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Is New Zealand’s Health and Safety Reform Enough to Prevent Workplace Harm?

By EMA Manager of Employment Relations and Safety, Paul Jarvie Planned amendments to New Zealand’s Health and Safety at Work Act represent a shift towards reducing compliance burdens and offering businesses clearer guidelines. However, while these changes may streamline processes and alleviate some administrative stress, they fall short in addressing the deep-rooted issues that contribute to New Zealand’s unacceptably high rates of workplace harm. On the week of March 31, Minister for Workplace Relations and Safety, Brooke van Velden, announced the following proposed changes: Reducing general H&S requirements on small businesses Small, low-risk businesses will only need to provide basic facilities and manage critical risks in their health and safety practice. Notifiable incident requirements will be restricted to significant workplace events such as serious injury, illness, death and incidents (including those on the Schedule 2 ACC list). Over-zealous and over-compliant health and safety practice can be reported to a hotline. Freeing up landowners from liability in third-party recreational activities Landowners or managers who allow public access to land for recreational activities will not be liable for injuries. Health and safety responsibilities will fall on the organisation running those activities. Directors to focus on governance and oversight, not day-to-day management of health and safety risks A clear distinction will be made between health and safety governance and operational management. There will be a reduction in overcompliance of health and safety policies and duplication of plans. Greater use of Approved Codes of Practice Compliance with an Approved Code of Practice (ACOP) will become the same as compliance with the Health and Safety At Work Act in many cases. The definition of what ‘reasonably practicable’ means in specific industries will become clearer. Industry organisations will be allowed to initiate work on ACOPs, with final approval reserved by the Minister. The EMA has […]

Why banking competition matters for New Zealand manufacturers

-Mark Devlin, Managing Director, Impact PR New Zealand’s manufacturing sector has long faced challenges in securing financial services that are both efficient and cost-effective. The dominance of a few major banks has resulted in high fees, outdated systems and a lack of tailored solutions for businesses looking to scale. However, recent regulatory changes by the Reserve Bank of New Zealand (RBNZ) may mark the beginning of a new era – one where increased banking competition and AI-driven financial services could significantly benefit manufacturers. The RBNZ’s decision to allow greater access to New Zealand’s Exchange Settlement Account System (ESAS) is a critical step forward. ESAS is the backbone of the country’s financial transaction system, enabling real-time settlements between banks. Previously, only major banks had direct access, forcing smaller financial players to go through them as intermediaries. This restriction has stifled competition and innovation in the banking sector for years. Now, with non-bank financial institutions permitted to participate directly, manufacturers may soon see more competitive financing options, faster payment processing, and AI-driven banking solutions tailored to their needs. Fintech innovation: A game changer for manufacturers The impact of these reforms extends beyond just banking competition. Fintech companies like Emerge are poised to introduce AI-driven financial tools that could streamline business operations for manufacturers. Emerge co-founder Jovan Pavlicevic says that traditional banking services have failed to keep pace with the needs of modern businesses. “It’s staggering that in 2025, opening a business bank account in New Zealand can still take months. “Many of our customers report waiting three to four months just to get an account set up. Meanwhile, international fintech solutions are providing instant onboarding, real-time fraud prevention, and AI-driven financial insights,” he says. Emerge is working towards embedding artificial intelligence at the core of its banking platform, offering manufacturers real-time financial […]

