Editorial

Reflections from Australian Manufacturing Week, looking forward to SouthMACH 2025

Adam Sharnan, CEO LMAC Group APAC Australian Manufacturing Week is an annual exhibition for the manufacturing industry, this year held in Melbourne between 6-9th May. Over the four days of the exhibition, the manufacturing industry comes together to share emerging technologies and services, share learnings and ideas and connect with partners across the industry. With this year’s event taking place within days of the Federal election and the Labour Party’s return to power, the focus of the event was on lifting productivity of Australia’s manufacturing sector and, in turn, its contribution to lifting national GDP. Not unlike, New Zealand’s manufacturing sector, Australian businesses are facing significant challenges. Louise McGrath, Head of Industry Development and Policy at the Australian Industry Group highlighted slowing investment, a restrictive workplace relations system, an uncompetitive tax system, a complex regulatory environment, ongoing skilled labour shortages, and uncertainty over energy affordability and reliability (gas prices having risen by 49% in the last 5 years, contributing to an increase of 31% across all manufacturing inputs) as being the key headwinds facing Australian Manufacturers. These issues are compounded by volatile international conditions and national security challenges, severely constraining the capacity and confidence to invest in business R&D, which is critical for innovation and productivity enhancement. In response to these challenges, industry groups used the Australian Manufacturing Week exhibition to advocate for an industry-wide approach to lifting productivity and viability of the manufacturing industry focused on Digitisation (acceleration of productivity through the adoption of Industry 4.0 technology), Diversification (in to new and growing markets such as defence and hydrogen production) and Decarbonisation (to reduce reliance on high-cost energy inputs). Prior to their election, the Albanese government outlined a federal industry support package focus around the National Reconstruction Fund (allocating $1 billion of its $15 billion budget to novel and […]

Looking forward to SouthMACH 2025

-Adam Sharman, CEO LMAC,APAC As we look ahead to SouthMach 2025, it is hard to avoid the national and global context in which this year’s event is set. Global volatility and uncertainty, combined with a slow domestic economy are providing significant headwinds for New Zealand’s manufacturing industry. With the country’s industry coming together in Christchurch, we are provided with an opportunity to learn from each other, share ideas and collaborate for the benefit of the industry and country as a whole. Having recently attended the Australian Manufacturing Week exhibition in Melbourne and hearing the themes of digitisation, diversification and decarbonisation as priorities for Australia’s manufacturers, we will be paying close attention to see if these themes are replicated in the attendees, speakers and visitors to SouthMach. With the shift in the support landscape occurring in the last 6 months e.g. the disbanding of Callaghan Innovation and, with it, the Industry 4.0 Demonstration Network, at LMAC we are proud to be playing an active role in the continuing awareness and capability development of the industry. With this goal front and centre, we are pleased to be collaborating with the EMA, ASB and AspectPT to bring the Smart Manufacturers Workshop to SouthMach on both days. I will be presenting, as part of the seminar series on ‘Getting Started with Digital Transformation’, providing a practical guide to the first steps of a digital transformation in manufacturing and how this can be achieved in cost-effective way. The new addition of the Minister for Manufacturing Awards is a fantastic initiative and we congratulate all the nominees and finalists who have been recognised so far across all categories. The announcing of the award winners at SouthMach is sure to be a highlight as we celebrate the amazing people and organisations working across our industry. LMAC have […]

