The Creative Class

Digital transformation

From February 2026 issue, NZ Manufacturer www.nzmanufacturer.co.nz By Frank Phillips, Director, Fulcrum New Zealand Ltd Automation in manufacturing is a competitive imperative. It’s getting easier and cheaper to do, and able to be applied in situations previously unsuitable. Knowing where to start, identifying the right process to automate, detailing solid scopes and finding the right parter are challenges across the industry. That’s why we started Fulcrum, ‘The Automation Brokers’. We help Kiwi manufacturers cut through the complexity of automation projects, keep upfront costs down and reduce risk, while unlocking tangible performance gains. At its core, Fulcrum is an independent automation broker. A new way for manufacturers assess custom automation opportunities. Like other broker models we work on behalf of the buyer, ensuring clarity in what they are buying and finding the best deal and our revenue predominantly comes from the technology partners in our network. Rather than selling a specific technology or locking clients into one vendor’s solution, we assess processes, write business cases, calculate return on investment and detail scopes before putting the opportunity to market across proven partners with proven track records. We have seen many companies delay or abandon automation initiatives simply because the procurement process felt too daunting alongside the pressures of daily operations. That’s understandable when you’re expected to define scope, compare responses, and negotiate contracts on top of running a business. The real challenges NZ Manufacturers are facing Across Aotearoa, the conversation about automation often starts with machines robots, conveyors, vision systems — but it quickly evolves into something deeper: Budget constraints: Many SME manufacturers simply don’t have the capital or confidence to commit to large automation projects without a clear, validated path forward. Skills and capacity: Knowing what to automate and how to scope it requires expertise that many teams don’t have in-house. […]

Reflecting on 2025: Circularity, Sustainability and Transformation for Steel Manufacturing

Troy Coyle, CEO, HERA As 2025 draws to a close, it’s clear this has been a year of transformation and momentum for Aotearoa New Zealand’s steel manufacturing industry and for HERA. The national conversation around sustainability and circular design has matured significantly, with steel once again proving itself to be the rockstar of the circular economy. One of the biggest milestones for our sector was undoubtedly the announcement of the Electric Arc Furnace (EAF) at New Zealand Steel. This long-anticipated investment represents a major step forward for domestic steelmaking, enabling the production of lower-carbon steel from locally recycled scrap. It’s a tangible example of how industry can decarbonise while strengthening regional manufacturing resilience. The EAF signals a new era where circularity, innovation, and sustainability sit at the core of our national manufacturing. At HERA, we’ve seen that growing interest in low-carbon and circular design first-hand. Our newly released update to “How to Specify Low Carbon Steel” guide, has rapidly become our most downloaded publication, reflecting the appetite among engineers, designers, and specifiers to make informed material choices that reduce embodied carbon. This surge in demand shows that Aotearoa New Zealand’s construction and manufacturing sectors are ready to move from ambition to action. Circularity goes beyond just lowering emissions. It’s about designing systems that keep materials in use for as long as possible and few materials perform better than steel in this regard. That’s why one of HERA’s proudest achievements in 2025 was launching our Low-Carbon Circular Design Guidance. This guidance provides a practical framework for designers and manufacturers to apply circular economy principles in real projects, helping to close the loop between design, fabrication, and reuse. It showed that >50% reductions in carbon emissions were readily achievable through clever design and material selection. This work has been further strengthened by our successful application for […]

2026, moving forward together: Competenz deepens support for learners and employers

