Analysis

Garreth Hayman, CEO Doppelmayr New Zealand To meet our 2030 and 2050 climate targets, Aotearoa must think differently about how to move its growing population. Doppelmayr’s urban ropeway technology offers innovative, affordable and sustainable solutions that can keep our cities moving. With the ability to transport 12,000 people per hour, ropeways enhance a city’s liveability, connect harder to reach communities, integrate with existing transport infrastructure, relieve congestion and attract more people to use public transport. Do you have examples as to where your company has done this before? Doppelmayr has designed and delivered several public transport systems using ropeway technology, including in London, Mexico City, Luxemburg and Portland. We are currently underway with the first-ever public transit gondola for Paris which will be completed in 2025. Our largest urban ropeway ‘Mi Teleférico’ in La Paz, Bolivia, consists of ten lines with an overall length of more than 30 kilometres. Mi Teleférico transports about 300,000 people every day as a means for getting to work and school, whilst providing access to community hubs and leisure-time activities. With more than 300 million passengers transported to date, commuters continue to benefit from significant time savings and escape from daily road congestion. What do you mean by an integrated transport solution? Doppelmayr’s urban ropeway solutions can be integrated into existing and future transport networks, to complement train, bus and ferry services. This includes integrated stations for easy transfers between modes and the integration with existing payment methods, such as Auckland Transport’s HOP system or the new National ticketing system. Do you see this integration across large cities or rurally? Most of our existing urban ropeway solutions have focused on connecting cities where high density and geographical barriers have prevented other transport expansion to take place. However, this doesn’t mean that integration isn’t possible in […]

-Ian Walsh, Argon & Co In these challenging times it’s useful to refer back to the lessons of the past to help navigate the future. Charles Darwin, considered to be ‘the father of evolution’, proposed the theory that a species’ survival was dependent on that species having adapted favourable traits to thrive in their natural environment. This theory is sometimes referred to as survival of the fittest. I’d argue this theory holds true in the business world too. In order to survive you have to adapt to your environment. Those that can adapt thrive and grow. Those that cannot perish, and are replaced by competitors more suited to the environment they find themselves in. The ability to adapt in the business world however, is not some random genetic mutation ability bestowed from the gods, but rather it is a competitive advantage: a set of practices and skills which better companies embed into their “DNA”. The average lifespan of a Fortune 500 company has fallen by 80% in the last 80 years from 67 years to 15 years, similar statistics in the UK. Of those companies with over 100 years, there are some common charactieristics: Stable purpose Servant leaders/stewardship Succession planning Embrace change and new ideas, open to sharing Continuous improvement in all things they do, learn from the best always Teamwork and change willingness through planned disruption Deeply embedded systems and processes to embody their “DNA” If you have these attributes built into your company then you should be able to adapt and survive. At this point, it’s important to not confuse adaptation with agility. Adaptation is a response, adjusting your business and processes to meet your customer needs in a changing world. It’s strategic, systemic, and embedded into the way your business operates. Agility is reactive, like a carpenter […]

This year’s International Women’s Day (IWD), celebrated on 8 March, follows the theme of “embracing equity” — focusing on giving fair opportunities for everyone to succeed. This is not a New Zealand, or Australian story, nor a South East Asian story, it is a world story, showing the common thread going around the world. If you are wanting to be profiled – like Helen Blomqvist – get in touch  publisher@xtra.co.nz An example of a business invested in its people is Sandvik Coromant and the experience of their President, Helen Blomqvist. One of IWD’s key missions is to forge inclusive work cultures where women’s careers thrive and their achievements are celebrated. This year, the campaign centres around equity and how providing equal opportunities is no longer enough. So how do we achieve equity? At Sandvik Coromant, the number of females in functional management roles currently sits at 43%. This is above the estimated industry average, which is considered to be 38%, according to the Chartered Management Institute (CMI). However, if we’re to look across the manufacturing industry, it’s clear there’s still a lot to be done to truly achieve equity. A recent report by the Manufacturing Institute found that females make up just 29% of the manufacturing workforce. Staggeringly, it also finds that 63% of women struggling to get into the field face challenges due to the sector’s lack of flexibility and almost half are deterred due to childcare issues, compared to just 8% of males. It seems, therefore, that females wanting to succeed in the manufacturing industry still face challenges that rarely affect their male counterparts. If the industry is to truly reach equity, it must be aware of the unconscious bias certain groups face and find ways of managing that bias. But first, businesses must realise that hiring diversly […]