Analysis

Ten tips to make your business case for sustainability stack up

This information is based on a guide we wrote with the Sustainable Business Council and Kaitiaki Collective. It’s a situation we know many manufacturers face. You want to make your business more sustainable. (Bravo!) You can see the many benefits of manufacturing products that reuse resources, avoid modern slavery and create fewer environmental impacts. But – here’s the kicker – you’re struggling to get the business case for making these changes ‘over the line’ with your accountant or finance team. These ten tips will help you. Tip 1. See becoming more sustainable as an investment Sustainable businesses are excellent businesses. They create value in the short and long terms – economically, environmentally and socially. Treat your sustainability programme as an investment and manage it as one. Tip 2. Identify your stakeholders Consider the many people who have a ‘stake’ in your business succeeding sustainably. You will naturally think of your investors, customers, suppliers, team, local community and regulators. Think longer term and wider too. Include the environment and people who will live many years in the future. Tip 3. Confirm where to focus with a materiality assessment Your business case needs to reflect the views of all these stakeholders and your business too. Start with a ‘materiality assessment’. It’s a practical way, using interviews and surveys, to home in on the sustainability activities that your stakeholders and business care about and to prioritise the ones that matter most. A materiality assessment takes a broad view of sustainability and covers environmental, social and economic topics. Include your top priority topics in your business case. Tip 4. Understand who you need to convince Who do you need to influence to get your business case over the line? What are they interested in? What are they concerned about? Who else has their ear? […]

Embracing digital technologies without losing craftsmanship

NZ Manufacturer July 2024 by Media Hawkes Bay Limited – Issuu Adam Sharman, Senior Partner, Dsifer In an era where digital transformation is reshaping industries across the board, bespoke engineering and machine shops face a unique set of challenges and opportunities. These specialised manufacturers, known for their ability to create custom, one-off products, are now grappling with how to embrace digital technologies without losing the craftsmanship that sets them apart. As they step into this brave new world, several key considerations emerge, along with significant benefits. At LMAC and Dsifer, we work with a lot of custom engineering organistions, and recognise the unique challenges these shops face. At the heart of the digital transformation is the need to maintain and enhance customisation capabilities, whilst optimising production and front-end processes to remain competitive on time to deliver and cost. Bespoke engineering thrives on flexibility, and any digital system must be flexible enough to accommodate diverse client demands. Advanced product configuration tools and parametric design software are becoming essential, allowing engineers to quickly adapt designs while maintaining the personal touch that customers expect. Data integration stands as another cornerstone of this digital revolution. By connecting design, production, and quality control systems, shops can create a seamless flow of information from concept to finished product. Product Lifecycle Management (PLM) software is increasingly becoming the central nervous system of these operations, ensuring that every stakeholder has access to the latest information. The adoption of advanced manufacturing technologies is reshaping the landscape, offering substantial benefits. With Computer-Aided Design (CAD) and Computer-Aided Manufacturing (CAM) systems well-established to significantly reduce design time and errors, additive manufacturing, opens new doors for prototyping and small-batch production, allowing for rapid iteration and reduced waste. These technologies enable machine shops to take on more complex projects and deliver them faster, increasing […]

Managing Your Online Reputation: Lessons from NZ’s Largest Manufacturers

NZ Manufacturer July 2024 by Media Hawkes Bay Limited – Issuu In business, first impressions matter. New research by NZ Manufacturer business advisor and Impact PR director Mark Devlin has found many of the country’s manufacturers are failing to manage their online reputation – an oversight that could have repercussions for their growth. For manufacturers, business relationships can be multi-faceted and, given the technical nature of the industry, at times they can also be highly complex. Whoever your target consumer is when you enter a business relationship at some level, even a rudimentary transactional one, you need them to have confidence in your brand from the outset – a promise you can deliver in a way that aligns with their understanding of what constitutes value. If you fail to reassure a potential customer that you can adhere to this expectation, your chances of entering a relationship are greatly diminished. I recently toured a local manufacturing facility where I was shown a piece of cutting-edge technology destined for the export market that was worth around $1 million. This is not an insignificant amount of money to spend on a single product and it occurred to me that if I was buying something of that value from an overseas company I would want to have the highest level of trust in that firm. This begs the question – how does a manufacturer create digital ‘trust signals’ so that when a potential customer, employee or other stakeholder begins to research their company, it provides the requisite reassurance necessary for them to move to the next stage of interaction and purchase? While all manufacturers have customers, few would have walked in their digital shoes to understand what they see during any initial desktop research process. At the same time, an even smaller number of […]

