NZ Manufacturer February 2024

February 2024

Listen to uniquely Kiwi stories contributing to New Zealand’s future

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7 SMART MANUFACTURING

8 SMART MANUFACTURING

23 PRODUCTIVITY Unpacking

The year of digital transformation.

Transforming supply chain planning.

productivity in NZ.

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Professional CAD Soware Powerful, yet easy-to-use

Alibre Design 3 Versions to choose from.

Only buy the tools that you need.

Solid Parts Sheetmetal Parts Assemblies BOM Drawings Buy It Own It

Landmark carbon reduction project powers ahead Around 70% of world’s steel is produced from iron ore reduced in blast furnaces. Most of the remaining 30% is produced by minimills, which recycle scrap steel using electric arc furnaces – a proportion set to grow as companies seek to decarbonise their operations.

Work is underway at New Zealand Steel to install an electric arc furnace: a move which will shrink the carbon footprint of its Glenbrook steel mill and place the company at the leading edge of low emissions steelmaking worldwide.

As the company gears up to celebrate 60 years since it was founded, this crucial upgrade will secure steelmaking – and the corresponding jobs it supports – in New Zealand for the long term.

Free trial available 30 Days, No Restricons

Announced in May 2023, New Zealand Steel’s electric arc furnace (EAF) project will reduce Glenbrook’s carbon footprint by 800,000 tonnes each year and the country’s total annual emissions by 1% from day one.

Don’t delay, contact us now.

The carbon reductions – equivalent to taking 300,000

Aust/NZ Region

enquiries@baycad.biz NZ 0274847464

AU 64274847464

continued on Page 26

Phone: 0800 655 465 Email: sales@acelink.co.nz Website: https://www.acelink.co.nz/power-up-industrial-systems-over-ethernet/

Media Kit 2024

For a copy of the NZ Manufacturer Media Kit 2024 email publisher@xtra.co.nz

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HEADING

C0NTENTS

ADVISORS

DEPARTMENTS Kirk Hope

1 LEAD

Landmark carbon reduction project powers ahead.

Is Chief Executive of BusinessNZ, New Zealand’s largest business advocacy body. He has held a range of senior positions at Westpac and is a barrister and solicitor.

9

5 BUSINESS NEWS

The four operating states of SMEs. Digital Manufacturing Challenge next step.

Ian Walsh

7 SMART MANUFACTURING

The year of digital transformation.

Transforming supply chain planning.

12

Ian is a Partner, Argon & Co. NZ, a master black belt improvement specialist and global lean practitioner. He is passionate about improving productivity and helping to create world class New Zealand businesses.

Sustainability initiatives a winner.

Siemens revolutionises engineering simulation.

Dr Barbara Nebel CEO thinkstep-anz Barbara’s passion is to enable organisations to succeed sustainably.

She describes her job as a ‘translator’ – translating sustainability into language that businesses can act on.

Alliance invests in world-leading technology.

Small is our Superpower.

Industry 4.0 ;How Silver Fern Farms uses data for better understandings.

14

Marama Labs raises $3.1m for scale-up technology.

Lewis Woodward

Is Managing Director of Connection Technologies Ltd, Wellington and is passionate about industry supporting NZ based companies, which in turn builds local expertise and knowledge, and provides education and employment for future generations.

17 SUSTAINABILITY

Eight tips to get your sustainability strategy pumping in 2024.

Choose reuse as the new normal.

19 RENEWABLE ENERGY

16

Brett O’Riley

EMA chief executive Brett O’Riley has a background in technology and economic development.

Brett actually grew up with manufacturing, in the family business, Biggins & Co. He currently holds board roles with Wine Grenade and Dotterel Technologies and is also on the NZ Film Commission board.

Harnessing the power of biogas.

20 DECARBONISATION What is net zero?

22 PRODUCTIVITY

Nat Milne CEO/Co Founder Beminded.

Unpacking productivity in NZ with John Luxton.

18

24 WORKSHOP TOOLS

iQuoting software can make a difference.

Igus launches double-shaft stepper motor.

26 DEVELOPMENTS

Construction fit-out package closes gap in the industry.

22

Insa Errey Insa’s career has been in the public and private sectors, leading change management within the energy, decarbonisation, and sustainability space. Insa holds a Chemical and Biomolecular BE (Hons) from Sydney University. She is a member of the Bioenergy Association of NZ and has a strong passion for humanitarian engineering, working with the likes of Engineers Without Boarders Australia.

Insa is a member of Carbon and Energy Professionals NZ, been an ambassador for Engineering NZ's Wonder Project igniting STEM in Kiwi kids and Engineers Australia Women in Engineering, increasing female participation in engineering.

Fonterra to install electrode boiler to reduce emissions.

29 THE LAST WORD

Rockwell Automation releases 2023 Sustainability Report.

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NZ Manufacturer February 2024

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PUBLISHER Media Hawke’s Bay Ltd, 121 Russell Street North, Hastings, New Zealand 4122.

MANAGING EDITOR

Let’s lift our game!

Doug Green T: +64 6 870 9029 E: publisher@xtra.co.nz

February issue of NZ Manufacturer reminds and

CONTRIBUTORS

encourages you and your company of the tools

Holly Green, EMA, Business East Tamaki, Ian Walsh, Dr. Barbara Nebel, Adam Sharman, Sean Doherty, Catherine Lye, Insa Errey, Jane Finlayson Chris Foord, Andrew Mitchell Nada Piatek, Nat Milne, John Luxton

required to have a successful business and a successful 2024. Which leads me to the uncomfortable question: Only 20% of business leaders have the Industry 4.0 skills to get ahead. Say again? What is everyone else

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out there doing? What a lousy statistic!

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Let’s lift our game and get up to speed.

