Analysis

As New Zealand CBDs evolve post-pandemic, repurposing old or empty spaces should be on the drawing board

Jose Antonio Lara-Hernandez, Senior Researcher in Architecture, Auckland University of Technology The COVID-19 pandemic and the hybrid work patterns hybrid work patterns it fostered have changed the way we think about office space, and central business districts in general. While fears of urban centre “ghost towns” may have been premature, many cities around the world still face dilemmas over how best to adapt. New Zealand is feeling this pressure too. Office vacancy rates, while dropping slightly, have remained above 12%. At the same time, there is demand for high-quality, modern spaces that fit new work and collaboration models. This isn’t an entirely new phenomenon. Throughout history, cities and buildings have been designed with specific functions in mind. As environmental and social needs change, however, these designs struggle to meet contemporary demands. So, what can be done with the empty buildings and unleased floors scattered through cities everywhere? In our new book, Architectural Exaptation: When Function Follows Form, we examine the process by which existing structures or features are re-imagined and re-utilised. In architecture, the concept of “exaptation” refers to this adapting of buildings and structures for new uses. It is becoming increasingly relevant as a transformative response to sustainable and resilient urban development. Buildings on Venice’s Grand Canal: more than a static relic of the past. Getty Images The benefits of adapting Exaptation in architecture requires us to view built environments not just as physical spaces, but as complex living systems that can adapt and transform. Reusing and repurposing existing structures also helps reduce waste, CO₂ emissions and energy use, supporting more sustainable urban growth. At the same time, by reusing rather than rebuilding, the historical and cultural fabric of cities is preserved, as well as their inhabitants’ sense of identity. A famous example is Venice, which has continuously adapted its historic structures to meet modern needs, […]

Decisive calls on Australian grocery sector bring New Zealand’s slow progress into the spotlight

Consumer NZ is urging our government to stand up and pay attention to the bold stance a Senate Select Committee has taken on supermarket activity in Australia. The Senate Select Committee on Supermarket Prices final report has recommended making price gouging illegal and introducing divestiture laws to create powers to break up Australia’s supermarket sector, if players misuse their market power. “We agree, price gouging should be illegal,” said Gemma Rasmussen, Consumer head of research and advocacy. “There’s no denying the supermarket sector in Australia has issues, but let’s face it, New Zealanders are facing a higher level of market concentration and our last robust study into the sector uncovered excessive profits. The question now is – has enough action been taken to address this historically problematic sector?” According to Consumer, the recommendation to give the Australian Federal Court the power to break up corporations if they abuse their market power or act unconscionably, is seriously worth considering in New Zealand too. “The big two in Australia have about a 65% market share, and here the duopoly enjoys about 90% market concentration.” On Monday a report released by the OECD recognised structural solutions, such as break-ups, could be warranted in New Zealand, given that market concentration in some sectors is so high that regulation will not be sufficient to improve competition enough. “There’s a reason this recommendation keeps cropping up, and it is because it’s going to take something drastic to create real change,” said Rasmussen. Consumer’s latest sentiment tracking confirmed that financial concerns relating to the cost of food and groceries have been steadily increasing over the past three years. Three-quarters of New Zealanders list this as their primary concern, trumping all other costs. A recent Consumer NZ grocery basket comparison between Australian and New Zealand […]

