The Creative Class

Artisan skill and technology a successful brew at Zealong Tea Estates

With 48 hectares of certified organic Camellia sinensis growing in the heart of the Waikato, Zealong Tea Estate is New Zealand’s only commercial tea estate. You can tour the estate and sculpture walk, sample a high tea at their Tea Room, have a luxurious French-inspired meal at their Camellia Restaurant prepared by a chef plucked from the Michelin-starred kitchens of Paris, or take part in a traditional tasting of their internationally awarded teas. As a visitor destination, it’s a major asset to the region and the teas have been served to the likes of China’s President Xi Jinping and Her Majesty Queen Camilla during official events, and the estate has been filmed for the BBC Earth documentary One Cup, a Thousand Stories, which highlighted the estate’s quality-based approach to producing certified organic tea. Behind the scenes, the process of manufacturing its teas blends artisan skill and technology. The EMA’s Nicholas Russell sat down with Zealong General Manager Sen Kong to find out where they have used technology to improve efficiency but also how the human touch remains irreplaceable. Zealong has invested heavily in both people and technology. Why is the human touch still so crucial in your industry? Sen Kong: Technology plays a huge role in streamlining parts of our operation, such as processing, drying and quality control, but when it comes to the actual picking of the tea, the human hand is still superior. Machines aren’t yet sophisticated enough to distinguish the top three leaves from the rest of the plant, and that matters. Those top three leaves are the most tender and flavour rich. A machine might take too much, or damage the plant, which affects secondary growth. A trained picker knows exactly how to pluck, preserving both the leaf quality and the health of the bush. In addition, tea […]

Cutting red tape to encourage productivity

A visit to Glenbrook Steel Mill By Chris Penk, Minister for Small Business and Manufacturing Among the many things I’ve come to appreciate in this job is just how challenging it can be to run a small business in New Zealand’s regulatory maze – no matter the industry. In the wise words of our Prime Minister, “we can have more growth, more exports, more jobs, and higher wages for every New Zealander – we just have to say yes to letting it happen.” It’s clear to me that, like so many other businesses, manufacturers want to spend more time making things and creating jobs, and far less time buried in paperwork. Too often businesses tell me unclear or outdated regulations stand in the way. For example, machine guarding rules can clash with food safety standards, or exposure limits might fail to reflect the real risks on the ground. Many manufacturers have faced the frustrating reality that rigid rules cost time, money and productivity – without always delivering better safety outcomes. That’s why this Government is pushing ahead with work to clear out the sticky red tape that gums up the works. I want to acknowledge my colleague, Workplace Relations and Safety Minister Brooke van Velden, who has spent recent months engaging with manufacturers across the country. From sawmills to commercial bakeries, businesses have been upfront with Minister van Velden, as they have been with me, about the frustration of navigating grey areas and impractical requirements that tie them in knots. One example that stands out came from a business owner who shared how identical machine guarding passed inspection by WorkSafe in Auckland yet failed in Christchurch. When the same piece of equipment is treated differently depending on who shows up on site, it’s obvious something needs to change. We’re […]

Dispatches from Europe: Manufacturing crossroads across UK, France, Germany

A guide for New Zealand’s manufacturing leaders Adam Sharman, CEO LMAC Group APAC Having recently spent time on the ground with our team in Europe, it has been interesting to reflect on the common trends and differing approaches to industry support across Europe. Whilst different countries face some of their own unique challenges, priorities, constraints and policy backstops, one thing is clear; across Europe the manufacturing playbook is being rewritten. For New Zealand manufacturing, having an eye on the commonalities and practical differences in the European markets matter as much as the headline trend words (AI, reshoring, decarbonisation). In this article, we reflect on what’s really happening on the ground across the UK, France and Germany— and what we can learn in New Zealand. The UK: fast-to-adopt, policy-energised, skills-constrained UK manufacturers are pushing hard on data, AI and automation as the primary levers for productivity — driven by government programmes (Made Smarter), trade and tax incentives, and a recent policy pivot to a long-term industrial strategy that backs advanced manufacturing and skills investment. That policy momentum is prompting many UK firms to accelerate AI/ML pilots, invest in connected-factory programmes and consider reshoring for resilience. Yet adoption is uneven: SMEs still cite awareness, skills and access to capital as the highest barriers. Leaders should therefore prioritise scalable pilots that deliver measurable OEE (overall equipment effectiveness) gains, pair technology buys with rapid upskilling, and actively use available regional funding and schemes to lower implementation risk. France: state-led modernisation and selective reindustrialisation France combines a deliberately interventionist industrial policy with long-term programmes — “Industrie du Futur” and targeted investment funds — to modernise medium-sized sites and attract strategic projects (gigafactories, batteries, critical supply chains). The French state has used subsidy schemes and coordinated “Team France” efforts to push digitalisation, decarbonisation and on-shoring where […]

