field devices such as sensors and actuators.
“Thanks to the PROFINET integration, communication between the D1 and these control systems is now
completely straightforward,” says René Erdmann, Head of Business Unit drylin E Drive Technology at igus.
“The extended connectivity eliminates the need for specialised software and in-depth technical knowledge. It is easy to embed into automation systems, shortens project times and reduces integration and maintenance costs.” The D1 with PROFINET fieldbus is available immediately. Users can also bring older models up to date with a free update.
Designers use the D1 motor control to operate stepper, DC and EC/BLDC motors of electric linear drives, handling systems and robot axes.
“The D1 impresses with short cycle times, which ensures a fast response time of eight to 16ms, depending on the application. It offers great advantages, especially in dynamic applications,” says Erdmann.
The intuitive operability via a web interface, on which positions, speeds, accelerations and movement
profiles can be set without additional software is also popular with designers.
They also value the support of interfaces such as CANopen and Modbus TCP (gateway) to integrate the control system into existing automation environments. The D1 is suitable for a wide range of applications. Thanks to the AC1 speed control and AC3 positioning application classes, it can be used in various industrial sectors, from automotive production and packaging lines to simple robotics.
“With the PROFINET/PROFIdrive integration, which has also been certified by Siemens, we want to offer design engineers an even more flexible and future-proof solution that further increases the performance and efficiency of their automation processes,” says Erdmann.
The dryve experience provides more information on the igus motor control systems and applications that have already been implemented applications as well as detailed tutorial videos of all functionalities and a guide for selecting the right motor control system.
In addition, igus offers free sample programmes that significantly reduce the integration time of the motor control systems, which saves time and money. www.treotham.com.au
Share with readers what your company does
Founded in 2020, Pact Steel Ltd has quickly established itself as a key player in New Zealand’s structural steel sector. Based in Ngaruawahia, the company provides fabrication, welding, and erection services for projects across the Waikato, Bay of Plenty, and Auckland. With a modern facility, a skilled team, and a growing reputation for delivering reliable outcomes, Pact Steel is contributing to both large-scale industrial developments and bespoke architectural builds.
How are you finding current business conditions?
The construction industry has had its challenges with rising material costs and supply chain disruptions, but overall demand for structural steel remains strong. In the Waikato and Bay of Plenty regions especially, we’re seeing continued growth in industrial and commercial projects, which is keeping us busy.
Our new fabrication facility in Ngaruawahia has given us the capacity to take on larger projects despite those external pressures.
Where are the growth opportunities for your company?
We see opportunities in several areas. Industrial
and commercial warehousing is expanding quickly, particularly around Hamilton and Cambridge. There’s also steady demand for bespoke residential and architectural steel projects.
Another area of growth is in sustainable construction. With our Sustainable Steel certification, we’re well positioned to support clients who are prioritising environmentally responsible building.
Do you export - and to where?
At present, our main focus is on serving the New Zealand market — Waikato, Bay of Plenty, and Auckland. While we don’t export directly, our prefabricated steel often forms part of projects with broader supply chains. Looking forward, export could be an option as we continue to scale.
What are examples of projects you have recently or are currently working on.
Some of our recent projects include Laminex in Taupo?, where we fabricated and erected 800T? of structural steel. In addition, we’re involved in a range of residential and townhouse developments, as well as ongoing commercial fit-outs and warehouse builds.
How easy is it for you to find the right staff?
Like most in our industry, finding and retaining skilled
staff is challenging. Experienced welders, fabricators, and steel erectors are in short supply across New Zealand. We’ve tackled this by investing in training, apprenticeships, and creating a supportive work culture. That said, the shortage of qualified people remains an ongoing challenge.
What would make business better for the company at present?
Greater stability in steel pricing and supply chains would make a big difference, as would faster consenting processes to keep projects moving. A stronger pipeline of skilled tradespeople entering the industry would also ease staffing pressures.
Finally, continued emphasis on sustainability in construction is something we welcome — it aligns with our own goals and helps us deliver long-term value to clients.
With a growing reputation for precision, reliability, and innovation, Pact Steel Ltd is carving out a strong position in New Zealand’s structural steel industry. Backed by a skilled team, modern fabrication facilities, and a commitment to sustainability, the company is well placed to take advantage of new opportunities while continuing to deliver quality projects across the region.
IAI’s Modular Cartesian Robot Systems offer a highly adaptable and efficient automation solution for various industrial applications.
Thanks to their modularity and tailored functionality, these systems require significantly less space than traditional articulated robots, making them an ideal choice for operations where space is at a premium. Each robot is configured with only the necessary axes and functions, resulting in streamlined, space-conscious designs without compromising performance.
IAI provides a broad range of Cartesian robot systems that can be configured with 2 to 6 axes, using either servo motors for high-performance operations or more economical stepper motors.