By Toni Christie: Competenz General Manager – Employer and Learner Experience With apprentices and employers across the country navigating an evolving sector, Competenz focused on stability, support and momentum — strengthening learner pathways and employer capability ahead of the 2026 shift to Industry Skills Boards. More than 7,000 apprentices and trainees are developing their careers through Competenz-supported programmes across New Zealand – everywhere from engineering workshops to plastics manufacturing lines, heating and ventilation rooms, forestry operations and fabrication floors. And in 2025, that collective momentum has only grown. Even as the vocational education system continued to evolve, our focus remained clear: equip learners and employers with the support and confidence they need to make real progress. A major driver of that progress has been the continued strengthening of our Learner Support Framework. The needs across our network have become more varied, and this year the framework supported apprentices everywhere from engineering workshops and plastics plants to fire protection crews and forestry teams. By early 2025, more than 1,000 learners were joining our fortnightly study groups – a sign not just of demand, but of trust and belonging. Support for priority learners has continued to deepen. Whether someone needs help with literacy, numeracy, drawing, or navigating neurodiversity, we’ve ensured there’s a pathway that meets them where they are. Accessibility has remained a priority too, with 300 Chromebooks circulating nationally — many in the hands of learners who would otherwise struggle to engage online. Wellbeing has been another steady thread through 2025. Our partnership with Vitae continued to provide vital mental-health support. Employers have also played a pivotal role in setting apprentices up for success, and in 2025 our nationwide Train-the-Trainer workshops helped build that capability even further. The series focused on practical, real-world coaching skills — exploring how effective on-the-job guidance […]

What 2025 taught us about sustainability and resilience

By Barbara Nebel, CEO, thinkstep-anz In 2025 we saw something important: progress on sustainability continued, even as regulations shifted and economic conditions became challenging. For many organisations, sustainability has become central to resilience, competitiveness and long-term planning. Rather than slowing down, they took more confident steps to manage risk and prepare for the future. Climate disclosure: fewer rules, but the same risks One of the major changes this year was the government’s plan to reduce the number of businesses that need to report their climate-related risks and opportunities. This shift removes the pressure of mandatory disclose and allows businesses to take a more pragmatic approach. It also raised a fair question: if fewer organisations need to disclose, does that mean the financial impacts of a changing climate are becoming less relevant? At thinkstep-anz, we know the answer is no. Climate disclosure has always been more than a compliance task. For manufacturers and other businesses with complex supply chains, it is a practical tool for managing risk. Regulations may shift, but the physical and transition risks of climate change remain. Extreme weather, changing markets and new policies will continue to affect operations, logistics and access to materials. That is why we integrate climate risk and scenario analysis directly into clients’ risk management frameworks. When climate insights sit within existing decision-making processes, they guide investment, planning and strategic direction. After two years of supporting organisations on their disclosure journeys, we are seeing a clear shift: clients are not just reporting; they are preparing for the future with greater clarity and confidence. Scope 3 emissions: more time, better tools Changing regulations also brought more time for some organisations to measure and report their scope 3 supply chain emissions. For many, scope 3 includes the upstream materials they purchase and the downstream use […]

The Year in Review: A Seconded View of NZ Manufacturing in 2025

-Caliber Design Working inside engineering teams throughout New Zealand gives us a practical view of how the sector is moving. This year we saw steady progress and exciting developments, even with the head winds. Companies continued to advance capital projects, refine equipment, develop new products, and pursue leading edge innovation in emerging fields. While each sector had its own pressures, the overall feel has been one of steady momentum. Manufacturers continued to deal with stretched internal resource, long project lists, the need to keep work moving without disrupting production, and uncertain economic times. Yet across our secondments and conversations, the intent to improve and invest remained consistent, and that intent shaped much of the engineering work carried out this year. Steady improvements in established industries In processing, materials handling, dairy, poultry, and food and beverage sites, we saw ongoing investment in practical upgrades. These were not large transformation programmes, but they mattered. Many involved service layout adjustments, safety improvements, reliability work, and design changes that reduce maintenance effort or improve workflow. This work is almost always carried out in operational environments, which means planning, communication, and sequencing are as important as the technical solution. The projects are varied but typically share a common goal of keeping plants running safely and efficiently while making incremental improvements that compound over time. Emerging technology continued to build momentum At the other end of the spectrum, 2025 saw significant activity in emerging technology. We set a goal to work with seven emerging technology companies this year and ended up partnering with nineteen. That growth is a strong indicator of how much innovation and technical development is happening in New Zealand. Projects spanned aerospace, clean materials, innovative transport, robotics, advanced energy systems, and specialised manufacturing. These companies move quickly, iterate rapidly, and often need targeted […]