‘Tech bro’ culture stifling startup sector

Dr Janine Swail. You might have heard the term ‘tech bro’ – a shorthand for the hypermasculine culture synonymous with the startup world. But while it’s often associated with Silicon Valley, that same culture is alive and well in New Zealand’s innovation scene too, say researchers Professor Anne de Bruin and Dr Janine Swail. Entrepreneurial ecosystems: the networks, organisations, and funding systems that support startup ventures, might seem open to all. But they’re far from gender neutral, the researchers say. “The strong association of masculine traits with entrepreneurship persists, hindering gender equity,” says de Bruin. In a new paper, de Bruin and Swail examine how gender dynamics shape startup ecosystems, and how feminist theories can be used to make them more inclusive and equitable. “If you think about Auckland’s startup sector, it’s still pretty ‘tech bro’,” says Swail. “We need to rethink what it means to be inclusive in entrepreneurship.” She says this starts with challenging the norms that shape entrepreneurial culture – norms that can make women and non-binary people feel unwelcome. “Imagine you’re a female deep-tech entrepreneur looking for a lab or an accelerator programme,” says Swail. “You walk into a space that feels overwhelmingly masculine; in-jokes, blokey language, a boys club. It can be difficult to feel like you belong, let alone thrive.” One of the biggest barriers? Unacknowledged gender bias baked into the structures and language of entrepreneurship. De Bruin points to New Zealand’s finance ecosystem, where most venture capitalists are men. “The way people communicate and operate in that world is often coded in a very masculine way. Language matters, and when we start to unpack it, we see how women and others are often excluded, even unintentionally.” If New Zealand wants to develop a genuinely diverse startup sector, we need to question […]

Why the Right to Repair will benefit New Zealand manufacturers

From NZ Manufacturer magazine March 2025 www.nzmanufacturer.co.nz NZ Manufacturer March 25 by Media Hawkes Bay Limited – Issuu *Jim Goddin, Head of Circular Economy at thinkstep-anz. The recent first reading of the Consumer Guarantees (Right to Repair) Amendment Bill in New Zealand’s Parliament marks a pivotal moment for businesses, consumers, and the environment. If enacted, this legislation will require manufacturers to provide spare parts, repair manuals, and software access to consumers and independent repairers. While some manufacturers may be concerned about potential costs or intellectual property risks, the right to repair presents significant benefits for New Zealand’s manufacturing sector. It can drive business innovation, reduce waste, enhance customer loyalty, and build a more resilient, circular economy. Understanding the Right to Repair The right to repair ensures that consumers and independent repairers have access to the tools, parts, and information necessary to maintain and fix products. It challenges restrictive policies that limit repairs to authorised service providers, often increasing costs and contributing to e-waste. Key elements of the Right to Repair include: Access to spare parts and manuals – Manufacturers should provide genuine replacement parts and repair guides. Repair-friendly design – Products should be designed to allow easy repairs without specialised or proprietary tools. Protection against restrictive policies – Consumers should not be locked out of repairs due to software restrictions or warranty clauses. The legislation is particularly relevant to industries such as electronics, appliances, vehicles, and agricultural machinery, where manufacturers traditionally limit repair options, increasing costs for businesses and consumers alike. The Right to Repair and its Impact on manufacturers Some manufacturers may worry that making spare parts and repair information available will reduce profits from new product sales or increase compliance costs. However, international experience […]

A tale of two sectors

From March issue NZ Manufacturer magazine www.nzmanufacturer.co.nz NZ Manufacturer March 25 by Media Hawkes Bay Limited – Issuu Ian Walsh, Partner, Argon & Co NZ I was reminded last week of the level of complexity and difficulty to solve our productivity crisis. It’s clear to me that we have a multi-speed economy, with certain sectors having made great progress over the last 10 years with others still on the starting blocks. The dairy sector has been developing and implementing best practices, training leaders, building capability and employing appropriate technology for over 25 years. Fonterra has lead the charge and most other dairy companies have followed this lead, by developing and employing solutions to improve productivity, reduce waste, improve yield and reduce costs. It has led to fantastic outcomes, with the most recent payout reflecting both the great work on the farm and the much improved off-the-farm processing capability. It would be untenable to consider competing globally with the capability the sector had in 1999. The payout would have been significantly lower and dare I say many processors would have been seriously impacted. This is, of course, not to say the job is finished, because it isn’t, but the direction of travel for the sector looks good. In contrast, the global construction sector has seen little-to-no productivity growth over the last 50 years, and in New Zealand it’s no different. There is a unified view that productivity needs to improve, however little or no concerted action has been taken to adopt best practices. The tales of late delivery, cost overruns and underperformance on completion are now so common that these outcomes are expected. Indeed 94% of construction projects don’t achieve cost, time or quality objectives. When a job is costed at $2 billion, it’s no […]