Own It: Leadership is a Personal Responsibility, Not a Title

In the picture: David Altana is head of Growth & Partnerships at Smartspace.ai & Co-Founder & Host of The Better SMB Podcast. You can’t change your business without changing how you lead. In the picture: Rob Bull, Director & Principal Consultant at Plexus Consultant & Co-Founder & Host of The Better Business SMB Podcast We’ve made the case. New Zealand’s productivity crisis is real, and it won’t be solved by waiting on government policy, new funding mechanisms, or the perfect hire. Now we come to the heart of the matter. If we want better-performing businesses, change needs to happen to avoid the status quo and repeat the conversations of the past 30 years. If you’re the owner, GM or leader of a manufacturing business, the next leap isn’t strategic. It’s personal. The next frontier is you. The Mirror Test Think back to last week. Were you the calm in the chaos, or part of it? Were your conversations clear, or rushed? Did your team get direction, or distraction? Did you put aside any time to improve your leadership skills or knowledge? This might have been as simple as being curious and watching a couple of YouTube videos. Learn what is happening in leading businesses, it doesn’t take too long to find a couple of case studies and pick up a few pointers, then think about how this can be applied in your business. Leadership isn’t just visible in the big decisions. It’s in the energy you bring to the day-to-day. And your team mirrors it back, whether you realise it or not. Many of us rose through the ranks by being the fixer, the hard worker, the one who showed up when others didn’t. But that mindset, the hustle, the constant firefighting, the 14-hour days, doesn’t scale. It […]

Hutt Valley’s focus on manufacturing’s future

Just released is strategic report 35 BY 35, the ten-year roadmap for Hutt Valley business growth, with a strong focus on manufacturing. The ambitious 10-year plan is to grow the Hutt Valley’s GDP by 35%, increase productivity by 16%, and increase highly skilled jobs by 18% – putting our region at the heart of New Zealand’s manufacturing, research, science and innovation industries; delivering business and community prosperity. There are over 15,000 businesses in the Hutt Valley contributing $10 billion to the New Zealand economy and employing more than 70,000 people. In the picture:Patrick McKibbin, Chief Executive, The Hutt Valley Chamber of Commerce. The plan wants to see: Productivity increase by 18.3% Increase highly skilled jobs by 16.5% GDP increase by 35% Higher average wages More jobs Greater wellbeing Better infrastructure Based on the past five years’ performance alone, linear growth for Hutt Valley is predicted at 30.7% by 2035 (44.1% in Upper Hutt and 26.4% in Lower Hutt). The ambition is to exceed linear growth. Higher productivity than the national average In the financial year to March 2022, the Hutt Valley exhibited a robust productivity level, with GDP per filled job amounting to $138,345. This figure surpassed the national average of $132,815, indicating the region’s higher productivity levels. Productivity growth Productivity in the Hutt Valley in March 2022 demonstrated steady growth, increasing by 2.8% compared to the previous year, outpacing the national increase of 2.3%. This growth trend is indicative of a region that values efficiency and innovation. The Hutt Valley is the engine room of the Wellington region – a vibrant hub of manufacturing, innovation, science and research, and many outstanding support businesses, which together form the thriving business community that we take immense pride in. The region has existing and future plans to invest significantly in construction […]

Digital transformation on a shoestring: Auckland’s innovative approach to manufacturing

A new insights paper from Tātaki Auckland Unlimited reveals how small manufacturers can embrace digital technologies without breaking the bank or risking disrupting their processes. Manufacturing remains a cornerstone of Tāmaki Makaurau Auckland’s economy, contributing more than $11 billion to the region’s GDP and employing approximately 85,000 people. Despite this significant economic footprint, New Zealand’s manufacturing sector faces persistent productivity challenges compared to other advanced economies. A pioneering initiative called Digital Manufacturing Light aims to change this by helping small and medium-sized enterprises (SMEs) in the manufacturing sector take their first steps toward digital transformation. This month, Tātaki Auckland Unlimited (the region’s economic development and cultural agency delivering on behalf of Auckland Council) is releasing an insights paper that introduces the Digital Manufacturing Light concept and shares findings from a successful pilot programme. The Digital Manufacturing Light pilot, which began in April 2022, was led by the University of Auckland in collaboration with Tātaki Auckland Unlimited. Around 20 Auckland-based organisations participated in the pilot, which included workshops and trial deployments of digital solutions. Pam Ford, Director of Economic Development at Tātaki Auckland Unlimited says, “Digital transformation doesn’t have to be expensive or disruptive. By adopting a phased approach using readily available technologies, manufacturing SMEs can create affordable and low-risk digital solutions that provide immediate benefits.” The Digital Manufacturing Light concept draws inspiration from the United Kingdom’s ‘Digital Manufacturing on a Shoestring’ programme developed by the Institute for Manufacturing (IfM) at the University of Cambridge, and is being developed in collaboration with IfM and partners across Australia and New Zealand. It follows similar principles but has been adjusted to suit the New Zealand business environment. This approach is particularly relevant for New Zealand’s manufacturing sector, which is predominantly composed of small businesses. Of the country’s 24,000 manufacturing businesses, only 1.6% employ […]

The pay equity puzzle: can we compare effort, skill and risk between different industries?