Apex Valves: From garage to global

From humble beginnings in a Titirangi garage, Apex Valves has grown into one of New Zealand’s standout manufacturing and export success stories. Built on precision engineering and commitment to quality, the company now supplies high performance water control valves to homes and farms around the globe. The EMA’s Nicholas Russell sat down with Apex General Manager Mark Gracie to talk about the competitive edge that comes from manufacturing excellence backed by decades of innovation. Q: How did Apex Valves’ journey begin, and what triggered your move into larger-scale manufacturing? Mark Gracie: Apex was founded in 1982 by my father, Alan Gracie, in a Titirangi garage. At that time, New Zealand had almost no domestic manufacturers of valves for home hot-water systems. If you needed one, you imported it, often at high cost and with long delays. That gap in the market sparked the idea: could a Kiwi manufacturer produce a reliable, locally made alternative? From that question, Apex grew steadily. We expanded from residential hot-water valves into broader plumbing fittings, and then into agriculture when a rural-supply customer asked if we could engineer a heavy-duty trough valve that would not break under high water pressure or daily farm use. That product became our breakout success. More than 40 years later, that trough valve remains one of our biggest sellers, used on farms across New Zealand and in multiple export markets. As demand grew, we shifted into proper manufacturing facilities, but over time those sites became limiting. Our last location served us for 28 years, but we were spread across four buildings, with production split into disconnected pockets. For a company that prides itself on quality and efficiency, the layout created unnecessary complications and increasing constraints. Q: What has changed now, after the move to your new facility at Rosebank Road? […]

A year of supporting innovation, safety and export growth

By EMA Head of Membership, Export and Manufacturing Simon Devoy It’s not news that New Zealand’s economy remains heavily reliant on commodity-based exports. Yet the country is steadily carving out a reputation for high‑tech, high‑value manufacturing. While we’re known globally for milk powder, meat and timber, we are increasingly competing across advanced sectors, including aerospace, agritech, medical devices and precision engineering. The ambition is to be seen as an innovation nation, but there are significant challenges that must be addressed. Throughout 2025, the EMA’s focus in the manufacturing sector has been on two linked priorities: reducing workplace harm and helping the sector modernise and become better connected so businesses can scale and export with confidence. Despite the sector’s strengths, stubborn rates of workplace injury continue to drag on productivity and impose high costs. In response, we partnered with ACC and data specialists Flock to launch the Manufacturing Safety Dashboard, an anonymised benchmarking tool that allows manufacturers to compare reported incidents across sub‑sectors and identify where to focus safety improvements. This tool converts raw accident data into actionable insight. It highlights where injuries cluster, identifies high-risk tasks, and demonstrates which businesses are making measurable progress. This approach moves safety conversations from awareness to actionable intelligence, and anonymised peer data provides a clear pathway for improvement rather than a spotlight on failure. The sector has also shown a strong appetite for peer-led guidance and practical tools that enable measurable improvement. To address this, we partnered with ASB to run the Manufacturers’ Workshop Series exploring the impact of Industry 4.0 technology on New Zealand manufacturing. These workshops offered a practical examination of automation, data integration, and digital technologies through interactive demonstrations, including digital twin simulations. This hands‑on approach enabled manufacturers with lower levels of automation to see the potential of technology to improve efficiency, safety […]

It won’t be the new machines that win in 2026. It will be the people running them

Adam Harvey, Business Performance Partner – Manufacturing, The Learning Wave What if next year looked different? Picture this: Same pressures. Same market conditions. But instead of starting 2026 already firefighting, you’re ahead of demand. Your people anticipate issues before they hit production. Technology accelerates performance instead of slowing it down. The morning meeting is about what you’re improving, not what you’re recovering from. That’s the position some manufacturers have put themselves in this year. And let’s be honest. They didn’t get there because 2025 was easy. This has been one of the toughest planning cycles in recent memory. Margin squeeze. Labour shortages. Compliance tightening. Digital expectations rising. Budgets dissected line by line just to keep the lights on and the line moving. But while most held back waiting for “the right moment”, the bold manufacturers, big and small, doubled down on capability. Not because it was part of a grand strategy. In some cases, because the same issues kept cropping up, and the old approach wasn’t working. Not because they had spare time. Because they knew they couldn’t afford to wait. We saw it everywhere: Lion invested in teams’ problem-solving capability and OEE improved Altus backed their leaders to own and solve problems and culture and collaboration lifted – this piece of work paid for itself 3X Tegel moved safety from reactive to proactive by growing rep capability Ashburton Meats and Kraft Heinz built their leaders ahead of operational change Tasman Tanning, Essity, AFFCO, George Weston Foods, Vitaco and Inghams built performance skills. Their frontline teams now act earlier, make better decisions, solve problems faster, reduce waste, and speak up when performance is at risk Buckleys continued building capability at every level Foot Science International, Baker Boys and Argus ManuTech prepared their teams for digital transformation They didn’t just […]