Leadership Development – showing the real return on investment

NZ Manufacturer July 2024 by Media Hawkes Bay Limited – Issuu David O’Connor, Commercial Manager, The Learning Wave While it is a comparatively easy exercise for businesses to show the Return on Investment on additional plant or machinery, being able to crunch the numbers of the real impact of leadership development training has traditionally been seen as more subjective, and made even harder when faced with the current headwinds of tight economic conditions. Businesses that continued to prioritise investment in their people during the earlier 2020s are now repeating the rewards of increased leadership bench strength, higher levels of staff engagement, and little or no employee churn. And many of our clients can now confidently calculate the return on their training investment. Much was made of the ‘Great Resignation’ during 2020 and the impact this would have on businesses losing their best talent, we all know businesses that stopped leadership development training while others doubled down on their investment to upskill their leaders. It is interesting that the commentary around the great resignation disappeared from HR and business reporting without much noise at all, and has been replaced with plenty of articles on the VUCA era – a trendy managerial acronym short for volatility, uncertainty, complexity, and ambiguity. In this VUCA era, it is reported that businesses need leaders – at all levels – with strong resilience, who can actively engage a wide and diverse group of staff, manage multiple projects and demands, and have a curious mindset to be able to lead their teams through constant change. So it is the businesses that continue to invest in their people leaders who will be reaping the rewards in the VUCA era, and being able to not only retain their top talent but also have a bench of talented leaders ready […]

Productivity is the only game in town!

From July issue NZ Manufacturer www.nzmanufacturer.co.nz Ian Walsh, Partner, Argon & Co It is great to see that finally we are talking as a nation about the need to be more productive. Our poor performance in productivity terms is not a new issue or problem, but given the current economic environment, it has become clear to everyone that we have a significant gap to countries with which we compare ourselves. The consequences of this are significant, with many young New Zealanders leaving for foreign shores for better pay, conditions and quality of life. This problem has been disguised for decades by global financial crises, pandemics, earthquakes and media misdirection (“We are the most liveable country!”, “Auckland is one of the top 10 cities!” etc.). Like climate change it has been possible to ignore for a long time. However, most of us are aware that our infrastructure is creaking. We can’t invest in health education, police, transport and other programs to the extent that we would like to, as we can’t afford it. Productivity is essential for economic growth, competitiveness, profitability, job creation, resource efficiency, and work-life balance. Focusing on productivity improvements at individual, organizational, and national levels can lead to numerous benefits and contribute to overall prosperity. I have been to many business meetings, and the focus for any improvement drive is return on investment – they are asking whether investing in an activity makes the business more profitable, more competitive and ultimately whether it will result in better return for shareholders, so they can invest in future programs to improve the product or service, grow the business and offer better products or services. The same is true at a national level, the government can only spend what the economy generates (balanced budgets and low debt). Profit (or in more […]

Women Going Places: Breaking barriers: Paving the way for women in tech

Read July issue here: Women Going Places July 2024 by Media Hawkes Bay Limited – Issuu Isabel Naidoo, Chief People Officer at Wise, New Zealand. Despite progress and international efforts in diversity and inclusion, the technology industry remains a male dominated space. We still see imbalances from graduate intakes, through to seasoned executives, and it’s a trend that’s yet to significantly shift. With only 27% of the New Zealand tech industry made up of women, it’s apparent that more needs to be done to attract and retain female talent in the industry. For women who do choose to pursue a career in the tech industry – they may be up against a range of problematic challenges: from pay inequity and a lack of representation, to gender bias and the inevitable act of balancing a career with family. And sadly, for a lot of working women – some of these challenges span far beyond just the tech sector. While some steps toward closing the gap have been made – truly meaningful progress is happening at a glacial pace. According to The World Economic Forum, it will take more than 150 years to close the global economic gender gap. The world is currently losing out on approximately $12 trillion USD of global GDP, and frankly – we cannot afford to wait over a century to close the economic gender gaps while still calling on more women to join the tech-force. It’s crucial the tech industry takes on more responsibility to foster an inclusive culture where women and other underrepresented talent are supported and empowered. Strategies for taking control and driving progress It’s not just enough for women to consider what’s in their best interests, we need to be a part of an industry which does the same. The progressive nature of the […]

The Tohu App – how cultural mapping can boost industry growth!

From July issue of NZ Manufacturer magazine www.nzmanufacturer.co.nz By Dr Troy Coyle, HERA CEO Our engineering, construction and manufacturing sectors are struggling to find talent. We need to be far more inclusive so we can unlock the potential of a diverse future workforce and all the benefits they bring to our mahi (work). I have for some time spoken about this based on my own experience, being female. I have fast realised that wāhine Maori are even more under-represented and indeed Māori generally. The reasons as to why women and Māori (and Pacific for that matter) are not attracted to these sectors are varied and complex. However, one key issue is that high school children (and even down to intermediate and primary) are not engaging with STEMM (Science, Technology, Engineering, Mathematics and Mātauranga Māori). They are not aware of the plethora of disciplines in STEMM or the future careers that are available to them. They don’t know how exciting, engaging and rewarding careers in these disciplines can be and how they contribute in so many different ways to inter-generational wellbeing. Importantly, they don’t know what will match with their own individual wants and needs from a future career. For Māori, this requires a matching process where rangatahi (youth) can identify careers that map to their values in a kaupapa Māori way. If there is one thing we have learnt at HERA over our years holding space for Matauranga Māori, it is that Māori need to be engaged in a Māori way. Prevailing career matching tools do not consider cultural differences and they don’t consider a person’s values either. They often simply match a person to a career based on their perceived academic aptitude. This fails so many of our rangatahi and leaves many behind. It also, likely, pushes rangatahi towards […]