Gemma Piercy, Lecturer, Sociology, Social Policy and Criminology, University of Waikato Bill Cochrane, Senior Lecture in Sociology and Social Policy, University of Waikato Suzette Dyer, Senior Lecturer in Human Resource Management, University of Waikato Last week’s move by the government to amend pay equity laws, using parliamentary urgency to rush the reforms through, caught opposition parties and New Zealanders off guard. Protests against the Equal Pay Amendment Bill have continued into this week, driven to some extent by disappointment that an apparent political consensus on the issue has broken down. In 2017, the National-led government passed a forerunner to the current legislation for the health sector only, the Care and Support Workers (Pay Equity) Settlement Act. Later, in opposition, National also supported the Labour government’s Equal Pay Act in 2018, as well as the Equal Pay Amendment Act in 2020. That legislation was designed to extend a pay equity process to all occupations and create a clearer pathway for making pay equity claims. With both major parties seemingly aligned, some 33 pay equity claims were under way. Those claims – all halted now – involve the education, health and social services sectors. As such, the government would have to meet the costs of successful claims. This explains why one rationale for the law change has been that the claims were potentially too expensive. The other rationale (preferred by Finance Minister Nicola Willis and Workplace Relations Minister Brooke van Velden) is that the existing policy wasn’t sufficiently rigorous in determining the validity of some claims. Unlock new possibilities. In reality, both the cost and the policy framework allowing equity claims to proceed are interrelated: the more permissive the framework, the higher the potential cost to the government and employers. But while equal pay for equal work is the goal, it’s important to understand that equal pay and pay equity are not the […]

Engineering capacity when and where you need it

Celebrating 10 Years of Caliber Design at SouthMach 2025 Caliber Design is turning 10—and we’re marking the occasion at SouthMach 2025 with a celebration that reflects who we are: practical, people-focused, and project-driven. Visit us at Booth 135 for a slice of birthday cake and go in the draw to win a $1,000 Christchurch Adventure Park voucher. While you’re there, we’d love to talk about how we can help you scale your mechanical engineering capacity, flexibly and efficiently. We’re not a consultancy. We’re not a contractor. Caliber is something different—a secondment-based engineering firm with a growing team of over 60 mechanical engineers working with businesses across New Zealand. We embed engineers directly into your team, on-site or remote, to provide the horsepower you need to get projects across the line. Whether you’re navigating a peak workload, filling a short-term skills gap, or moving a major capital project forward, our engineers are there when and where you need them. From machine design and product development to FEA and project engineering, our team has deep, practical experience across a wide range of industries—from automation and manufacturing to food processing, aerospace, and advanced materials handling. What Makes Caliber Unique? What sets Caliber apart isn’t just our model—it’s our people. We carefully select engineers who bring the right mix of technical ability, communication skills, adaptability, and professionalism. We back them with systems, mentors, and processes that ensure they deliver value quickly. And we stay involved—checking in regularly, monitoring progress, and making sure the secondment is working for everyone. When you engage a Caliber engineer, you don’t just get that one person—you tap into the entire Caliber network. That’s 350+ years of collective experience, shared knowledge, and access to a powerful library of proven templates and systems. As one client put it, “Caliber engineers don’t […]