DESIGN & PRODUCTION

*Work is underway at New Zealand Steel to shrink the carbon

:kim-jean: E: kim.alves@xtra.co.nz

footprint at its Glenbrook steel mill by installing an electric arc furnace, placing the company at the leading edge of low emissions

WEB MASTER

steelmaking worldwide (Page 1).

Julian Goodbehere E: julian@isystems.co.nz

The project will reduce Glenbrook’s carbon footprint by 800,000

PUBLISHING SERVICES

tonnes each year. And the country’s total annual emissions by 1%

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from day one.

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*Adoption rates for advanced manufacturing are startingly low in

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New Zealand with only 20 percent of business leaders saying their organisations possess the Industry 4.0 skills to take them into the

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future.

T: +64 6 870 9029 E: publisher@xtra.co.nz 121 Russell Street North, Hastings NZ Manufacturer ISSN 1179-4992

As Sean Doherty says, (Page 5) “we need to adapt so we don’t get left behind.”

The Digital Manufacturing Challenge provides the opportunity to grapple with real-world scenarios in a low stakes’ environment.

Vol.15 No.1 February 2024 Copyright: NZ Manufacturer is copyright and may not be reproduced in whole or in part without the written permission of the publisher. Neither editorial opinions expressed, nor facts stated in the advertisements, are necessarily agreed to by the editor or publisher of NZ Manufacturer and, whilst all efforts are made to ensure accuracy, no responsibility will be taken by the publishers for inaccurate information, or for any consequences of reliance on this information. NZ Manufacturer welcomes your contributions which may not necessarily be used because of the philosophy of the publication.

Providing a real sense of understanding for how Industry 4.0 can work.

Interested? Visit www.industry4.govt.nz/UpcomingEvents. *“The journey to higher productivity is not just about economic growth; its about integrating social justice and the well-being of all citizens into our economic model,” says John Luxton from RegenerationHQ in his productivity perspective (Page 23).

“The failure of social cohesion, the rejection of a belief in a shared future and politicians fuelling division can only hurt our future success.”

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Success Through Innovation

EDITORIAL

BUSINESS NEWS

Digital Manufacturing Challenge next step for manufacturers in technology adoption teaching New Zealand manufacturers are set to experience advanced manufacturing through a new lens, with the addition of the ‘Digital Manufacturing Challenge’ to Callaghan Innovation’s Industry 4.0 Demonstration Network.

Created as a collaboration between LMAC, Wyreframe and NZ Controls, the Digital Manufacturing Challenge has been crafted to be an immersive, semi-competitive learning session. Over three hours, attendees will be tasked to incorporate Industry 4.0 into several scenarios to measure their impact on productivity, efficiency, and their fictional bottom line.

Industry 4.0 Product Owner Sean Doherty says the ability to make technology investment decisions for a hypothetical factory provides the next step for manufacturers interested in levelling up their processes and products.

“The Digital Manufacturing Challenge is not just a competition, it’s an opportunity to grapple with real-world scenarios in a low-stakes environment,” says Doherty. “This gamification of investment decisions enables a real sense of understanding for how Industry 4.0 can actually work.”

Currently, advanced manufacturing adoption rates remain low in New Zealand, with only 20 percent of business leaders saying their organisations possess the Industry 4.0 skills to take them into the future.

“Adopting new technologies isn’t just about having a nice-looking factory. It’s about enabling greater productivity and market competitiveness. And for New Zealand as a whole, it’s about making sure we’re adapting so we don’t get left behind.”

LMAC Advanced Manufacturing Manager Frank Phillips looks forward to offering the Digital Manufacturing Challenge as a gateway for manufacturers to unlock the transformative potential of Industry 4.0.

“As manufacturing specialists in New Zealand, we know what the barriers to adoption are and how to overcome them, and are excited to share this knowledge with businesses,” says Phillips.

contributing to what is already a fantastic network.”

Now in its third year, the Industry 4.0 Demonstration Network has interacted with over 4,500 people and seen 200+ events held across the country.

For manufacturers interested in attending, registrations for the Digital Manufacturing Challenge are available online: https://www. industry4.govt.nz/UpcomingEvents. If you would like more information or are interested in hosting a session at your site in your region get in touch with Beth.Richards@lmac-group.com

“With a focus on return on investment and critically evaluating the value of technology solutions at different points in the value chain; the Digital Manufacturing Challenge is designed to drive adoption. The experience gets attendees hands on with technology, making the link with how it adds value.

“We look forward to working closely with Callaghan Innovation and the EMA and Beca teams to continue

Providing the tools and support to drive business forward.

Business East Tāmaki (formerly the Greater East Tāmaki Business Association) is here to make it easier to do business; working alongside business leaders and property owners in the region on security, advocacy, development and growth.

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BUSINESS NEWS

The four operating states of SMEs - 2 Survival – back from the brink

financially and in the market

Let’s be clear. No-one has a crystal ball that allows us to see down the track at what might be coming. There are many things you can reasonably predict but unless you have 20/20 foresight, you are at risk of being caught out.

2. communicate with your suppliers early – be honest and ask for their support

Add to that the fact that there are many things you have absolutely no control over. Top of mind for many right now is the economy. It looks pretty scary but who really knows how much of a downturn there might be.

4. look at scenarios – cut back unprofitable products/ services, offer attractive deals to customers, let go people that you know aren’t producing for you

There’s many other reasons that you could be in trouble, or even approaching trouble, like losing key team members, competitors eating your lunch, unexpected disruptor products or services that make your offer less attractive. It doesn’t matter whether it’s your fault or not and frankly, in this position, there’s no time to be beating yourself up. There is only an existential need for you to be completely focused and committed to a single goal – survival.

We understand only too well that when you’re in a dangerous position, your better instincts can go out the window as panic sets in. It can cause you to either freeze up completely like a deer in headlights, or take rash actions that make things worse.