Reflecting on a year of New Zealand manufacturing

From The Year in Review, NZ Manufacturer magazine, December issue. By Hon Chris Penk, Minister for Small Business and Manufacturing As 2025 draws to a close, it’s a good moment to reflect on a year of resilience and progress for New Zealand’s manufacturing sector. The year brought challenges, but there is much to celebrate, and I’m proud to represent a sector that spans so many different industries. Manufacturing is at the heart of our economy. It’s the petroleum processor in Taranaki, the wood miller in Rotorua, the food and beverage producer in Hastings, the metal fabricator in Hamilton, the chemical technician in New Plymouth, the machinery engineer in Christchurch, and the equipment assembler in Dunedin that we have to thank. The sector employs more than 220,000 people, generates roughly 8 percent of GDP, and accounts for 60 percent of our exports. Over the past year, export growth has been strong, reflecting the dedication and innovation of manufacturers across the country. One highlight for me was hosting the first Minister for Manufacturing Awards at SouthMACH in Christchurch in May, supported by Advanced Manufacturing Aotearoa. These awards celebrated leadership and creativity, with 38 entries narrowed to 16 finalists across four categories. It was a fantastic opportunity to recognise excellence and connect as an industry. More recently, I have been inspired by Kiwi manufacturers winning awards at regional, chamber, and national business events. Gallagher New Zealand Trade and Enterprise received the Supreme Award at the International Business Awards. RML Machinery in the Waikato, AROTEC Diagnostics Limited in the Hutt Valley, and United Machinists in Dunedin each earned top honours in their regions. These successes show how manufacturers are fueling regional prosperity, boosting our competitive edge, and showcasing worldclass expertise. Many parts of the sector are not standing still; they are growing and […]

The Argon Academy: Turning capability into competitive advantage

Scott Adams, Managing Principal, Argon & Co NZ In today’s manufacturing landscape, technology, automation, and efficiency are no longer enough. Your real competitive edge comes from your people — their capability, confidence, and ability to adapt, innovate, and perform. That’s where The Argon Academy stands apart. For more than 20 years, Argon & Co has worked alongside New Zealand and global organisations to lift performance by strengthening skills, embedding continuous improvement, and developing leaders who drive transformation from the inside out. The Academy exists because we saw a critical gap: too much training focuses on delivering content, not building capability. Most programmes are taught by facilitators — not practitioners who have actually led the change and delivered results. The Academy was built to change that. Our learning approach is different. Every programme is grounded in real-world experience from practitioners who have managed transformation, driven productivity gains, and delivered measurable business outcomes across sectors like food and beverage, packaging, industrial manufacturing, and logistics. This means your teams learn from people who’ve done the work — not just talked about it. Rather than providing off-the-shelf courses, The Academy partners with clients to co-design tailored, best-practice learning pathways that align directly with your operational goals. We build capability that sticks — embedding new skills, behaviours, and mindsets into the way people lead, collaborate, and perform every day. This practitioner-led approach transforms training from a cost into a strategic investment. It creates measurable uplift in productivity, safety, and employee engagement — turning learning into a sustained competitive advantage. As businesses face mounting pressure from digitisation, sustainability, and global competition, the need for a digitally capable, future-ready workforce has never been greater. Building that capability takes long-term investment, government and industry collaboration, and access to world-class learning solutions. Quick-fix training won’t get you there — […]

1 2 3 4 ›»

News Ticker

The Creative Class