These servo motor options are available in standard and high-precision configurations, offering flexibility for different application demands, from simple pick-and-place tasks to more complex automation needs.
For cost-sensitive projects, IAI offers an affordable
alternative in the form of its RoboCylinder series. These stepper motor-driven Cartesian robots are part of the expanding IAI portfolio and are known for delivering reliability at a lower price point.
The latest addition to this line is the RoboCylinder “IK Series,” which now comes equipped with a Battery-less Absolute Encoder. This innovation reduces the complexity of the design and assembly process and eliminates the need for battery replacement, simplifying long-term maintenance.
Performance has also been enhanced with the RCP6 Series of RoboCylinders, which can achieve higher speeds than previous models, making them suitable
for high-throughput environments where cycle time is critical.
Another standout feature of IAI’s modular Cartesian systems is their extensive configurability.
With up to 516 available combinations, users can select from a wide range of setups to precisely match their operational requirements. Recent innovations include a table-type model (TA) featuring a Z-axis and a variant with a ZR unit that incorporates vertical and rotational movement.
These additions further broaden the system’s versatility, making designing compact, efficient, and purpose-built automation solutions easier.
IAI’s Modular Cartesian Robot Systems offer an optimal balance of space-saving design, modular flexibility, and cost-effective automation. Whether using high-precision servo models or budget-friendly stepper variants, these systems provide tailored solutions to meet a wide variety of industrial needs. www.treotham.com.au
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• Supporting events like Pride or Wear It Purple Day. Reviewing policies (such as parental leave or health cover) to ensure they’re inclusive of all families and identities.
When people feel comfortable being themselves at work, they’re more engaged and productive.
A mix of generations can be a huge advantage in manufacturing. Younger workers often bring new energy, fresh ideas, and digital skills, while older workers bring deep technical knowledge and mentoring ability. You can:
• Set up buddy or mentoring systems pairing younger and older staff.
• Offer phased retirement or part-time options for experienced workers.
• Create training pathways for young apprentices to learn directly from senior staff.
• This kind of collaboration builds capability and continuity across your workforce.
Disability and accessibility:
Inclusive workplaces recognise that people contribute in different ways. Examples include:
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• Ensuring workspaces are wheelchair-accessible and well-lit.
• Providing assistive technology such as speech-to-text software or adjustable workstations.
• Offering flexible work-from-home arrangements for staff with invisible disabilities or chronic conditions.
• Training managers to support neurodiverse employees, such as those with autism or ADHD, through clear communication and structured routines.
By designing your workplace for everyone, you open the door to talented people who might otherwise be excluded.
Manufacturing offers opportunities for people from all backgrounds. You can make your workplace more equitable by:
• Removing unnecessary degree requirements from job ads.
• Offering paid internships and training pathways for entry-level roles.
• Partnering with local schools, polytechnics, or
intensive. New Zealand manufacturers are proving they can meet these exacting standards, while delivering products with global appeal.
For small businesses and manufacturers, the Defence Industry Strategy is an invitation to be part of this growth story. It is an opportunity to take on bigger projects, develop new capabilities, and reach new markets while contributing to the country’s security.
Growing New Zealand industry means stronger businesses, more jobs, and a more resilient economy.
The work of local manufacturers today is building the Defence Force and the economy of tomorrow.
community groups to build talent pipelines.
• Providing financial literacy or skills training programmes to support long-term growth.
Supporting people from different economic backgrounds builds loyalty and strengthens your connection to the local community.
Stronger teams, better ideas for a more resilient business
In tough economic times, it’s tempting to see DEI as a distraction from “real” business challenges. But the evidence is clear: inclusion drives innovation, loyalty, and results. For manufacturers, that means stronger teams, better ideas, and more resilient businesses.
When you invest in diversity, equity, and inclusion, you’re not just doing right by your people. You’re setting your business up to thrive.
This article is based on a guide we wrote with the Sustainable Business Council and Kaitiaki Collective. Recent guides, grounded in te ao Māori, cover environmental, social and governance topics to help businesses make meaningful progress.
Need help with your DEI strategy? Get in touch with thinkstep-anz at engage@thinkstep-anz.com
A Call to Action
Replacing a single skilled worker can cost up to 75% of their annual salary (MBIE, 2023). For manufacturers, flexibility on the factory floor is not just a perk. It is a practical way to retain skilled staff and the knowledge they carry.
So, what small change could you trial this week? Could you shorten shifts? Create part-time supervisory roles? Start normalising conversations about phased retirement?
In te ao Maori, kaumatua are recognised as holders of wisdom and experience. Embedding manaakitanga
Snapshot: 3 Practical Ways to Make Flexibility Fairer
• Trial shorter shifts: Reduce fatigue, improve wellbeing, and extend careers.
• Create mentoring roles: Use experience strategically without overloading physically.
• Plan transitions, not exits: Make phased retirement and gradual step-backs the norm, not the exception.