What we recommend is that you get some good advice (and we’re here for that) and take a methodical approach to the situation. That means doing a few things –

1. establish exactly what your position is right now –

3. talk to your team – they know something’s up and you’ll need them on board

There are many things that can make a real difference.

You just need the discipline and courage to find them and implement them well.

Exit – getting out of Dodge It’s a big call for any business owner, but at some point you’re going to be exiting your business. Better that you do it as a conscious decision rather than on a stretcher, or worse, in a box.

There are no hard and fast rules around what an exit strategy should look like, or what the timeframe should be, but there is one thing that is always true.

The more runway you give yourself, the better the outcome is likely to be.

There are also many ways to make it happen. Some of your options are –

1. Full sale – you sell the business as a going concern to an interested party 2. Partial sale – you sell anywhere from a minority to a majority of the business to an interested party

3. Internal buyout – you offer to sell some or all of the business to your team, generally senior people 4. Succession – you hand over the reins to a family member (or a senior team member) and either couple that with a gift or a buyout option Bear in mind that it is common for a new owner to want you around as a “comfort blanket” for some time after you’ve handed over control, so you need to think about this in terms of what you’re actually prepared to do. Ideally you probably just want to walk out and lie on the beach, but consider one of these options –

1. Governance – you’ll become a non-operational Managing Director who keeps an eye on things and advises the new owner as either an actual Chairman or as part of an Advisory Board 2. Consultant – you’ll have no financial interest in the business but act as a paid consultant to support the new owner 3. Earn-out – you’ll accept a % of the sale price in cash and agree to an earn-out that allows you to increase your final settlement (or take some of the loss) dependent on company performance over a set time period.

All things are possible in your business with the right planning, thought and commitment, not to mention allocation of resources. Talk to me at RegenerationHQ and let’s see if we can’t make some real progress towards the sort of business you really want to see.

Providing support, advice and hands-on expertise in all aspects of improving the performance of SME businesses, particularly in Engineering and Manufacturing.

• People • Productivity • Sales & Marketing • Product Development • Systems • Supplier Relationships • Debtor Management • Profitability • Preparation for business sale

For a free, no obligation conversation about how RegenerationHQ might help you contact: E john.luxton@regenerationhq.co.nz T +64 275 665 682 www.regenerationhq.co.nz

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S M A RT M A N U FA C T U R I N G

ADVISORS Sandra Lukey Sandra Lukey is the founder of Shine Group, a consultancy that helps science and technology companies accelerate growth. She is a keen observer of the tech sector and how new developments create opportunity for future business. She has over 20 years’ experience working with companies to boost profile and build influential connections.

Mike Shatford is an expert in the field of technology development and commercialisation. His company Design Energy Limited has completed over 100 significant projects in this vein by consulting for and partnering with some of New Zealand’s leading producers.

Among Mike and his team’s strengths are industrial robotics and automated production where the company puts much of its focus.

Sean O’Sullivan Has a B Com (Hons) Otago University. In 2000 - 2001 introduced PCs on the workshop floor and job and staff tracking and a productivity software App to Fletcher Aluminium Group and 100 manufacturers NZ nationwide.

In 2001 – 2022 Founding Director Empower Workshop Productivity & Scheduling Software App. 236 manufacturing and engineering clients mainly throughout NZ and Australia, also UK and US.

The year of digital transformation -Adam Sharman, Senior Partner, Dsifer If 2023 was the year of Generative AI, 2024 looks set to be the year of digital transformation.

A recent survey of manufacturers found that 70% of those surveyed planned to increase spending on digital transformation in 2024.

This is perhaps no surprise as organisations continue to review their operations to improve production efficiency, optimise supply chain and leverage data and analytics to shift to predictive, rather than reactive planning and improvement disciplines in response to high production costs, supply chain instability, workforce challenges and data security concerns.

As industries transition towards Industry 4.0, defining a comprehensive digital manufacturing strategy is crucial, yet 42% still collect most or all of their data using non-digital processes and 63% collect less than half their data using digital processes.

Through our engagement with organisations in New Zealand and the UK, we have identified 10 factors that are critical to the success of digital transformation.

1. Clear Business Objectives Before diving into the world of digital manufacturing, it is essential to establish clear business objectives. Whether the goal is to enhance operational efficiency, reduce costs, or accelerate time-to-market, having a well-defined purpose will guide the entire strategy. Understanding the unique challenges and opportunities of the organisation lays the foundation for a tailored and effective digital manufacturing approach.

2. Data Management and Integration

Iain Hosie Iain Hosie is a respected figure in the NZ Advanced Manufacturing and Materials sectors, with extensive experience in product development, research projects and commercializing tech products. Iain is a Director and Founder of Nanolayr Ltd, Director for the NZ Institute for Minerals and Materials Research, Commercial Director for Fabribotics Ltd, and Executive Council of BiotechNZ.

In the digital era, data is the lifeblood of manufacturing. Efficient data management and integration are critical components of a successful strategy. Organisations need to invest in robust systems that can collect, analyse, and leverage data from various sources such as sensors, machines, and enterprise software. This enables real-time decision-making, predictive maintenance, and improved overall visibility into the manufacturing process.

3. Technology Infrastructure

Catherine Lye Is the first Chief Executive Officer of the newly formed cross-sector incorporated society, Advanced Manufacturing Aotearoa (AMA).

Catherine has been Head of Manufacturing and Export Communities at the 7,100-member Employers and Manufacturers Association for the past two years. As part of that she has guided the Advanced Manufacturing and Industry 4.0 initiatives.

Adam Sharman Is a Senior Partner at Dsifer. With a background in technology implementation, manufacturing and strategy, Adam and the team at Dsifer are on a mission to support New Zealand’s manufacturing sector transform using technology, data and analytics to outcompete on the world stage. Combining expertise in data engineering, data science & analytics and visualisation.

