Regional Manufacturing

Building psychologically safe, high-performance cultures: Why ISO 45003 matters for NZ manufacturing

From December issue, NZ Manufacturer www.nzmanufacturer.co.nz Theresa Grainger, General Manager, The Lean Hub Every manufacturing site I visit, whether it is a busy factory floor or a small specialised workshop, I believe has one universal truth and that is that people want to feel valued, supported, and safe to share their ideas and do meaningful work. This is where ISO 45003 adds real value, released in 2021 as the world’s first global standard dedicated to managing psychosocial risks and it has become increasingly relevant as organisations recognise that wellbeing and high performance go hand in hand. Building on the foundation established by ISO 45001, ISO 45003 extends workplace safety into an area many organisations still find challenging to define and measure: the mental, emotional, and social conditions of work. It provides guidance for creating environments where people can not only perform well but genuinely thrive. At its core, ISO 45003 is about both preventing harm and protecting workers from psychosocial risks before they escalate. It encourages organisations to take a proactive approach, identifying early warning signs and addressing the root causes of stress or conflict, and designing work environments that reduce the likelihood of harm. The standard offers not just compliance guidance, but a roadmap for building resilient, high-performing and people-centric operations. Personally, this is where it really resonates for me, I love what it represents because it speaks to something I have witnessed again and again in my work: when we design workplaces around people, when we honour their wellbeing, their voices, and their value, the entire organisation lifts. It is also deeply aligned with the principles of Lean and Continuous Improvement, at its heart, Lean isn’t just about eliminating waste, it is about creating environments where people can collaborate openly, feel safe to speak up and bring their […]

New steel business exemplifies promise of more competitive building products landscape

The Government’s announcement of the new Building Product Specifications (BPS) document, designed to open the doors to thousands of additional building products and bring construction costs down, has been welcomed by the building industry – and one operator has already taken control of long-standing competition issues in the roofing sector. Roofbuddy, the roofing marketplace which brings together homeowners and qualitied roofers to transact, has launched its proprietary roll-forming steel business, Guardian Steel, to address lack of competition, improve service delivery, and offer an end-to-end service to homeowners with complete accountability and transparency. For years, roofers and customers have had to deal with monopolistic control of the steel sector. Historically, NZ Steel (owned by ASX-listed BlueScope in Australia) has been dominant, with over 80% market share. Since Guardian Steel launched – ahead of the Government’s announcement – to offer an alternative, the take-up has been significant: while Guardian Steel is open-market, the main clients initially have been Roofbuddy roofers. They have proved highly receptive to the new, vertically integrated offering, which delivered 48 roofs in its first two weeks on the market. There are 100 current, vetted Roofbuddy service providers all over New Zealand – each one is trade qualified with active Licensed Building Practitioner (LBP) certification and operative public liability insurance. Roofbuddy monitors the quality of their work and checks their performance benchmarks through the company’s on-site 65-point quality assurance framework. The new BPS document includes roofing and wall cladding systems, stating they are eligible when compliant with international standards outlined in the Ministry of Business, Innovation and Employment (MBIE) guidelines. Guardian Steel’s product is compliant with these standards and the New Zealand Building Code. The Guardian Steel machinery is made in New Zealand for local conditions by Angus Robertson Mechanical, a Rangiora-based world leader in roll-forming machine manufacture. The […]

Kiwi exporters can plan and adapt now we have some tariff certainty

By EMA Head of Membership & Export Simon Devoy New Zealand exporters were dealt a tough blow at the start of August as the United States confirmed an unexpected increase in tariffs on our goods, from a widely predicted 10% to 15%. It appeared the New Zealand government and our trade negotiators had been working on the assumption that the rate would be held at 10%, but that understanding evaporated with a decision made directly by President Donald Trump. The shift reflects Washington’s new trade-first, numbers-driven approach, which leaves little room for nuance or negotiation. In this worldview, a trade surplus equals punishment, and despite New Zealand’s relatively modest NZ$500 million surplus with the US, we found ourselves in the higher tariff bracket while competitors such as Australia and Chile remained at 10% thanks to deficits in recent months. Minister for Trade and Investment Todd McClay, accompanied by New Zealand’s top trade negotiator Vangelis Vitalis, is in Washington to press the case for a reversal. They are there to register concern, seek an explanation for the extra 5%, highlight the strain this places on New Zealand–US relations, and explore a path back to a lower rate. However, the message from the US side has been blunt: the Trump administration believes America has been “ripped off” in past trade arrangements and is determined to redress what it sees as imbalances. For New Zealand, the reality is we have limited leverage. One example of an avenue we could go down is strategic procurement, such as directing some of our planned defence upgrades towards US manufacturers to help offset the surplus. While not a quick fix, such moves could be part of a wider diplomatic and economic strategy. Despite the blow, the latest announcement at least brings certainty after months of speculation and […]