Development of Industry Brand Critical to Manufacturing Sector Growth – Expert

New Zealand manufacturers need to address systemic image issues to attract more workers to the sector, according to a marketing expert. The call comes following a recent Government study into the manufacturing industry which found the sector has a capacity gap of 17,000 roles – with the size of this gap likely to grow 38% to 40,000 workers within five years if action is not taken. Researchers found widespread agreement across the manufacturing, engineering, and food & beverage sectors the most effective way of reducing the future impact of skills shortages is to promote sector awareness to attract future talent. Mark Devlin, director at strategic communications and marketing consulting firm Impact PR, one of the more industry specialised PR agencies New Zealand manufacturers can utilise to grow their brand awareness, says the study’s findings show there is a growing need for the sector to reposition itself. He says the reputation of the sector is at stake due to a historical view that it is comprised of low-wage and low-skilled roles. “The research shows that the manufacturing industry lacks the aspirational appeal needed to attract and retain workers from other sectors of the economy that compete for the same skill set. ”This may be at least in part due to the fact many Kiwi manufacturers are primarily export-focused and have not seen the need to develop a local consumer-facing brand. “Since the pandemic, we have seen a seismic shift in demand for workers in the sector and with the growing realisation that these skills are highly transferable, they are now competing heavily with other industries for talent. Devlin, whose agency has represented dozens of New Zealand manufacturers over the past two decades, says the repositioning of the industry needs to be done at both a macro and micro level with individual […]

EMEX 2024 encourages manufacturing success

From May issue, NZ Manufacturer www.nzmanufacturer.co.nz Brent Spillane, Managing Director, XPO Exhibitions Ltd. EMEX 2024, brought to the productive sector by XPO Exhibitions Limited, is with us at the end of the month, providing the ideal platform for manufacturing and engineering decisionmakers and visitors to sample technology and expertise to assist them on their company’s journey to success. In these challenging business times, EMEX 2024 provides us all with an opportunity to collaborate, share stories on the journey and even find cohorts to work closely with for a better business future. New Zealand, small country, end of the world, needs to be smart. We have plenty of talented people working with advanced technologies who know what they are doing and where the opportunities are – on local or export markets. However, not enough of our manufacturing businesses are using the tools of the day to assist them on this journey, their journey, to work smarter. The issue can be price, return on investment, not being competitive enough in the marketplace or no guarantee of ongoing contracts. Let’s change that thinking! Overall, Kiwis make great products. The expertise, the skill set is there. Determination to get ahead, to be more aspirational, is not the issue. EMEX 2024 is the one place – the only place in NZ – to see this technology under one roof. Learn from the show, ask questions, move ahead. -Doug Green, Publisher, NZ Manufacturer

What is machine learning?

Machine learning is a form of artificial intelligence that is able to learn without explicit programming by a human. For most of our history, we’ve thought that learning—the ability to adjust our behaviour based on collected information—was something only humans did. The past few decades have changed all that. We now know that animals of all kinds learn from experience, teaching, and even play. But it is not only animals that learn: there’s increasing evidence that plants do,too . And if you’ve ever unlocked a phone with facial recognition, or interacted with a virtual assistant, you’ve experienced firsthand that machines, too, are capable of learning. Machine learning is a form of artificial intelligence (AI) that can adapt to a wide range of inputs, including large data sets and human instruction. Some machine learning algorithms are specialised in training themselves to detect patterns; this is called deep learning. The term “machine learning” was first coined in 1959 by computer scientist Arthur Samuel, who defined it as “a computer’s ability to learn without being explicitly programmed.” It follows, then, that machine learning algorithms are able to detect patterns and learn how to make predictions and recommendations by processing data and experiences, rather than by receiving explicit programming instruction. The algorithms also adapt in response to new data and experiences to improve over time. How did machine learning evolve into generative AI? Machine learning as a discipline was first introduced in 1959, building on formulas and hypotheses dating back to the 1930s. But it wasn’t until the late 1990s that machine learning truly flowered, as steady advances in digitisation, computing languages capable of greater nuance, and cheaper computing power and memory enabled data scientists to train machine learning models to independently learn from data sets rather than rely on rules written for them. The broad availability of inexpensive […]

Kiwi aeronautical firm Inks multi-million dollar export deal with Royal Thai Air Force