Building a strong technology infrastructure is essential for implementing digital manufacturing solutions. This includes investing in advanced hardware such as IoT devices, robotics, and smart sensors.

Additionally, organisations should adopt a scalable and flexible software architecture that allows seamless integration of new technologies as they emerge. A well-designed infrastructure forms the backbone for a future-proof digital manufacturing strategy.

Designing a technology infrastructure around a standard framework (e.g. ISA-95) supports integration, compatibility and scalability of the architecture.

4. Cybersecurity Measures With the increased connectivity in digital manufacturing, the risk of cyber threats also rises. Protecting sensitive data, intellectual property, and ensuring the integrity of manufacturing processes are paramount.

Integrating robust cybersecurity measures, such as firewalls, encryption, and regular security audits, is crucial to safeguarding the digital ecosystem.

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5. Skill Development and Workforce Training The transition to digital manufacturing requires a skilled workforce that can navigate the complexities of advanced technologies.

Providing training programs for employees ensures they have the necessary skills to operate and maintain digital systems.

Moreover, fostering a culture of continuous learning and adaptability is key to maximising the benefits of digital manufacturing.

6. Collaboration and Connectivity Digital manufacturing is not a siloed effort; it thrives on collaboration and connectivity.

Organisations should explore partnerships with technology providers, suppliers, and other stakeholders. Creating a connected ecosystem enhances the flow of information across the value chain, leading to improved collaboration, streamlined processes, and better responsiveness to market changes.

7. Scalability and Flexibility A digital manufacturing strategy should be designed with scalability and flexibility in mind. As business requirements evolve, the strategy should be adaptable to incorporate new technologies and accommodate changes in production volumes. Scalability ensures that the digital infrastructure can grow with the organisation, avoiding the need for frequent overhauls.

8. Regulatory Compliance Compliance with industry regulations and standards is non-negotiable in manufacturing.

Organisations must ensure that their digital manufacturing strategy aligns with relevant regulations, certifications, and quality standards. This not only mitigates legal risks but also builds trust among customers and partners.

9. Return on Investment (ROI) Assessment

Implementing a digital manufacturing strategy involves significant upfront costs.

Therefore, organisations must conduct a thorough ROI assessment to justify these investments. Identifying key performance indicators (KPIs) and measuring the impact of digital technologies on productivity, cost reduction, and product quality are essential for demonstrating the value of the strategy.

10. Continuous Improvement Digital manufacturing is a dynamic field, with technology evolving at a rapid pace.

Organisations must embrace a culture of continuous improvement, regularly assessing the effectiveness of their digital manufacturing strategy and identifying areas for enhancement. This iterative approach ensures that the strategy remains aligned with business goals and adapts to the ever-changing technological landscape.

In conclusion, defining a digital manufacturing strategy requires a holistic approach that considers the unique needs and goals of the organisation. By addressing these key considerations, companies can navigate the complexities of the digital landscape, unlock new opportunities, and position themselves for success in the era of Industry 4.0.

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S M A RT M A N U FA C T U R I N G

Transforming supply chain planning: How to create resilience, efficiency and agility -Chris Foord, Partner, Argon, New Zealand Post Pandemic we are seeing an essential change in how businesses review their supply chain strategy with a focus on integration and forward-looking planning. Advanced Planning Systems (APS) are at the heart of digital transformation when looking to improve operations management.

Companies in Australia and New Zealand have traditionally lagged in investment in this area. However, with the market maturing and good options available for small to large organisations, it is worth considering the opportunity.

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3% reduction in COGS

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20% reduction in working capital 6% reduction in Logistics costs

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10-20% improvement in forecast accuracy

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The benefits of implementation that we usually observe are:

Improved customer service

What necessitated companies to modify their supply chain planning?

The global pandemic has fundamentally altered the landscape of supply chain planning.

Prior to the pandemic, supply chains were focused on creating efficiencies based on a just-in-time model, with inventories kept intentionally low.

Businesses relied on backwards looking data to evaluate decisions, and adjusted plans on most recent events. However, the global pandemic caused businesses to reconsider this approach, with inventories now seen as a buffer to unexpected disruptions, leading companies to consider moving to a just-in-case model.

The result has led to a recalibration of how businesses consider suppliers, capacity, and inventory, with the focus now centred on resilience, efficiency and agility through the supply chain.

How are companies refining their strategies and approaches?

The key change has been businesses embracing sales and operations planning (S&OP). S&OP is an integrated planning process that aligns demand, supply, and financial planning, and is managed as part of a company’s master planning.

Rather than just a supply chain process, embracing S&OP results in planning coming to the forefront of the business as the business planning process, with a cross-functional set of processes that flex as uncertainties and challenges present.

The need for this is due to the change in supply chain strategy. It is now about being in the right ballpark and roughly correct over a 3–36-month horizon rather than being precisely wrong. The adoption of S&OP allows businesses to develop a what-if scenario capability, which in turn enables speed of response, quality decision-making and service level protection and productivity.

This stress-testing of various scenarios allows you to model for a variety of challenges in a forward-looking manner, increasing the likelihood that your supply chain will survive unexpected events and disruptions.

This is why embracing S&OP is so important, as it bridges operational execution and strategy.

Viewing S&OP as the business planning process, rather than just a supply chain process, helps turn your business strategy into a resilient plan that your operations team can execute.

Important considerations when translating your strategy into operational execution The most important part of implementing your strategy is ensuring cross-functional input and engagement across the business. Without cross-functional input, you just have an individual’s opinion on the correct process, which will more than likely be biased towards benefitting that individual or their team. continued on Page 29

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S M A RT M A N U FA C T U R I N G

Sustainability initiatives a winner Kaynemaile, a leading designer and manufacturer of architectural mesh, is a winner in Architectural Record magazine’s Record Products of 2023 (Building Systems and Components) in recognition of its full-scale sustainability initiatives.