New Zealand is poor because it chooses to be

-Sean Doherty Sir Paul Callaghan famously declared: “New Zealand is poor because it chooses to be.” Nearly 15 years on, with the decision to dissolve Callaghan Innovation the agency bearing his name, these words ring truer than ever in 2025. At this turning point, New Zealand must decide: Will we finally address the innovation deficit by embracing high-value manufacturing, or continue on a path of slow, incremental change? The productivity trap New Zealanders are admired for their work ethic and creativity. Yet, the nation continues to lag behind its global peers in productivity and prosperity. The key reason? An overreliance on low-value, commodity-driven industries rather than advancing technology-rich, high-value sectors. Despite technological progress worldwide, New Zealand’s per-capita prosperity growth has not matched high-value, knowledge-led economies over the past two decades. International comparisons Israel, Singapore, and Ireland are cited as examples of nations that have transformed through purposeful investment in advanced research, tech-enabled manufacturing, and robust support for innovation and entrepreneurship. These countries consistently invest in science, technology, and high-value manufacturing, creating dynamic economies with sustained prosperity. The power of innovation Sir Paul Callaghan stressed that true prosperity can only be achieved by focusing national efforts on innovation-intensive sectors. Efforts to “pick winners” in areas like biotech, agritech, and clean tech have delivered mixed results, highlighting that the most transformative advances come from empowering New Zealanders to innovatively solve challenges and seize opportunities—often in surprising, unscripted ways. “Prosperity doesn’t grow from following the script of what other Governments are doing; it emerges from innovators taking risks and building new niches.” Time for a new roadmap The closure of Callaghan Innovation and changes to science agencies will achieve little unless policy, business, and scientific leadership rally behind a new, bolder strategy. This pivotal moment calls for action: Backing High-Tech manufacturing Shift from […]

Building the Foundation: Preparing Your Manufacturing Business for AI Success

-Adam Sharman, CEO LMAC Group APAC The manufacturing sector stands at the precipice of an AI revolution that promises to transform everything from production efficiency to supply chain management. Yet for many business leaders, the question isn’t whether to adopt AI, but how to prepare their organisations to extract maximum value from these powerful technologies. The answer lies not in the sophistication of the AI itself, but in the quality of the foundation upon which it’s built. The Data Foundation Imperative Before any AI system can deliver meaningful insights, your manufacturing operation must first establish a robust data infrastructure. This begins with conducting a comprehensive audit of your existing data landscape. Map out where data is generated across your operation—from sensor readings on the factory floor to inventory management systems, quality control metrics, and customer order patterns. Many manufacturers discover they’re sitting on vast amounts of valuable data that remains siloed across different departments and systems. The key is achieving data integration and standardisation. Legacy systems often speak different languages, storing similar information in incompatible formats. A machine’s operational data might be recorded in one system while maintenance records exist in another, making it impossible for AI to identify patterns between equipment performance and maintenance needs. Investing in data integration platforms that can unify these disparate sources creates the coherent dataset that AI algorithms require to function effectively. Data quality represents another critical pillar. AI systems amplify the characteristics of the data they’re trained on—if your data contains errors, inconsistencies, or gaps, your AI will perpetuate and magnify these problems. Implement rigorous data validation processes, establish clear data governance protocols, and create systems for continuous data quality monitoring. This might involve automated checks for outliers, regular audits of data entry processes, and establishing clear accountability for data accuracy across teams. […]

