Convex, an innovative New Zealand plastic packaging company, sees staff training not just as a strategy, but as a vital driver of success. During the Covid-19 pandemic, the company actively invested in upskilling its people to stay agile through the crisis.

Now, with New Zealand businesses facing fresh economic challenges, Convex continues to lead by example — showing how ongoing training builds a stronger, more resilient workforce.

Convex Operations Manager Aaron Collett says agility and adaptability have been the key to thriving in an industry as competitive as plastics packaging.

“Upskilling is a necessity to being and staying competitive, and for us competition is not just local, it’s global,” says Aaron. “Manufacturing is under pressure in New Zealand from imports and staying competitive in the packaging business is tough. A lot of what we do is highly specialised, capital intensive, and relies heavily on skilled trained staff.”

He says while training is a non-negotiable at Convex, it must also be scalable through tough times.

“Investment in training changes depending on the need, but for us it has always been important to continue upskilling our people, it’s just ‘the where’ and ‘the how’ that changes,” says Aaron.

“As a business we certainly have been tested, firstly during Covid and more so recently with the economic downturn. In recent years we’ve had to navigate a new landscape in reduced demand so all areas of the business have been reviewed and training has been reduced in some non-core areas to reduce costs – but apprenticeships and appliance training maintains status quo and we’ve boosted training around HR, mental health and resilience as well as group training utilising the expertise of key suppliers.”

One clear benefit of this sustained investment is agility. Trained employees can maximise production efficiency, adapt to new technologies, and take on different roles as needed. Around 15% of Convex’s 105 employees are actively engaged in training, many through Competenz, working towards qualifications in printing, engineering, and manufacturing apprenticeships, as well as health and safety programmes.

“A sound level of training gives staff the ability to maximise the setup and speeds which machines can be run at, and cross-training in certain areas gives us flexibility to move staff around as the work changes,” says Aaron.

The majority of Convex’s workforce has completed foundational manufacturing training. This not only enhances individual skills but also strengthens the company’s ability to retain staff and build long-term careers.

“Over the years we’ve put over 70 percent of our staff through basic manufacturing levels with Competenz as it gives them scope, confidence and the ability to learn new skills whether they use it at work or for personal growth.

‘Frontline management courses for staff becoming supervisors has definitely paid dividends, giving staff structure and confidence to supervise effectively, and there has never been a time when we haven’t had a printing apprentice,” Aaron adds.

“Like any manufacturing business, you can’t be doing what you did yesterday. Having the continuous improvement notion and attitude ingrained in a business is gold and that’s hard to do. You train to future proof.

“Any training you give staff where they are empowered to participate and contribute will benefit both the business and the individual staff member. We have been through testing times but training has helped us be more agile and reactive as the industry landscape has changed.”

Training requires commitment, resources, and a willingness from employees to embrace new challenges. In a period where many businesses are cutting costs to navigate financial pressures, Convex’s ongoing commitment to upskilling staff stands out as a forward-thinking approach to economic resilience.

Yet, the long-term gains significantly strengthen both the workforce and the business, making the effort well worth it.

Competenz training advisor Phil Jones, who has worked with Convex for the past decade, says this forward-thinking approach is what sets the company apart.

“I feel very fortunate to be able to work with companies like Convex who are passionate about investing in training, even through adversity. Through these actions they are helping grow the New Zealand economy,” says Phil.

“The plastics sector has many unique traits and to find skilled workers isn’t just a matter of advertising. A lot of time and experience is required to understand and master the art of film production, printing, laminating and converting, so having a training pathway is attractive to jobseekers, and ensures not only business continuity, but also company growth and the ability to be innovative in the marketplace.”

The reality of today’s workforce is that employees don’t always stay in one place for life. But even when trained staff move on, the investment isn’t lost./

“The days of a job for life are almost gone, so you must expect that people will move away from your business. We need to be thinking holistically. You may train a person and then they may take these skills into the wider workforce and grow and improve in a different workplace.

‘” Ultimately the training you provide is growing the New Zealand economy which is good for everyone. If New Zealand businesses are prospering, as a nation we can prosper too,” Phil explains.

Aaron agrees that training is altruistic – the gains are felt by more than the employer and employee.

“Training empowers staff by equipping them with the skills to grow and develop within the company. It gives them confidence and purpose and definitely helps with staff retention. A large percentage of our staff have been here 10 years plus and some 20 and 30 years!

“Training helps solidify careers, provides direction, gives people knowledge to better themselves, and in turn has a positive influence on their family life and community interaction. I share the same view as our Director Owen Embling – in tough times, you cannot afford not to train your people.”