Winners were selected for building systems, materials, and furnishings from around the world by an independent jury of U.S.-based architects and designers.

Kaynemaile’s new RE/8 product is made from 88% bio-circular content that is ISCC PLUS certified and LEED enabled. The product is extremely lightweight at 0.6 lbs. per square foot, uses 20% of the energy needed to produce steel, and is 100% recyclable.

RE/8 debuted at the 2023 AIA conference in San Francisco in June where Kaynemaile founder Kayne Horsham stated, “We are excited to offer architects, designers, and constructors a product made from a single sustainable circular material that is not only beautiful and functional, but also has the best possible environmental credentials in its sector.”

The drive to reduce the embodied carbon of building construction materials, primarily at the materials production stage, is intrinsic to new city, state and federal codes including The White House Executive Order 14057 Catalyzing Clean Energy Industries and Jobs Through Federal Sustainability, and California Assembly Bill 2446.

In the U.S. Kaynemaile appears on building exteriors including large-scale parking garages, as well as interiors in Atlanta, Columbus, Dallas, Des Moines, Detroit, Los Angeles, Orlando, New York, Santa Clara, and Seattle, and internationally in Australia, Belgium, China, Dubai, Germany, Italy, New Zealand, Saudi Arabia, Singapore, South Korea, the UK, and Vietnam. Its largest installation is for the Dubai World Expo site at 130,000 sq ft.

Kaynemaile RE/8 has been enabled by Covestro’s scientific advances to produce a high-performance polycarbonate using bio-circular initiatives whilst keeping it 100% chemically identical to the previous fossil-based product. RE8 retains the same performance in physical, mechanical, thermal, optical, fire retardant, and weathering properties as traditional polycarbonates.

Kayne Horsham says a key benefit of Kaynemaile is what he calls the ‘WonderCool Effect.’ “With nearly a quarter of the USA’s population projected to live in extreme heat conditions, there is an urgent need for passive heat mitigation technology in new building designs. Kaynemaile delivers up to a 70% reduction in solar gain on exterior installations. It’s a product made for a hot world.”

With its origins in the Creatures, Armour, and Weapons department of The Lord of the Rings film trilogy, Kaynemaile has evolved into an international business based on its patented liquid-state manufacturing process coupled with compelling design aesthetics and a team focused on providing custom-made design solutions at scale.

Horsham goes on to address why the importance of RE/8? “It is renewable, recyclable, reusable – and revolutionary.” And as the golden ring is central to the much beloved Rings films, the concept of a circular or loop economy is about keeping resources in use for as long as possible, maximizing their value, and minimizing waste. This involves designing products and systems with an end-of-life focus while regenerating natural systems.

As Galadriel says to Frodo, “even the smallest person can change the course of the future,” this ambitious manufacturer points us towards a future where we embrace a circular economy offering new ways of thinking about resource use and waste management so that the potential to significantly reduce environmental impacts can also simultaneously create economic benefits.

The transition from fossil to bio-circular content (through the use of biomass and other initiatives) enables an 80% reduction in CO₂ associated with the manufacture of the product. This significant advance in sustainable performance is attributed to the Makrolon® RE product from Covestro, a leading global producer of advanced polymers. Makrolon® has been the consistent material solution for Kaynemaile for over a decade.

Previous awards for Kaynemaile include the IF Material Award, NYCxDesign Award for Best New Architectural Product, Architecture MasterPrize for Building Envelope and Construction Materials, and Civil+Structural Engineer Yearbook of Engineering Achievement 2021 and 2022 for Environmental and Sustainability.

Kaynemaile is a New Zealand-based company established in 2006 that designs and manufactures highly versatile architectural mesh systems for commercial, public, and residential building facades, and interiors through to public artworks, lighting effects, and stage shows.

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HEADING

THE FUTURE OF title text

Industry 4.0 refers to the fourth industrial revolution taking place right now. This revolution is driven by the convergence of digital technologies such as the Internet of Things (IoT), robotics, artificial intelligence (AI), augmented and virtual reality, 3D printing and more. Adopting these technologies is enabling manufacturers to enhance their performance, output, monitoring, quality and control on a global scale.

The Industry 4.0 Demonstration Network The challenge for New Zealand businesses starting out on their Industry 4.0 journey is knowing when, how and what technologies to adopt to improve efficiency, quality, documentation, business intelligence and sustainability.

Where do I start?

This Government initiative enables Kiwi manufacturers to experience Industry 4.0 technologies first-hand via nationwide showcase events, manufacturing site visits, interacting with and learning from industry leaders.

IS HERE

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The Smart Factory Showcase is a free, interactive session designed to demystify and break down Industry 4.0 with a world leading NZ example.

The session will highlight how incorporating smart technologies improves efficiencies, productivity, connectivity, solves common manufacturing issues and streamlines systems and processes. The Showcase provides an ideal introduction to kick-start or progress your own Industry 4.0 journey.

Who should attend This event is designed for CEO’s, Digital Technology Managers, Operations Managers, Design Engineers and Managers seeking an in-depth understanding of the latest available technologies for businesses. It is a valuable forum to get buy-in from stakeholders and the events are relevant across all sectors. Teams are encouraged to attend together.

What to expect The Smart Factory Showcase highlights Nautech Electronics’ Auckland facility and what the future of advanced manufacturing looks like – You will be inspired, gain powerful insights to enhance your manufacturing agility and be armed with the knowledge to join the Industry 4.0 revolution.

View all Showcases

“

It can really help by providing concrete examples of how you can actually apply this stuff and get value from it, and network with others to find out what they’re doing to implement Industry 4.0

Mitchell Sanson, Engineering Manager, Hansa Products

Featuring

“

MANUFACTURING

What is Industry 4.0?