Engineering the future: What we’re seeing from the front line

By James Richardson, Commercial Manager, Caliber Design At Caliber, we work alongside some of New Zealand’s most innovative engineering businesses. With over 60 mechanical engineers seconded into client teams across the country, we get a front-row seat to the future—watching it take shape in factories, labs, and workshops up and down the country. We see a lot. Some of it makes headlines. Most of it doesn’t. But it’s all part of a bigger story: Kiwi engineering delivering smart, practical solutions to complex problems. Aerospace There’s serious momentum in aerospace. Autonomous systems, propulsion tech, advanced structures—this is no longer niche R&D. It’s a growing sector with commercial focus and technical depth. What we’re seeing is a shift from “can we?” to “how fast can we build it?” Projects are fast-paced and multi-disciplinary, and the bar for design quality is high. It’s a brilliant space for engineers who like a challenge. Energy The energy sector is diversifying quickly. Hydrogen, renewables, and electrification are driving a lot of new activity. But equally important is the work happening to modernise and optimise existing systems. This is where Caliber engineers often slot in—helping deliver upgrades, commission new assets, or unblock critical path items on capital projects. It’s hands-on, collaborative work that has real impact. Materials Materials innovation is accelerating. We’re seeing more advanced composites, more recycled and recyclable options, and clever use of analysis tools to get the most out of every design. But materials are only as good as your ability to design and manufacture with them. That’s why FEA, prototyping, and validation are becoming non-negotiables—especially when time-to-market is tight. Where We Fit Our model is simple. We provide seconded mechanical engineering support—when and where it’s needed. Our engineers embed directly into our clients’ teams, working under their direction to help get projects delivered. […]

Expect to Win: Raising the Bar and Aiming for Excellence

From June issue, NZ Manufacturer magazine www.nzmanufacturer.co.nz In a Bay of Plenty workshop, the first press of the day starts up. Meanwhile, 18,000 kilometres away, its twin in Stuttgart is already changing over to the next job, 30% more parts out the door before smoko. Same equipment, same potential just different culture. David Altena is Head of Growth & Partnerships at SmartSpace ai & Co-Founder & Host of The Better SMB Podcast. david@altena.solutions New Zealanders already work around 15 percent longer than the OECD average while generating 20 percent less output per person. Our productivity gap has widened from 34 percent in 1996 to roughly 40 percent today. “Good enough for NZ” is quietly costing us millions every pay cycle. The Budget for manufacturers is a brand-new 20% “Investment Boost” tax deduction: buy qualifying plant or machinery after 22 May 2025 and you can write off one-fifth of the cost in year one, on top of normal depreciation. Rob Bull is Director & Principal Consultant at Plexus Consultant & C0-Founder& Host of The Better SMB Podcast. rob@nzla.nz Before racing for a purchase order, pause. A tax break multiplies whatever capability you already have, good or bad. Before you bolt a faster robot to yesterday’s habits, take ninety days to hard-wire a culture that expects to win. After all, every dollar you save on tax is wasted if the new kit sits idle for want of process discipline. Winning is a system, not a slogan In factories that outperform global peers, five habits show up in every shift and hum in the background like the compressor: Uncompromising clarity – three numbers on every wall, one for productivity, one for quality, one for innovation and improvement. The strategic goals are translated into performance metrics the whole team can understand and influence. Standard […]

SouthMACH 2025: Capability Is still the differentiator

From June issue, NZ Manufacturer magazine www.nzmanufacturer.co.nz Review from Caliber Design There was a strong sense of optimism at SouthMACH this year. The energy was good. People were open, engaged, and proud of the work they’re doing. Yes, there are still challenges—but the general feeling was that things are picking up, and that real progress is being made. Capability remains a key issue. “We’ve got the ideas. We just don’t have the resource.” The work is there. Priorities are clear. But teams are at capacity. There’s limited room to take on more—let alone deliver faster. Shifting the Dial Whether the focus is production, upgrades, product development, or compliance—it takes people to get things done. Not just more hands, but the right experience, at the right time. At SouthMACH, there was strong interest in how to keep momentum without overloading internal teams. Many are turning to flexible engineering support—people who can step in, contribute from day one, and help shift the dial. The common thread? Capability isn’t just about technical knowledge. It’s about judgement, communication, adaptability, and the ability to work well on-site, under pressure, and in step with the wider team. What We Noticed Amidst the usual challenges—capacity, backlog, deadlines—there was also a clear sense of optimism. Many have weathered tough years and come through more focused. Some of the best conversations we had were about what’s working: building long-term partnerships that help teams flex as needed; investing in project engineering—not just design, but full delivery; and embedding engineers into existing teams to remove bottlenecks and keep work flowing. We also asked our team: “What was the most exciting innovation or product you came across during the event?” The answers were varied—but all pointed to practical, clever engineering solving real problems. Dawn Aerospace stood out to several engineers—not just […]