Call for Entries -Master Electricians Excellence Awards 2024

The Electrical Contracting Association of New Zealand (Master Electricians) is putting out the call to its member businesses to enter their best projects and initiatives into the upcoming Master Electricians Excellence Awards 2024. The biennial competition and awards ceremony recognises excellence and achievement of its members within the electrical contracting industry. In addition to the top award of Master Electrician of the Year, there are excellence awards for industry champion, emerging business, innovation, lighting design, electrical projects, and sustainability. “The awards are great for the industry and provide a boost for businesses – they profile leadership and help with reputation,” said Shane Bell, Managing Director at Des Scott Electrical 2008 Ltd – winner of the 2022 Excellence in Innovation Award. “We found it a good way to showcase our work, to see where we sit in the market, and the awards help attract quality staff and build morale.” Des Scott Electrical created a mobile seed cleaner, an innovation that could transform the seed-cleaning process worldwide. Alex Feeney, NZ General Manager at KME Services, winner of the 2022 Excellence in Lighting Design Award and Excellence Award for a Project over $5 million, said “It was good to get recognition for some hard work and it helped with the perception of our business. The awards are 100% a positive for the industry and for the winners’ reputations. They helped with promoting the business and showcasing our abilities.” KME Services won the Lighting Design Award and Electrical Project Award – Over $5 milliion for its design, installation, and commissioning of the electrical supply and reticulation, general and emergency lighting, and control and lighting protection systems (seismic restraints) of the new Te Pae Christchurch Convention Centre. The Excellence Awards are the only awards of their kind for electrical contracting businesses in New Zealand to […]

NZ’s productivity stagnation requires a long-term plan from politicians

– Dennis Wesselbaum, Associate Professor, Department of Economics, University of Otago In the ups and downs of the global economy over the last decade, New Zealand has had one relatively consistent challenge: persistent productivity stagnation. Productivity compares the amount of goods and services produced (output) with the amount of inputs used to produce them. Since the Productivity Commission was set up in 2011, annual productivity growth has averaged at just 0.2% – one of the worst in the OECD. In 2023, New Zealand experienced declines across key metrics: labour productivity dropped by 0.9%, multifactor productivity (which includes labour, capital, energy, materials and purchased services) fell by 2.2% and capital productivity by 3.8%. There has also been a sharp decline in small business productivity, with a 19% drop from its peak in November 2022. Productivity is not only an abstract concern. It directly impacts income growth, exacerbates inequality and hampers overall welfare. The productivity puzzle But New Zealand’s stagnation doesn’t have to be inevitable. There are tangible approaches the government can take to boost the country’s productivity. Here’s how. Human capital There are at least two ways New Zealand can improve human capital – the sum total of the skills and education a worker has to do their job. In the short-term, the government needs to allow more high-skilled migrants to enter the country. This type of migration can reduce skill mismatch and create knowledge spillovers. That is, migrants bring valuable knowledge, expertise and innovative ideas from their home countries, which can spread to local firms, industries, or individuals via collaboration and competition. Over the long-term, investing in education and cultivating STEM and digital skills will be crucial for combating the country’s productivity stagnation and future-proofing the workforce. Technology Technological advancement is a key driver of progress, yet its integration requires careful planning. Artificial intelligence (AI), in particular, holds immense potential to boost productivity. One […]

Q & A: Catherine Jones, Chief Executive, Creative HQ

Q: How long have you been CEO at Creative HQ? A: I’ve been at Creative HQ for six-and-a-half years now and in the Chief Executive role for the last four-and-a-half. Being part of an organisation with such a strong track record of impact over the past 20 years is a joy and a privilege. Q: What does your role involve? A: As CEO, my role is to provide strategic direction and leadership to ensure Creative HQ continues to deliver high-impact programmes that support startups and innovators to unleash their potential. This is important because we’re helping to shape the future of the New Zealand economy. Creative HQ’s strategy is aligned with the UpStart Nation report presented to Government late last year. This report states that Aotearoa requires 5,000 active, thriving, high-growth startups by 2030 to drive our economy on a global stage. Creative HQ’s goal is to enable 400 of these. Tech companies are fast becoming the biggest export sector for our nation, and the entrepreneurs and intrapreneurs who will build these companies are everywhere. They live within public and private sectors, universities, and Crown Research Institutes; and they have expertise in sectors such as engineering, manufacturing, agriculture, tourism, education, space, and medicine. Our expertise lies in teaching them to be entrepreneurs – helping them turn their ideas into scalable and investable businesses. In doing so, they create better economic, environmental, cultural and social outcomes for us all. At a B2B level, my team spends a lot of time helping organisations create a culture of innovation that is appropriate for the size and type of organisation we are working with, as well as building capability within existing members of that organisation to be able to innovate. Unlike traditional consultants who will come in and do that work for a business, […]

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