THE SMART FACTORY SHOWCASE

What is Industry 4.0?

Industry 4.0 is our fourth industrial revolution, driven by converging digital technologies including the Internet of Things (IoT), robotics, AI, augmented and virtual reality, and 3D printing. With Industry 4.0 technologies, manufacturers can enhance performance, monitoring, quality and control on a global scale.

Register for upcoming events

NAUTECH SMART FACTORY SHOWCASES Auckland 21st February 7:30AM - 10:30AM

Register

Christchurch 28th February 9:00AM - 12:00PM

Register

Waikato 29th February 9:30AM - 12:30PM

Register

The Smart Factory Showcase is a free, interactive session designed to demystify and break down Industry 4.0 with a world-leading NZ example.

The session will highlight how incorporating smart technologies improves efficiencies, productivity, connectivity, solves common manufacturing issues and streamlines systems and processes.

The Showcase provides an ideal introduction to kick-start or progress your own Industry 4.0 journey.

Pukekohe 6th March 9:30AM - 12:30PM

Register

WHAT TO EXPECT

THE ROBOT REVOLUTION: Smart Factory Implementation Register and AI

THE INDUSTRY 4.0 PROGRAMME Join us for events, apply for a readiness assessment to see how you compare to others in your sector or simply expand your knowledge through the resources and case studies.

THE SMART FACTORY SHOWCASE

The Smart Factory Showcase highlights Nautech Electronics’ Auckland facility and what the future of advanced manufacturing looks like – you will be inspired, gain powerful insights to enhance your manufacturing agility and be armed with the knowledge to join the Industry 4.0 revolution.

View all Showcases

Northland 5th March 8:30AM - 11:30AM

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NZ Manufacturer February 2024

11

S M A RT M A N U FA C T U R I N G

Small is our Superpower

-Catherine Lye, CEO, Advanced Manufacturing Aotearoa (AMA)

New Zealand has a strong manufacturing sector, but it could be better, stronger, more productive.

Technology is a key enabler.

When it comes to boosting productivity in the manufacturing sector small is indeed New Zealand’s superpower. Despite New Zealand’s size, our manufacturing & tech sector has capitalised on this characteristic to drive efficiency, innovation, and competitiveness.

“New Zealand’s small market allows us to develop and market-test in a small scale before scaling up to export to larger markets. Manufacturing onshore means we have more control over quality and our IP, and we support local suppliers, which all helps grow the economy.” Nick Coubray, CEO (New Zealand Advanced Manufacturing Report 2023).

Our manufacturing and tech sectors have many great individual players, but we lack the coordination necessary to realise their full potential. New Zealand needs growth. New Zealand needs companies that are going global and internationalising, growing prosperity and potential for all NZ. But we could do better.

Through modernising our manufacturing, we can continue to foot it with the best in the world.

“Buckleys is embracing Industry 4.0 with its ongoing investment in CNC machines which are bigger, faster, more accurate, and can process more than one job.

Continued development with senior operators on their use of digital tools is an ongoing programme, ensuring the investment is fully realised. Additionally, the business has purchased an enterprise resource planning system, enabling better data-driven manufacturing and processing improvements.

This digital investment enables Buckley Systems to maintain its growth trajectory.” Arron Sands, CEO. There is opportunity for enhanced production through improving coordination and awareness across manufacturing, tech, agritech, aerospace, and energy. Silos develop naturally, but management

theory tells us that silos inhibit innovation, production, and efficiency.

In a networked ecosystem, knowledge sharing, and collaboration drive collective learning and innovation faster than if we work individually. SMBs can learn from the successes and failures of their peers, adapt best practices, and co-create solutions to common challenges.

For SMB’s, embracing advanced manufacturing is not without its hurdles. Limited financial resources, lack of expertise, and concerns about the ROI of new technologies can often deter smaller manufacturers from investing in innovation.

However, these challenges can be overcome through collaboration. By tapping into this network, SMBs can access a wealth of resources, expertise, and support that would otherwise be out of reach.

This tight integration allows for the rapid dissemination of best practices, all of which are essential for enhancing productivity.

“The benefit of the AMA Regional group for me has been networking. The hard part for us is always trying to understand what our next phase is and how that looks because we’re relatively small (20 FTE’s).

“We don’t have the internal expertise needed for that next stage and our growth rates have been reasonably rapid. So, we’ve always been behind the eight-ball trying to understand what’s next and how we increase production and what our technology looks like in 6 - 12 months’ time.”

“Just seeing what everyone else is doing because we’re all about advancing our business every day and trying to find the next thing that will make us better, faster, more competitive. Every time there’s a little gem that you go away with, it’s like, I can make that change and it’s going to make something better for someone – workers, customers, consumers.”

So, the more we can do to help each other out there, the better. We’re not here to shy away from the very real challenges that our country is going to face through the next period. We have amazing capability in business. We just need to explore ways to best optimize the inter-relationships and leverage points.

A small amount of government funding to finance marketing, awareness and coordination activities at the regional level will pay considerable dividends enabling manufacturers to leverage collective insights and experiences, accelerating the uptake of technological advancements such as automation, AI, and additive manufacturing, driving productivity gains, and maintaining a competitive edge in the global markets.

While SMB manufacturing businesses may individually appear modest in scale, their collective impact on New Zealand’s economy is significant.

Supporting and fostering the growth of these businesses is essential for ensuring the continued prosperity and resilience of the New Zealand’s manufacturing industry.

Through strengthening NZ’s manufacturing network, AMA aim to support the adoption of new technology, processes and strategies that enable more productive, sustainable, and globally competitive advanced manufacturing.

Solving business problems takes co-ordination – rich networks and community. And it’s our job to help get you connected to those networks faster.

AMA is committed to working collaboratively towards a system that works smoothly and supports a sustainable, prosperous future.

