Business News

Aotearoa diverts two million kgs of e-waste from landfill

Aotearoa’s leading e-waste recycler, Computer Recycling, has reached a remarkable milestone having processed over 2 million kilograms of e-waste for the year to March 2023. Estimates suggest New Zealanders produce up to 100,000 tonnes of e-waste per year, with only 2% of it being recycled. Through enhanced recycling capabilities, Computer Recycling is now capturing 2% of the country’s e-waste on its own. Through sustainable recycling and reuse practices, Computer Recycling has brought the nation one step closer to eradicating e-waste from general landfills. The scale of this waste reduction plays an important role in helping Aotearoa deliver on its future waste minimisation goals. This milestone has come on the one-year anniversary since Computer Recycling’s launch of the world’s eighth, and New Zealand’s only, BLUBOX e-waste shredder and MSS optical sorting machine. Patrick Moynahan, Computer Recycling’s Managing Director, says the implementation of the world leading BLUBOX technology has been an integral move forward in helping the company reach this point. “BLUBOX has played an important role in helping us achieve this incredible milestone, having processed hundreds of thousands of kilograms of e-waste since its launch. Combined with the great work of our team and the existing processing systems we have in place, we’re now capturing the equivalent e-waste produced by 80,000 Kiwis[1]. “In March alone, we received 300,000 kilograms of e-waste for processing, a figure which continues to grow month on month. As we enter a new phase of growth, it’s exciting see what we’ve accomplished and get a taste of what lies in store for the months ahead,” says Patrick. Since establishing in 2018, Computer Recycling has been committed to helping Kiwis reduce their carbon footprint and be more environmentally conscious, offering a range of services to help individuals and businesses recycle e-waste responsibly. “Aotearoa is one of the worst […]

A look at: The resilience of steel

The steel industry is at a crossroads, and the warning signs should not be ignored. Amid many competing sources of change and uncertainty, adopting the right strategy in the years to come—and knowing how and when to recognise the opportunities for resilience—will differentiate the leaders from the laggards. The steel industry’s outlook for the next ten years remains fragile. Company leaders can adopt a strategic approach to ride out uncertainties and mitigate risk while the industry is being reshaped. Despite unprecedented volatility, the first half of 2022 remained strong for steel players, with prices and utilisation higher than historical levels and unprecedented levels of EBITDA margins across most regions. This cycle was driven mainly by positive demand outlook that followed the recovery from disruptions caused by COVID-19, as well as infrastructure spending that was both long overdue and anticipated as part of the recovery stimulus. However, several signs of market slowdown began to appear in early 2022. As a result, steel demand outlooks have been revised downward: in April 2022, the World Steel Association’s short-range outlook was less optimistic than the one from late 2021, and its October 2022 demand forecasts for 2022 and 2023 saw downward revisions of 2.7 and 1.2 percent, respectively. Reasons for this include the ongoing war in Ukraine, waves of COVID-19-related lockdowns in China, and supply chain disruptions, as well as the overall macroeconomic situation, including repercussions from persistently high inflation and rising global interest rates. In steel markets, EBITDA margins and the margin over raw materials (MORM) have significantly declined from previously unseen highs, mainly due to negative market expectations and high energy prices, and players have reacted by idling capacities. In fact, more than 30 million metric tons per annum (MTPA) of capacities have idled in Europe in the second half of 2022, while […]

Net-zero steel in building and construction: The way forward

By popular demand – from industries and industry organisations Trans – Tasman- NZ Manufacturer www.nzmanufacturer.co.nz brings you an industry expert article on reducing emissions in the steel industry. Rising demand for greener approaches creates an imperative for the industry to seize the moment, adopt new mindsets, and set standards for the transition to a greener future. As the world transitions to lower greenhouse-gas emissions, construction companies have a major role to play. The green buildings of the future are 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. Green steel,a new material is more expensive, and will therefore demand a new pricing model. However, significantly reducing 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 […]