SouthMach 2025: Innovation, Excellence, and the Future Talent of New Zealand Manufacturing

From June issue, NZ Manufacturer magazine www.nzmanufacturer.co.nz -Adam Sharman,CEO LMAC Group, APAC SouthMach 2025, held at Wolfbrook Arena in Christchurch from 28–29 May, once again proved to be the South Island’s premier event for the manufacturing and engineering sectors. With a strong focus on innovation, digital transformation, and workforce development, this year’s expo came at a pivotal time for New Zealand’s manufacturing industry—one that is navigating both significant challenges and emerging opportunities. The SouthMach expo is always an opportunity to showcase the innovation happening in New Zealand and this year’s event was no exception with a focus on South Island innovation through the AMA Innovation Zone led by Dawn Aerospace, Argus Manutech, ENI Engineering and Hamilton Jet and United Machinists. It was interesting to see how these organisations have practically leveraged industry 4.0 technologies in the New Zealand context to drive innovation and productivity through smart investment and a staged approach to adoption. The adoption of Industry 4.0 was a key theme of SouthMach this year and this was reinforced through the ASB Manufacturers Workshop, delivered by the EMA and LMAC. Participants on both days were exposed to a practical case study to build awareness of industry 4.0 in a New Zealand business and left with a roadmap of next steps for their own businesses. A Visionary Keynote: From Garage to Orbit One of the most inspiring moments of SouthMach 2025 came from Charlie North of Dawn Aerospace, during his keynote titled “From Garage to Orbit: A Manufacturing Story.” North shared the company’s remarkable journey from a backyard shed in New Zealand to becoming a global leader in spaceplane and in-space propulsion technology. His talk emphasised that true innovation in manufacturing isn’t about hype or heroics—it’s about people, process, and purpose. He called on New Zealand’s industrial sector to “aim high, build well, and back […]

Page Macrae’s new Port Products hopper a game-changer for materials bulk handling

From June issue of NZ Manufacturer magazine. Page Macrae Engineering is one of New Zealand’s most respected heavy engineering fabrication companies, with a legacy spanning more than six decades. Based in Mount Maunganui, the company was founded in 1955 and has built a reputation for large-scale projects in tank and piping fabrication for the energy, pulp and paper and water-treatment sectors; log and dry bulk solid handling equipment for ship loading and unloading; bulk storage for fuel and chemicals; and manufacture of forestry equipment. At the helm of Page Macrae is CEO Alan Sutcliffe, whose leadership has recently helped steer the company into new international markets. The Employers and Manufacturers Association’s Nicholas Russell sat down with Alan to discuss the company’s new world-leading hopper, which sparked huge interest during a recent sales trip to Europe. Can you tell us about your recent product launch and how it was received internationally? We recently launched our new Bulk Master Smart Dock Hopper in Mount Maunganui at an event attended by the Prime Minister and some of his Ministers. It’s a hopper full of smart technology that is designed to suppress dust emissions during bulk cargo unloading from ships. Traditional hoppers create large dust plumes, which harm the environment. Our design includes a vacuum system that captures the dust as cargo is released into the hopper and is automated, so operators can control the system remotely without having to be in a hazardous environment. We previewed the product at a conference in Australia recently, which had strong attendance from European buyers. The feedback was overwhelmingly positive. Based on that, we decided to test the product in the European market by attending the Breakbulk event in Rotterdam in May. That trip validated that our product fills a gap not currently met in the Northern […]

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