Company Profile: Exxovantage
The business has expanded to Australia, the USA, Africa and Singapore, with bold plans to become the global leader in wearable robotics technology.
Analysis
Skills shortage survey confirms worst fears
Upskilling and training staff may be the easiest solution for the 71 per cent of businesses unable to fill technical roles, with 54 per cent already engaged in apprenticeships, and another 24 per cent planning to take on an apprentice in the next twelve months.
Timoti Harris, Managing Director at Empowering Change:Te Tiriti in the workplace
While the broad strokes of Te Tiriti o Waitangi are now widely acknowledged, many people do not know its contents and intent. Much of HERA’s forward programme of research involves achieving industry focused solutions – but a much-needed change is that it now needs to be reviewed through the lens of te ao Māori. This is part of HERA’s commitment to acknowledge Te Tiriti o Waitangi and interfaces between Mātauranga Māori (Māori knowledge) and industry to expand knowledge and practice more generally. An example of this is HERA’s Endeavour Fund four-year research project focused on transforming the construction sector in Aotearoa New Zealand using Construction 4.0 approaches. The Mātauranga Māori research theme within it, aims to address the gap of knowledge that exists and build a uniquely Māori framework to address the challenges of Construction 4.0. This will create new knowledge domestically and will sit internationally as an example of indigenous knowledge being incorporated into sectoral transformation. HERA acknowledges that for industry, this will be confronting for some. Challenging the status quo of ‘doing’ business requires courage, even more so when the way to do it means looking through a cultural lens that may be unfamiliar. However, there are significant changes occurring in New Zealand that indicate HERA needs to focus on this, as does business. This includes from a government perspective, the development of the Vision Mātauranga strategy of MBIE; development of the Te Ara Paerangi Future Pathways White Paper on the future of the research, science and innovation system imbedding Te Tiriti as one of four key focus areas; the revisions to the Education Act that now require honouring of Te Tiriti; and changes to government procurement rules that call for business to consider how to create opportunities for Māori. As industry faces skills gaps and labour […]
Doppelmayr sustainable transport solutions across New Zealand
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 […]
Adapt or Perish?
-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 […]
Embracing equity for women in STEM
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 […]
The Interview: Caroline Su, quantity surveyor
Share what you actually do? I came to New Zealand as an international student and am currently a quantity surveyor at Bettabuilt, which is part of the Brosnan Construction Group of companies. I am working closely with the project team and key project stakeholders, managing the carpentry contract from project commencement through to completion. My duties and responsibilities include, but are not limited to, assessing payment claims and variations, enforcing adherence to contractual terms and risk management. I also manage relationships with clients, main contractors, and key project stakeholders, along with the project team to ensure all financial deliverable and outcomes are achieved. What drew you to your profession? I came to NZ just after the 2011 Christchurch Earthquake. The first time I went to the town centre I saw lots of damaged buildings and containers, hoardings and safety nets everywhere. Which potentially brought my interest in construction and thoughts of rebuilding Christchurch. Is this a field many women are working in? There were not many, but now there are more! I remember when I first became an intern I was asked if I minded being the only female in the office. That was in 2017-ish. Now, in my office, we have nearly half females and the percentage is increasing! How do you enjoy your work? My day to day work is not just using the construction knowledge that I have learned, we also have a lot happening on site every minute. I enjoy problem solving every day, which brings the joy of success. Is there a specific project you have enjoyed being part of? I am quietly enjoying my current project: UC Psychology Staff Building Refurbishment. How do you deal with issues like climate change…and what needs to be considered for the future? For construction, climate change will possibly affect […]
Net-zero steel in building and construction: The way forward