Unemployment data shows real weakness behind the headline rate

Unemployment data released today by Statistics New Zealand shows ongoing weakness in the labour market, with falling employment, falling hours of work, and nearly half of all workers getting a pay rise less than inflation, said NZCTU Te Kauae Kaimahi Economist Craig Renney. “While the unemployment rate number stayed at 5.1%, the number of people working full-time fell by 45,000 while the number working part-time increased by 25,000. People can’t find all the work they need to get by,” said Renney. “This data demonstrates that there are now 37,000 more unemployed people than at the last election. Māori unemployment is now at 10.5% and Pacific unemployment is at 10.8%. Employment fell in manufacturing, construction, retail, education, and health care. There are now nearly 3 million fewer hours being worked in the economy. “The weakness of current economic growth is also being reflected in the wage data. Total weekly gross earnings rose by less than inflation at 2.4% annually. 41% of workers saw no pay rise at all. It’s clear that workers are struggling to get the wage increases they need to keep up with the cost of living. “Youth unemployment continues to rise. There are now 70,700 15–24-year-olds unemployed and 96,600 are not in employment, education or training. There is no plan to help these younger workers, and they are bearing the brunt of employment change. “Without changes to the Government’s economic approach, things will likely get worse. In 2022 New Zealand was sixth in the OECD rankings for unemployment. We are now 18th. “The Budget this month will likely see forecasts of unemployment rising in the future. It’s time to change course and deliver policies that ensure good work and fair pay for all,” said Renney.

Chemz: Built on experience, Powered by Kiwi loyalty

From May issue of NZ Manufacturer magazine. We celebrate this outstanding achievement. Chemz: 100 Seasons of Kiwi Innovation and Loyalty A New Zealand-owned success story built on quality, loyalty, and a commitment to solutions that work for Kiwi industries – celebrates 25 year anniversary. -John Berry The Chemz story begins more than 100 seasons ago, on the other side of the world. In 1964, during my OE, I entered the petroleum industry just as marine seismic surveys were beginning to shape the future of energy exploration. Working with Western Geophysical Co. of America, and later with Shell Australia, I gained hands-on experience across the Mediterranean, Gulf States, and Australia. After a decade abroad, I returned home to New Zealand and helped establish an American industrial aerosol brand that soon became a household name. However, when that company shifted from family ownership to corporate control, I knew it was time to step away. Whilst farming in Central Hawke’s Bay offered a refreshing change, it sparked a new vision: the idea of creating a New Zealand-owned aerosol company designed for Kiwi industries and Kiwi conditions. In 2000, that vision became reality. Chemz was formed after discussions with a group of national distributors seeking a new supplier committed to quality, consistency, and genuine service. After working closely with raw material suppliers, industrial chemists, and manufacturing partners, we launched Chemz with just nine products and a simple philosophy: Do it properly, or not at all. Fast forward to today, and Chemz now offers a range of over 100 premium products across the electrical, industrial, automotive, forestry, food, and paint sectors. We continue to develop solutions that meet the tough demands of New Zealand’s climate and industries—because what works overseas doesn’t always work here. Chemz operates from our purpose-built facility in the Whakatu Industrial Area […]

Managing legal and reputational risk

Business News/Analysis -Kate Alexander, co-founder, Crisis and Legal PR, Alexander PR The intersection between law and public perception can be a blind spot for lawyers. Yet today’s digital reality is that damage in the court of public opinion can outstrip that in a court of law. It usually happens much faster, and its potential to impact lawyers’ clients is growing. Now, with the additional layer of large language models (LLMs), AI engines such as GPT-4.5, Claude 3.7, Grok-3 and DeepSeek R1 are becoming the arbiters of truth about you and your organisation. At least in the court of public opinion, it’s not business as usual. Organisations and HNWI increasingly expect joined-up legal and reputational thinking. Law firms that deliver on this will benefit through more work, less case stress, higher fees and bigger reputations. Ignore reputation management, and lawyers leave money on the table. Reputational issues and crises can take an astonishing variety of forms, and serious ones inevitably involve some legal oversight or (increasingly) they relate directly to a court or regulatory process which involves protracted risks. Typically, our trigger for action as Legal PRs is a phone call from a CEO client or their lawyer due to sudden interest from a journalist, a regulator, a consumer representative, special interest groups and the like. Legal or litigation PR has been emerging in various jurisdictions to support legal strategy with reputational risks in the 24-hour news cycle era. It matters not just during a legal case but ahead of its possible occurrence and long after as a dispute simmers and boils. Controversy can hit the bottom line instantly – remember the DGL Group debacle around Nadia Lim? Legal PR involves managing the public narrative across legal disputes and complex business issues (many of the crises we deal with emerge and […]

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