Small can be BIG. Join us www.amanz.nz

AMA is committed to working collaboratively towards a system that works smoothly and supports a sustainable, prosperous future.

12 NZ Manufacturer Febuary 2024 / www.nzmanufacturer.co.nz

S M A RT M A N U FA C T U R I N G

Siemens revolutionises engineering simulation Siemens Digital Industries Software has set the benchmark for innovation in the field of engineering simulation with the launch of two groundbreaking solutions - HEEDS AI Simulation Predictor software and Simcenter Reduced Order Modeling software.

These tools empower engineers to tackle the most complex challenges manufacturers face, delivering predictive performance with speed, precision, and efficiency.

Siemens’ HEEDS AI Simulation Predictor unlocks new possibilities for manufacturers by empowering engineering teams to harness the potential of advanced AI-driven predictive modeling. As a new addition to the Siemens Xcelerator portfolio, it can revolutionise design space exploration.

Key Advantages: • Optimise products with precision: HEEDS AI Simulation Predictor harnesses state-of-the-art AI with built-in accuracy awareness helps organizations to fully leverage the digital twin to fine-tune and optimise their products with unprecedented precision.

• Faster, more innovative designs: By tapping into historical simulation studies and accumulated knowledge, engineering teams can swiftly craft high-performing, innovative designs, significantly reducing time-to-market.

Addressing the AI drift challenge One of the most significant challenges in AI-powered simulation is AI drift, where models

extrapolate inaccurately when faced with uncharted design spaces. To address this challenge, HEEDS AI Simulation Predictor introduces accuracy-aware AI.

transforming the way engineering professionals approach simulation.

This new technology actively self-verifies predictions, aiding engineers to conduct simulations that are not only accurate but also reliable in the context of real-world industrial engineering applications.

• Speed and precision: Simcenter Reduced Order Modeling uses high-fidelity data to empower engineers to gain rapid predictions and to make critical decisions in a fraction of the time it would take using conventional methods.

HEEDS AI Simulation Predictor significantly improves various components of the gas turbine, leading to highly optimised designs and accelerated design cycles. “Thermo-mechanical fatigue predictions have been effectively upgraded to process ~20,000 design members in only 24 hours, yielding a 20% improvement in component lifetime.

Key Advantages:

• Predictive performance: By training AI/ML models on comprehensive datasets, this technology enables engineers to gain robust, reliable, and trustworthy insights, helping to eliminate the common issue of AI drift.

This has allows to fully characterise the limits of existing design space which is required for high-efficiency turbine engines. The HEEDS AI Simulation Predictor technology has saved over 15,000 hours of computational time.

Siemens also introduces Simcenter Reduced Order Modeling, new software that harnesses high-fidelity simulation and test data to train and validate AI/ ML models. These models then enable engineers to perform predictions in a fraction of a second,

Alliance invests in world-leading technology New Zealand’s leading food and solutions co-operative Alliance Group is blazing a trail in the global red meat sector with the roll-out of cutting-edge artificial intelligence MEQ technology designed to identify eating quality in beef and lamb across its entire plant network.

The company is partnering with Australian agtech solutions provider MEQ to deploy lamb and beef probes powered by sophisticated machine learning and artificial intelligence to measure the Intramuscular Fat (IMF) levels in lamb and marbling percentages in beef.

The technology provides a real-time view of the eating quality of the meat produced across Alliance’s plant network. IMF and ageing are believed to be the two largest contributors to the sensory experience when eating quality meat.

MEQ’s beef and lamb probes are the only technology of its kind that has been industry-accredited by key Australian red meat body AUS-MEAT. The technology uses a combination of spectral analysis and AI to accurately measure IMF in a carcass at the beginning of processing to capture a ‘fingerprint’ within a loin muscle.

This will provide the co-operative with objective measurable data to give farmers visibility about the quality of the meat they are supplying. Farmers will then be able to make informed decisions about breeding programmes and feed, which leads to more sustainable livestock management.

Alliance has been trialling the technology at two of its plants, Smithfield (Timaru) and Pukeuri (Oamaru) over the past nine months.

“Quality farming and quality processes are integral to Alliance’s promise of delivering only the best red meat to the world,” says Alliance chief executive Willie Wiese.

“Our farmers are always hungry for detailed information about the quality of their animals because ultimately higher IMF and marbling readings translate into greater returns for them and the co-operative.

“In pasture-based livestock production systems,

continued on Page 14

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NZ Manufacturer February 2024

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S M A RT M A N U FA C T U R I N G continued IMF has a strong correlation with polyunsaturated fat including Omega fatty acids. High IMF levels represent healthy fats, which are good for nutrition.

“Through the use of MEQ’s cutting-edge technology, we can deliver strong IMF feedback to farmers.

Working with MEQ arms us with the best data very early in our processes. The benefits of this insight will flow down throughout the entire supply chain, and ultimately to the end consumer.

“It will enable us to build up and scale our premium programmes, which is a growing part of our business,

and allow us to further differentiate our product offering to target consumers.”

top-quality products to global markets,” says MEQ CEO Remo Carbone.

MEQ’s probe technology does not require carcasses to be chilled in order to measure IMF or marbling.

“Our AI-powered technology is unique in the way that it slots in seamlessly within processors’ existing infrastructure, but monumentally increases optimisation from herd and mob management all the way to chiller space at the point of carcase breakdown- the information gathered by the probes has transformative implications for each stage of the process.”

“This means that Alliance will also gain more time to determine cut design plans and optimise carcase value and allocation into branded ranges. The technology also saves on chiller space and reduces energy consumption.

“As New Zealand’s leading red meat processor and exporter, Alliance shares our dedication to bringing

Industry 4.0: How Silver Fern Farms used data to better understand their health and safety environment In its most recent EMA-hosted webinar, the Industry 4.0 Demonstration Network spoke with Silver Fern Farms Head of Group Health & Safety Andrew Mitchell, who shared his insights and learnings about the company’s award-winning health and safety transformation programme, as well as how the industry uses data to benchmark H&S performance.