Company Profile: South Waikato Precision Engineering

Fiona Schroeder, General Manager How are you finding current business conditions? Business has been tough over the last 12 months, across the board, our customers have been “down” and experiencing lower demand. However, it would seem there are some green shoots which will hopefully mean that we have hit the bottom and are now looking forward to a period of gradual growth. What are the main activities of your company? South Waikato Precision Engineering is a manufacturing engineering business. We design and manufacture KNAPP spreader bars, lifting beams, man cages, skid steer attachments and excavator attachments including thumbs. We also manufacture parts for other New Zealand Manufacturers. With 11 CNCs and offline programming, we machine a wide variety of precision parts including tooling steels. We also have fabrication and welding, giving us the capability to manufacture welded parts that require machining in one place rather than having to use two separate suppliers. Our assembly team assemble manufactured parts into sub-assemblies for customers to streamline their manufacturing production. Where are future opportunities for growth, for your company? From a production manufacturing perspective, South Waikato Precision Engineering is partnering with New Zealand manufacturers to produce parts and provide sub-assemblies with the goal to reduce production costs and increase efficiencies to ensure our customers remain competitive in the global market. We believe this approach of assisting our manufacturing customers to reduce costs and use an external supplier to change fixed costs to variable costs will continue to create opportunities for growth both for South Waikato Precision Engineering and our customers. For our own products, KNAPP has the largest range of certified spreader bars and lifting beams available in New Zealand with growing demand from Crane and Hiab companies, manufacturers and warehouses that require compliant, certified lifting equipment. We also see growth in opportunities […]

Construction 4.0 Technologies

Opportunities and Scalability for Aotearoa New Zealand’s Construction Industry By Dr. Troy Coyle, CEO, HERA Introduction The construction industry is undergoing a major transformation thanks to new digital technologies, a shift often called Construction 4.0. Inspired by the smart technologies that revolutionised manufacturing, these innovations are now changing how buildings and infrastructure are designed, built, and managed. This overview highlights some of the key technologies shaping this change and considers their potential for New Zealand’s construction sector. The emerging technologies research theme of HERA’s Ngākopa Construction 4.0 project, led by Prof Robert Amor from the University of Auckland, aims to identify the technologies that can support a transition to construction 4.0. Summary of key technologies in Construction 4.0 Building Information Modelling (BIM) is a way of creating detailed 3D digital models of buildings that everyone involved in a project can use. Instead of relying on flat blueprints, BIM lets architects, engineers, and builders work from the same interactive model, reducing mistakes and improving teamwork. It also helps plan costs, timelines, and even assists with managing buildings after construction. The Internet of Things (IoT) connects sensors, tools, vehicles, and even workers on a construction site, collecting real-time information about everything from weather conditions to equipment status. This data helps managers improve safety, avoid delays, and make better decisions by keeping track of what’s happening on site at all times. Augmented Reality (AR) allows project teams to view digital designs overlaid onto the real world using mobile devices or special glasses. This makes it easier to spot design problems early, estimate costs accurately, and manage quality directly on site. Knowledge-based systems use smart computer programs to analyse risks, project timelines, and safety issues, helping teams make better decisions by understanding complex data and uncertainties. Computer vision uses cameras and drones to watch construction sites, automatically spotting safety risks […]

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 […]

How an elite athlete system could unlock new levels of productivity in NZ manufacturing