NZ–Canada initiative to drive food export growth

From March issue NZ Manufacturer magazine www.nzmanufacturer.co.nz By Mark Devlin, Managing Director, Impact PR New Zealand’s food manufacturing sector has long been the pride of our nation—an industry built on innovation, quality and a deep-rooted commitment to sustainability. Yet, in an increasingly competitive global market, even our best ideas need a boost to flourish on the world stage. The recent announcement of a Government-backed export initiative with Canada is a significant step in that direction. A new era for Kiwi food exports The latest initiative, which saw the recent signing of a Memorandum of Understanding between the Canadian Food Innovation Network (CFIN) and its local counterpart New Zealand Food Innovation Network (NZFIN), promises to accelerate the commercialisation of Kiwi food innovations. It is designed to give our food and beverage firms access to emerging technologies, comprehensive market intelligence and robust research and development support. With Canada’s 40 million consumers within reach, this collaborative programme could open a new frontier for New Zealand’s agricultural exports—a sector that accounts for nearly half of all goods and services sold offshore. The move is part of a broader strategy to double the value of New Zealand food exports by 2030. Recent forecasts predict that our food and fibre exports will reach a staggering $56.9 billion by mid-2025. For an industry that already invests over half a billion dollars annually in agri-food research, such ambitious targets underline the urgency of transforming research outputs into commercially viable products. Building an international innovation ecosystem At the heart of this initiative lies the innovative ‘Catalyst Model’ developed by NZFIN. This model is engineered to create a domestic international ecosystem, seamlessly integrating food innovation facilities across Auckland, Waikato, Otago, Palmerston North and Canterbury […]

Building a comprehensive business case for factory technology investment – Beyond the numbers

From NZ Manufacturer magazine, February 2025. Adam Sharman, CEO LMAC Group, APAC As the imperative for technology adoption in manufacturing increase, investment decisions are becoming increasingly complex. Gone are the days when a simple ROI calculation could justify major capital expenditure. Forward-thinking manufacturers are now developing comprehensive business cases that look beyond immediate financial returns to consider broader strategic implications, particularly around workforce sustainability and competitive positioning. The Demographic Imperative One of the most compelling arguments for technology investment lies in addressing the looming demographic crisis facing manufacturing. Across developed economies, the manufacturing workforce is aging rapidly, with experienced workers retiring faster than they can be replaced. This isn’t just a temporary staffing challenge – it represents a fundamental shift in labour market dynamics that will persist for decades. Modern automation and digital technologies offer a powerful response to this demographic challenge. Rather than viewing technology merely as a cost-saving measure, manufacturers should consider how it helps future-proof their operations against workforce scarcity. Advanced robotics and automation systems can maintain productivity even as skilled labor becomes harder to find. More importantly, they can make manufacturing more attractive to a new generation of workers who expect to work with cutting-edge technology. Transforming Work, Not Eliminating It When building a business case for technology adoption, it’s crucial to move beyond the simplistic narrative of automation replacing workers. Instead, focus on how technology transforms and elevates human roles. Modern manufacturing technologies create opportunities for workers to develop new skills and take on more engaging responsibilities. Repetitive, physically demanding tasks can be automated, allowing workers to focus on higher-value activities that require human judgment and creativity. This transformation has important implications for workforce development and retention. Younger workers are often more attracted to workplaces that offer opportunities to work with advanced technology. By investing […]

Manufacturing bottleneck: How Auckland’s land crunch threatens growth

From NZ Manufacturer magazine, February 2025 By Mark Devlin, Managing Director, Impact PR Auckland is the industrial heart of New Zealand, but an emerging scarcity of industrial-zoned land is poised to have far-reaching implications for the manufacturing sector. As businesses increasingly seek larger, purpose-built facilities to house state-of-the-art technology and automated processes, the land supply constraints could prevent growth and innovation in one of the country’s most essential industries. Manufacturing Under Pressure New Zealand’s manufacturing sector, which contributes over 10% to GDP and employs more than 240,000 people, is under increasing pressure to modernise and scale up. Global trends in automation, robotics, and smart logistics demand facilities that are capable of supporting high ceilings, expansive footprints, and advanced connectivity. Stephen Hughes, CEO of Drury South Crossing—New Zealand’s largest mixed-use property development—says that half of the second phase of their industrial development has already been sold. Manufacturing companies and industrial operators are vying for what remains of the land, recognising the unique advantages that sites like Drury offer. According to Hughes, “Large-scale manufacturing facilities require contiguous greenfield sites with close access to major transport arteries like motorways and rail. The diminishing availability of such land in Auckland is beginning to limit the options for industrial expansion.” Automation Driving Land Demand A major shift in the manufacturing sector is the adoption of Automated Storage and Retrieval Systems (ASRS) and other advanced technologies. These systems optimise operations by automating warehousing processes, reducing labour costs, and improving efficiency. However, the infrastructure for such systems cannot simply be retrofitted into existing warehouses; they demand purpose-built facilities with ceilings as high as 30 metres and footprints of two hectares or more. Ben Stewart, Associate Director of Property at Calder Stewart, explains that Auckland’s geography and regulatory landscape are significant obstacles. “The region is constrained by natural […]