New white paper finds impending issues for NZ boards

A new white paper finds that New Zealand boards face many of the same issues and obstacles as their overseas counterparts, with a number of problems originating in the communications field – such as the collapse of the tech-sector backer Silicon Valley Bank after a bank run triggered by a convoluted, disastrously timed media release. Titled ‘2023: The Perfect Storm?’ and subtitled ‘23 Habits your Board Should Change in the Era of Polycrisis’, “2023: The Perfect Storm?” the themes of the white paper tip a hat to the buzzword emerging from this year’s World Economic Forum in Davos. Polycrisis refers to the rolling maul of global emergencies amid persistent geopolitical and economic instability; the white paper is designed to help boards plan for and grapple effectively with volatility of all kinds. The white paper observes there are commonalities in bad or unproductive habits among boards, and New Zealand governance follows similar patterns to boards in overseas markets. The common themes which have emerged globally include: Failing to develop or adhere to a coherent strategy Trying to declare ‘crisis over’ too early Acting without sober preparation and planning Letting ego into the boardroom Favouring short-term results over long-term objectives Another recent public example of board failings was the case of CEO and founder Simon Henry and the board of his company DGL. Henry and the board were castigated after Henry made offensive and derogatory remarks about a female entrepreneur in a media interview and it took days for the board to condemn his comments. Analysis of the matter found Henry, as the company’s majority shareholder, had an outsized influence on the board, whose slowness to respond to their CEO-made crisis – which drew comment from the Race Relations Commissioner and the Prime Minister, among others – likely contributed to the company’s […]

Sheren Omega_Head of Sustainability at GRP NZM

Building the roadmap to sustainable steel manufacturing

*Sheren Omega, Head of Sustainability, GRP Could the steel manufacturing industry be a major proponent for sustainability? The steel manufacturing industry is critical to global economic development and, according to S&P Global, the demand for steel is forecasted to edge up to 2.2% in 2023. Despite ongoing trade wars, geo-political conflict and supply chain bottlenecks, steel has yet to let up, owing to the rise in consumption, increased infrastructure construction and thriving automobile sectors. However, the steel industry is also one of the most energy intensive industries, accounting for around 8% of global carbon dioxide emissions. In today’s climate, regulators and consumers alike are more discerning of the toll this industry takes on the environment and societies. Collectively, there has been increased pressure for steel manufacturers to transition into more sustainable practices. The Paris Agreement calls for emissions to be reduced by 45% by 2030 and hopes to reach net zero by 2050. The European Union and its member states have further pledged to cut their carbon emission by at least 55% by 2030 and debated on making the pledge legally binding. With such ambitious goals for reducing carbon emissions, countries need all industries to innovate and transform into a more sustainable mode of production. Steel manufacturing and sustainable operations almost seem mutually exclusive. Nevertheless, as markets are on a rapid rise towards sustainability, there is no doubt that opportunities are vast and wide for the construction and manufacturing industries. To thrive and fulfil their corporate social responsibility, steel manufacturers must have the determination to not only invest their resources into acquiring new technology, but to completely transform their vertical integration to ensure green production. Within the steel industry, energy efficiency has become an increasingly vital strategy to address climate change challenges. According to EY, advancements in technology for over […]

Podcast: At Source

This podcast is a place for busy people who want to get to the core of health and wellness with information about the latest health advances and trends. It helps you gain useful insights direct from the source – from doctors, industry experts, wellness advocates and everything in between. Past guests on the show have included Gilbert Enoka (All Blacks mental skills coach), Lance Burdett (NZ Police and FBI negotiator), Karin Kos (Apiculture NZ CEO), Dr Rosie Bosworth (future foods advisor) and other leaders. https://atsource.podbean.com/

Part two Ten tips to get Kiwi manufacturers started on circular economy

CE economy is about systems and partnerships. Collaborate with suppliers, customers and, at a general level, your competitors too.

State of Smart Manufacturing Report

Technology is crucial to mitigating risk and delivering growth.

How is your learning organisation?

Not enough NZ businesses are investing in or developing talent.

Glen Cornelius to lead Engineering New Zealand

Glen Cornelius FEngNZ CPEng has been elected the new president of Engineering New Zealand Te Ao Rangahau. “As President, I will ensure the Engineering New Zealand Board and members benefit from my proven leadership and extensive governance skills,” he says. “I will uphold Engineering New Zealand’s commitments of promoting the Te Tiriti o Waitangi principles by forming partnerships, being responsive and ensuring there are equal opportunities.” A civil engineer by training, Glen has been Chief Executive of engineering and consulting firm Harrison Grierson for the last 12 years. He will be stepping down from this role on 31 March providing more space for other pursuits, including as President of Engineering New Zealand. Prof. Jan Evans-Freeman DistFEngNZ has been elected Deputy President, and Kennie Tsui FEngNZ, CPEng Vice President, for the same term. Aidan Cooper CMEngNZ CPEng and Sarah Sinclair FEngNZ join Engineering New Zealand’s Governing Board as newly-elected Directors for a three-year term.

«‹ 22 23 24 25 ›»

News Ticker

Business News