New Zealand’s aeronautical sector is set for a multi-million dollar export boost following the signing of an agreement to supply Thai Aviation Industries Co., Ltd (TAI) who provide aircraft maintenance for the Royal Thai Air Force. A new Memorandum of Understanding (MOU) signed between Thai Aviation Industries Co., Ltd (TAI), a leading maintenance, repair, and operations organisation (MRO) in Thailand and, NZAero, New Zealand’s only commercial aircraft manufacturer, will provide for the exclusive supply of parts as well as collaborating to expand TAI’s MRO capability for the service and repair of Government aircraft in Thailand. The agreement was signed during a seven-day mission led by Rt Hon Prime Minister Christopher Luxon with an accompanying business delegation to Singapore, Thailand and the Philippines. The diplomatic visit is designed to strengthen bilateral ties in the region, diversify trade and promote New Zealand’s strong expertise and innovation across key sectors including manufacturing and technology. Prime Minister, Christopher Luxon, said: “New Zealand has a serious ambition to lift our relationships with this region in ways that deliver real benefits and that advance our shared security and economic interests. The MOU signed by NZAero in Thailand is a great outcome on all fronts and I would like to congratulate NZAero on its success in South East Asia.” Stephen Burrows, CEO of NZAero, says Thailand’s government has launched plans to create a world-class aviation hub for the Asia-Pacific region. He says Thailand has the second-largest economy in ASEAN and an annual defence budget of over $10bn. “The new multi-year agreement signed between Thai Aviation Industries Co., Ltd and NZAero is set to triple the value of parts and maintenance exports to that market and help strengthen our relationship so that as their existing fleets are phased out, our new utility aircraft are seen as a viable […]

How a data driven approach will achieve operational excellence

From March issue, NZ Manufacturer www.nzmanufacturer.co.nz -Scott Adams, Managing Principal, Argon & Co Many Kiwis have good instincts, or just good common sense, for our decision making. We might not be experts in all fields but we’re good enough to get by, and with a bit of focus we can adapt. We are, for example, certainly quite expert at managing rugby games from our couch: what combinations work, how to play against the opposition, and how much the interference of the TMO is destroying the game. But it would also be generally true that we are not so good with facts and data, where we often have high levels of distrust combined with a generally low level of competency in creating and utilising data. Whenever my consulting firm, Argon & Co, is asked to help a company to improve operational performance we always ask for data: how many projects and what scale, how many different services and products, how much waste, and how much margin. Then we ask for more data, and we will keep asking for more data until we have a clear idea of how much work is ahead of us because it usually does not take long before the well of data dries up and this is especially so with operational performance data. This lack of collecting and utilising data is one of the direct causes of our very low position on the OECD productivity (GDP per hour worked) list. If I am asked by a manufacturing company what is the best digital solution for them, my response is that the first step is to use digital, or automated, methods to collect and manage operational performance data to pick up process throughput, waste, and speed to deliver. Though the world of digital is more exciting if […]

What does ‘sustainable manufacturing’ actually involve?

In April issue of NZ Manufacturer www.nzmanufacturer.co.nz we talk with Emily Townsend, Services Director, thinkstep-anz. Emily’s spent her career working in manufacturing, and with manufacturers, in New Zealand and the UK. Emily, what does ‘sustainable manufacturing’ mean to you? It’s become a buzzword but I think it’s about change – incremental and major. Incremental change involves things like producing more efficiently and ensuring products create less waste at their end-of-life. Major change is about powering factories with renewable energy and moving to responsible procurement to avoid modern slavery in supply chains. People need manufactured products and it’s unrealistic to think those needs will go away. So the challenge for manufacturers is to reduce the impacts of your products. When did you get into sustainable manufacturing? At the start of my career (though it wasn’t called sustainability then!) In my first role I supported a bid to supply to the London Olympics. I had to find out what our business was doing to meet their criteria, then coordinate and communicate our work. I also helped measure the carbon footprint of the M25 motorway that circles London. I looked at options like recycled asphalt to reduce the footprint and produced a tool for the industry to assess options. I then worked in roles in lean manufacturing, measured products’ carbon footprints and reported on sustainability performance. When I came to New Zealand in 2015 I took up a sustainability role with Downer. (Sustainability was a term by then!) I joined thinkstep-anz in 2018. What does your current role involve? I support our thinkstep-anz team to deliver sustainability projects to clients, including many manufacturers. Are we meeting technical best practice? Delivering what our clients need? Linking our services for greatest impact? How do manufacturers benefit from becoming more sustainable? You’ll understand your product, […]