How do we turbocharge manufacturing?

From NZ Manufacturer magazine February 2025 By EMA Head of Advanced Manufacturing Jane Finlayson Economic growth appears to be the focus for 2025 following a tough year of recession and rising unemployment. One of the key drivers of national growth, our manufacturing sector, has been struggling due to high operational costs, increasing global competition, outdated technology, skills shortages and a lack of R&D to drive innovation. The BNZ-Business New Zealand Performance of Manufacturing Index (PMI), a monthly survey providing insight into levels of activity in the sector, has been in contraction for 22 consecutive months. This signals declining production, low new orders, and falling profits across the manufacturing landscape. Recent government efforts to fast-track infrastructure development, stop wasteful spending, push through RMA reforms, sign new trade deals, and make foreign investment easier have laid the foundation for a more competitive future, but that’s peripheral to the direct challenge facing manufacturers. A key task facing incoming Manufacturing Minister Chris Penk is to assess how the government can help the sector stay competitive with our global peers and drive productivity. For many New Zealand manufacturers, the path forward is clear: investment in technology, particularly software and hardware, is essential. As we progress deeper into the Fourth Industrial Revolution (Industry 4.0), the convergence of artificial intelligence, cloud connectivity, and real-time data analytics will prove crucial in shifting New Zealand’s manufacturing sector from lagging to leading in the global market. Yet, many manufacturers are struggling to keep up with international standards and this particularly, but not exclusively, affects our smaller companies. New Zealand’s manufacturing sector includes some very advanced manufacturers, but many small and medium-sized businesses have fallen behind our Asian and European counterparts. As a result, despite the government’s aspiration to double the value of exports in the next decade, manufacturers are at […]

Funding growth?

From NZ Manufacturer magazine February 2025 Ian Walsh, Partner, Argon & Co NZ I have been considering the approach to drive growth in NZ as we move into 2025. Overall, this is a positive direction, and business needs growth to fund investment, to improve its product and service and create a virtual cycle. This is very much what Dr Edwards Deming laid out to Japan in the 1950’s. However, he described this as a quality circle with the start being to focus on improving your product or service, leading to happier customers, better product, lower cost, then more sales and the cycle is virtuous and repeats. Expecting growth for growth’s sake by encouraging investors, without improving your product or service, or a clear strategy (Ireland or Singapore for example) is a recipe for failure. This investment is only one part of the puzzle. The other parts are aligning your businesses and universities and research capabilities with the areas in which the nation can win. The restructure of Callaghan and research institutes goes some way to this, but aligning universities and business and research, I would suggest is still a work in progress. This of course is common practice in Japan, America and other “successful” countries with major corporates invested in universities and research in a synergistic manner. As Doug Green outlined in his article, our top 10 exports accounted for over three-quarters (76.4%) of the overall value to global markets: Dairy, eggs, honey: US$12.2 billion (30.7% of total exports) Meat: $5.4 billion (13.6%) Wood: $2.9 billion (7.2%) Fruits, nuts: $2.2 billion (5.4%) Beverages, spirits, vinegar: $1.53 billion (3.9%) Cereal/milk preparations: $1.52 billion (3.8%) Modified starches, glues, enzymes: $1.4 billion (3.4%) Machinery including computers: $1.19 billion (3%) Fish: $1.19 billion (3%) Aluminium: $949.8 million (2.4%) These would seem to be a […]

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