-Mark Devlin, Impact PR New Zealand’s manufacturers have long punched above their weight. Despite our relatively small domestic market and geographic isolation, Kiwi businesses have found ways to innovate, adapt, and produce world-class products. But there’s one area where we continue to fall behind global benchmarks, and that is workforce productivity. In a sector where efficiency, speed, and output are constantly under pressure, how we support and develop human performance should be central to every productivity conversation. Yet all too often, manufacturers focus their investment on new machinery, process automation, or software upgrades, while overlooking the untapped potential within their people. That is why a new system, originally designed to help elite athletes deliver peak performances under pressure, could represent a game-changing opportunity for our industry. Vantaset, a New Zealand-based performance company, has developed a science-backed workplace platform that helps individuals and teams consistently deliver their best. It was created by Craig Steel, a performance expert whose research into the psychological breaking point of athletes led to a repeatable framework now used in both public and private sector organisations. This is not a motivational workshop or a leadership seminar. It is a codified, platform-based performance system grounded in decades of data and testing. Developed by a team that includes a former All Blacks manager and two Olympians, the Vantaset framework was originally designed to help elite athletes deliver peak performance on demand. It has since been refined into a platform-as-a-service (PaaS) model that organisations can implement across their entire workforce. What makes this particularly relevant for manufacturers is the platform’s focus on helping people function effectively in high-pressure environments. Unlike many workplace performance tools that are reactive-used to manage poor results or resolve personnel issues-Vantaset’s system is designed to proactively lift output and engagement. This approach is especially powerful for […]

Kiwi garage start up one of largest dual market export operations

Set for $115m expansion in China A Kiwi company that began as a West Auckland garage start-up nearly three decades ago has grown into one of NZ’s largest dual-market export operations, and is set for further expansion with the construction of a new $115m biotech manufacturing facility in China underway. Manukau-based Alpha Group is a vertically integrated nutraceutical exporter at the international forefront of fermentation technologies. The company produces patented fungal and plant-based bioactives, with integrated research and manufacturing operations across New Zealand and China. The new 60,000m² facility in Ningde will support New Zealand’s fermentation export capabilities by integrating advanced R&D, testing, treatment and production. Once complete, it is expected to generate more than NZ$225 million in annual revenue and expand Alpha’s transnational footprint to over 119 hectares. To date, the company has invested over NZ$830 million in developing this global infrastructure. Alpha Group was founded in New Lynn in 1998 by Professor Yihuai Gao, a globally recognised researcher in medicinal fungi and honorary fellow at Massey University’s Riddet Institute. Mike Arand, Alpha Group senior business advisor, says the new facility is the physical realisation of Alpha’s long-term dual-market strategy, which combines New Zealand’s scientific and natural resource strengths with China’s demand, scale and infrastructure. He says the development bridges lab-to-market pathways, turning New Zealand-led research into commercial outcomes that drive export growth and reinvestment into local R&D. “This facility unlocks exponential growth potential for New Zealand’s fermentation sector. “By integrating R&D and processing in one hub close to our largest export market, we can boost output, reduce lead times and increase demand for Kiwi-derived ingredients. “It’s about creating a transnational innovation ecosystem where New Zealand science drives offshore commercial outcomes, which then feed back into local jobs, R&D and raw material demand,” he says. Alpha Group has already […]

Carbon claims: Get the language right and the facts straight

-thinkstep-anz If you’re sharing your organisation’s carbon footprint, net zero goals or carbon neutral status, it’s vital to communicate clearly and accurately. Getting it wrong could damage your reputation, open you up to legal risk or erode trust with your customers and stakeholders. Strong carbon claims can show leadership, but only if they’re backed by real action and solid evidence. The good news is: once you understand the terms, it’s much easier to get them right. Why clarity matters more than ever In today’s fast-moving policy and regulatory environment, environmental claims are under increasing scrutiny. We’ve seen businesses taken to court for inaccurate or unsubstantiated claims. To stay on the right side of the law – and the right side of your customers – you need to be cautious and well-informed. This article explains the key carbon terms and offers practical advice to help manufacturers communicate responsibly. What the key carbon terms mean Carbon neutral Your business, product or service has measured its emissions, taken action to reduce them and used offsets to balance what’s left. You need: a defined scope (e.g. your head office or a specific product line), a timeframe, a verified carbon footprint and a credible reduction plan. Use offsets only for emissions you genuinely can’t avoid, after reduction efforts. Standard to follow: ISO 14068. Example: A manufacturer measures and verifies its emissions for 2023, reduces what it can and offsets the rest using certified carbon credits. It communicates: “Carbon neutral for our Christchurch site in 2023, certified to ISO 14068.” Net carbon zero This means deep emissions cuts first, and offsets only for what’s unavoidable. It’s typically applied to entire organisations. You need: to follow the Science Based Targets initiative (SBTi) approach – prioritising genuine emissions reductions. Offsetting alone is not enough. You must reduce most […]

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