Unlocking Innovative Productivity: The Power of Sales & Operations Execution in Manufacturing

From April issue of NZ Manufacturer www.nzmanufacturer.co.nz -Chris Foord and Natalie Russell, Argon & Co In a manufacturing business, where supply chains intertwine and customer demands fluctuate, Sales & Operations Execution (S&OE) emerges as a pivotal force. S&OE, a dynamic process that bridges the gap between strategic planning and day-to-day operations, sees the rubber hit the road in a manufacturing enterprise. At its core, S&OE entails aligning sales forecasts, production plans, and operational capabilities to meet customer demands efficiently while optimising resources. This collaborative process not only ensures smooth operations but also holds the key to unlocking productivity within the manufacturing realm. S&OE is typically a weekly cross functional process to manage short term changes to the Sales & Operations Plan (S&OP). Whereas S&OP looks forward from 3 to 18-24 months, the purpose of the weekly S&OE cycle is to manage exceptions in the near term 1 to 13 week horizon. Exceptions happen, for both good and not so good reasons, but you need react to them effectively and efficiently looking across the end-to-end supply chain. S&OE manages change through a controlled, collaborative process that seeks alignment to agreed business guidelines and parameters to deliver the best outcome for your customer and your business within the resources available to you. It reduces noise, conflict, confusion and ultimately builds cross functional understanding and alignment. In essence, S&OE is the heartbeat of operational agility in manufacturing. It entails a granular examination of sales forecasts, production capacities, inventory levels, and distribution channels to synchronize the flow of goods from production to delivery. By integrating data from various sources and leveraging advanced analytics, manufacturers gain real-time insights into market trends, demand patterns, and operational bottlenecks. This enables them to fine-tune production schedules, allocate resources effectively, and swiftly adapt to changes in customer preferences […]

Transforming industry– exploring the application of advanced manufacturing in Aotearoa New Zealand

By Dr Troy Coyle, HERA CEO Recently, HERA visited Australia with Manufacturing Minister Hon Andrew Bayly and heavy engineering industry representatives to better understand how Australia is responding to the “Industry 4.0” revolution. This visit included a tour of both the University of Wollongong’s Facility for Intelligent Fabrication (FIF) and the $81 million Australian Composite Manufacturing Co-operative Research Centre (ACM CRC). Gaining access to these impressive facilities demonstrated how the use of cutting-edge technology is revolutionising manufacturing in Australia and its potential to do the same in Aotearoa. It was also clear that long-term funding (in the case of the CRC program, which is ten-year funding) and industry-led research are key to successful industry transformation through the adoption of these technologies. We were also proud to see HERA acknowledged as a key partner in several of the ACM CRC’s projects, including the application of AI to quality systems, circular design of composite materials, technical and scientific barriers for robotics and automation in composite manufacturing, and waste management in the composite industry. Industry 4.0 – also referred to as the fourth Industrial Revolution, is a broad term for new technologies and data such as cloud computing, the Internet of Things (IoT), and artificial intelligence. The future of manufacturing will require widespread adoption of Industry 4.0 technologies to transform how goods are made by optimising processes and driving the potential for unprecedented efficiency and productivity gains. These advances have been a core focus for HERA to understand in order to drive the transformation of Aotearoa New Zealand’s manufacturing sector and its future readiness. We want to see our sector at the cutting edge of these developments, so we have been focused on developing our facilities and supporting research and services to help our manufacturing and construction sectors understand the potential for uptake. Knowing […]

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