As the world transitions to lower greenhouse-gas emissions, construction companies have a major role to play. In making the green buildings of the future, they have a chance to tap into demand that spans geographies and architectures. Indeed, greener business models are potential magnets for trillions of dollars earmarked for sustainable investment. In addition, companies that adapt effectively will ensure they are aligned with an increasingly stringent regulatory agenda. The decisions made by construction executives now will determine how they are positioned for the transition over the coming decade. Those that prepare astutely are likely to seek out emerging pockets of innovation and dial up investment in sustainable technologies and capabilities. To be sure, new materials such as green steel are more expensive, and will therefore demand a new pricing model. However, they can significantly reduce embodied carbon—in commercial buildings by as much as 70 percent by 2030. Amid tight industry margins, a priority for decision makers will be to ensure that there is a solid business case for change. The key in that regard will be to establish market position, while adjusting to a new cost base. They must also ensure that greener business models are aligned with demand that will rise at an uncertain pace over time. A tricky calculation is required, but the prize is a chance to get ahead in a market that is set for a potentially rewarding future. Construction industry emissions From houses to bridges, hospitals, and skyscrapers, the construction industry is responsible for approximately 25 percent of global greenhouse-gas emissions. A third of these are associated with materials and the construction process, or so-called “embodied carbon.” One reason for the industry’s high emissions is that it is a voracious consumer of steel, accounting for more than 50 percent of global demand.2Due to the energy required for its […]
Decarbonising steelmaking
This article, one of many NZ Manufacturer will be sharing on the subject, comes as a result of conversations with companies in the steel industry who require information on decarbonising steel and steelmaking. Seventy five percent of steel is made from high-emissions plants Nearly three-quarters of crude steel today is made from iron ore in blast furnace–basic oxygen furnace (BF-BOF) plants. These plants release carbon when coking coal is burned and used as a reducing agent. One key decarbonisation action could be to replace blast furnaces with electric arc furnaces fed by scrap and/or H2-DRI; powering EAFs with 100 percent carbon-neutral electricity would eliminate energy-related emissions. Moving to low-emissions production would require $4.4 trillion spending over the next 30 years, with the top end spend coming between 2030 and 2040. In this scenario, three-quarters of investment will likely be on new hydrogen-powered DRI-EAF plants, and the rest to equip existing BF-BOF plants with CCS. Thirty percent increase in unit production costs for steel Costs for steel in the net-zero scenario could increase because of up-front capital spending and higher operating costs associated with CCS and hydrogen-based DRI-EAF production. Market opportunities The shift toward net-zero steel production would likely depend on a collaborative effort among regulators, governments, and industry stakeholders to change the economics of production, facilitate access to required capital, and stimulate demand. First movers that manage the transition risks well stand to gain the most. Sixty five percent of steel will come from plants with electric arc furnaces in 2050 and there will be a ten percent increase in global demand for steel compared with today. Getting all the way to net-zero steel Recent developments in regulations, along with commitment among some governments to reduce CO₂ emissions, have led many steelmakers to set high decarbonisation goals in coming years. While […]
Regulated product stewardship driving transition to a circular economy
By Trevor Tutt – GM Innovation, 3R Group Something which will affect almost all New Zealand businesses has mostly flown under the radar since it was announced during the covid pandemic. A swath of products are set to fall under regulated product stewardship for the first time in New Zealand after they were announced as priority products in July 2020. This means, for the first time in Aotearoa New Zealand, regulated product stewardship schemes are being established for tyres, electronic waste, single-use plastic packaging, synthetic refrigerant gases, agricultural plastics, and agrichemicals. So, if you rely on refrigeration, transport, electronics, or plastic packaging for your goods, you may be affected. It’s a big range of products, with more likely to be announced following government consultation on ways to accelerate product stewardship in new waste legislation. What is regulated stewardship? Product stewardship sees scheme members contribute towards the collection of their products at the end of life so they can be reused, recycled or properly disposed of. This usually means a stewardship fee is charged at the point of manufacture or import and is used by a scheme to achieve better environmental outcomes. The pay-off is improved environmental performance and brand reputation, as well as reduced risk from environmental harm. New Zealand has several voluntary stewardship schemes where participation is just as the name suggests – voluntary. These can suffer from limitations due to insufficient data and resources, and free riders – those who don’t contribute but whose products are stewarded through the scheme. Regulated stewardship sees all of industry required to participate. This provides a level playing field with no free riders. Schemes are therefore better resourced financially and through industry support such as knowledge sharing and collaboration. Data capture is also greatly improved. Regulated schemes are better equipped to reduce […]