(care and respect), into workplace practices honours older workers while strengthening the workforce
Flexibility is about dignity, fairness, and resilience. When manufacturers take it seriously, everyone benefits..
This article is part of a series sharing findings from my Master’s research into age-inclusive practices in New Zealand manufacturing.
Step into almost any Kiwi workshop at 6 a.m. and you’ll find the owner already there, fixing yesterday’s problem before the team clocks in. They’re signing off orders, juggling suppliers, answering calls and putting out fires faster than they ignite.
By mid-morning they’ve handled a breakdown, approved a quote, covered for someone off sick, chased an overdue invoice… and by evening they’re back on email. Not by choice, but because if they don’t, no one else will.
We call it leadership. In reality, it’s survival with a spreadsheet and it’s no wonder we’re producing 30% less than our OECD peers.
Here’s the uncomfortable truth: if your business grinds to a halt the moment you step away, you don’t own a business, you own a job with overheads. That’s no foundation for a high performing business, growth, or succession.
Contrast that with firms operating at a higher level of maturity. Leaders aren’t caught up in the day-to-day, they have clear business plans and measurable KPIs. They hold quarterly reviews where leaders coach instead of firefight.
They invest in systems to capture knowledge and create consistency and aren’t reliant on one person’s memory or availability.
Their systems are stronger than their heroes.
Operational maturity doesn’t come from a new machine or a fresh ERP licence. It comes from design and discipline, doing the boring things brilliantly: Clear purpose and numbers: every employee knows the three metrics that matter most and how their work moves them.
Standard work before scale: processes are documented, taught and audited so improvements stick.
Regular rhythm of review: daily huddles, monthly scorecards, and quarterly business reviews reset priorities before problems compound.
Financial literacy at every level: leaders and teams understand the cost of waste, rework, and delay, not just the accountant.
Distributed leadership: owners lead through others, not around them. Coaching replaces control.
It’s not revolutionary. But it is transformational.
When we sat down with Dave Bunting, Managing Director at Architectural Glass Products (AGP) in Cambridge, his story cut straight to the heart of this shift from founder-dependence to systemdependence.
AGP is a double-glazing manufacturer supplying the APL network nationwide out of a facility you can spot from the Waikato Expressway. It’s one of the most advanced glass operations in the Southern Hemisphere. But the real advantage isn’t the kit; it’s the way they lead.
From day one, AGP made a deliberate choice not to hire from the glass industry. They backed their training mechanisms and culture. They recruited for humility, ownership, and learning agility; then taught the craft.
As the business scaled to its fourth line, the focus shifted even more towards bottom-up improvement; operators identifying issues, leaders removing roadblocks.
Leadership isn’t a title, it’s a system. AGP runs a flat structure with explicit decision rights. Anyone can challenge a direction with evidence, but the right person makes the call.
It’s not the most senior person but the person with the comparative advantage for that decision. Once the call’s made, everyone rows in the same direction. That builds momentum without the bottleneck of a single “hero”.
Their operational rhythm is deceptively simple: Daily stand-ups: 15 minutes, max. If the KPI is green, move on. If it’s red, find the root cause, triage the fix and get back to work. No voodoo theories, no excuses. Just facts and follow-through.
Data before drama: start with observation and measurement (yes, sometimes the tool is still a clipboard, a stopwatch and a can-do attitude). Many gains came from tiny, targeted fixes; like a $100 audio alarm to prompt a changeover at the right moment.
Here’s the point: AGP’s excellence isn’t because it’s a Greenfield site or because they bought shinier machines than everyone else. Dave’s led older plants overseas to similarly high performance.
The differentiator is leadership discipline. Humility to be challenged, courage to delegate decision rights and the daily grind of review and improvement. That maturity doesn’t just boost performance; it builds confidence for investment. Investors and owners can back systems with predictable outcomes. Teams stay because they’re growing. Customers stick
David
Altena is Head of Growth & Partnerships at SmartSpace.ai & Co-Founder & Host of The Better SMB Podcast.
david@altena.solutions
because they can trust delivery. That’s how you turn operational maturity into a strategic moat.
This isn’t about letting go; it’s about stepping up. When you mature your operations, you don’t lose control, you gain freedom. Freedom to innovate and focus on customers. Freedom to open new markets.
A founder-centric business relies on the energy of one person. A future-ready business relies on a system of people and that shift changes everything:
• You stop being the bottleneck and become the catalyst
• You stop reacting to problems and start designing performance
• You stop hiring followers and start growing leaders
That’s the real dividend of maturity. Not just higher profits, but the peace of mind that your business can thrive without you.
Every process you document, every system you build, every team member you empower is another step toward freedom.
Freedom to think longer-term
Freedom to step back without everything collapsing
Freedom to innovate rather than imitate
That freedom makes your business investable. No one wants to buy your burnout. They want a system that performs, with or without the founder on the floor.
Investors back systems, not superheroes.
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