The success of Silver Fern Farm’s transformation programme was their innovative use of data to gain deep insights, allowing them to make evidence-based decisions addressing health and safety risks.

As one of New Zealand’s largest red meat producers, Silver Fern Farms operates in a hazard rich environment with a large seasonable workforce using knives, machines and manual processes.

Speaking at the webinar, Andrew said that when he started working at Silver Fern Farm six-and-a-half years ago his focus was on what data was collected and how it was reported.

“As a first step, we needed to make sure that we could trust the data we had. But we also needed to make sure people trusted us with the data they were reporting. That meant creating an environment where it was safe for them to report incidents and give us correct and accurate information,” said Andrew.

“As part of this process, we simplified our collection system. We went from 74 questions per incident down to 32 questions. If there were particularly technical details that were needed, we moved that collection away from the floor to more professional roles to improve accuracy with what was being reported. This process included installing checks and balances to make sure data is getting collected in a way that is useful.

After doing this, we then had to wait three years to ensure we had collected enough data to draw meaningful insights. This allowed us to be in a position where we not only had rich data, but we were also able to trust it.”

Andrew said that once this was achieved, they worked with LMAC to build dashboards, creating risk profiles that helped them gain meaningful insights from the data. This allowed them to dive into details across different employee groups and various sites, meaning they could really understand what was happening on the floor.

“When I first started, there were a lot of people providing anecdotal insights. They would say things like we’re doing a big focus on the primary butchery because that’s where most of the injuries are occurring, or it is always new people getting injured.

“The difficulty with these types of insights, which

people gain from their own experience, is that correlation does not equal causation. The primary butchery, for example, has the most injuries because that tends to be the biggest room with the most people in a meat processing plant.

“What I really wanted to understand is where were the disproportionate number of injuries were occurring and amongst which groups so we could understand why. That is what our new data helped us achieve.

“By making sure we could trust the data, and understanding where the disproportionate level of risk lies, we’ve been able to gain greater insight from what people’s gut instinct was telling them and have focussed on implementing initiatives that will actually make a change.”

Andrew said this work has laid a strong foundation to allow real transformation to occur with the adoption of Industry 4.0 technology.

“Imagine what would happen if you had AI cameras looking over the floor and reporting in real time what was happening in the rooms about knife behaviours or manual handling techniques, highlighting instantly when an intervention might be needed to prevent an injury or where more training might be beneficial.

“Continuing down the path of Industry 4.0 and creating insights in real time is where we actually achieve real transformation.”

EMA Head of Advanced Manufacturing Jane Finlayson says the work undertaken by Silver Fern Farms is an excellent example of how Industry 4.0 technology is transforming health and safety in the manufacturing sector.

“Aotearoa New Zealand’s rate of workplace harm is far too high, estimated to cost the country $4.4 billion every year. Australia has about half the fatality rate and around 20% lower serious injuries,” says Jane.

“Unfortunately, manufacturing has one of the highest rates of injury prevalence, edging out construction and primary sectors for rates of injury in 2022.

“Technology and better use of data can play a pivotal role in modernising health and safety practices in the

14 NZ Manufacturer Febuary 2024 / www.nzmanufacturer.co.nz

Andrew Mitchell.

manufacturing sector. Innovations like smart sensors, predictive analytics and virtual reality training can significantly enhance safety protocols.”

“Our role is to help manufacturers understand the technology and embrace the opportunity available.”

If you are interested in learning more about Silver Fern Farms Health and Safety Transformation Programme, you can view the webinar at Industry 4.0 | Webinar #22 (https://vimeo. com/892027512/0995706c41?share=copy) The Industry 4.0 Network is a government initiative to help New Zealand businesses realise the benefits of a range of digital technologies that will enhance manufacturing processes, performances, output, monitoring and control.

Industry 4.0 is delivered by the EMA, BECA and lmac in partnership with Callaghan Innovation. To learn more visit www.industry4.govt.nz

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NZ Manufacturer February 2024

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S M A RT M A N U FA C T U R I N G

Marama Labs raises €1.75m (NZ$3.1m) for scale-up of hazy wine analysis technology and life-sciences market entry Deep-tech spectroscopy startup Marama Labs closes oversubscribed seed-plus round, led by European agritech investor The Yield Lab, with participation from global investors The investment was led by The Yield Lab, a European agritech venture capital firm with participation from existing investors, including New Zealand Growth Capital Partners, Icehouse Ventures, Quidnet Ventures and angel groups from New Zealand.

New investors DeepIE, Radar Ventures, NZVC and angel and high-net-worth investors from New Zealand, Ireland and Germany also participated in the round.

The new funding will allow Marama Labs to scale up hardware manufacturing capacity in New Zealand for its patented CloudSpec spectroscopy instrumentation and cloud software data analytics tools.

The platform enables opaque liquid samples, like fermenting wines and nanomedicines, to be analysed in a fraction of the time it takes with existing instrumentation, giving customers chemical data to optimise and improve production processes.

The company will also expand its global footprint in the wine industry and launch its first product to the life-sciences market in 2024.

Dr Brendan Darby, CEO and co-founder of Marama Labs, says: “This oversubscribed funding round demonstrates the conviction new and existing investors have for Marama Labs’ vision of optimising the world’s liquid resources through spectroscopy analysis. 2024 will be a seminal year for Marama as we continue creating value for our winemaking customers and expand CloudSpec into the rapidly growing life-sciences market.”

John Carrigan, Investment Director at The Yield Lab (Europe), says: “We’ve been really impressed by the Marama Labs team’s progress to date, taking a highly complex technology out of the lab in New Zealand and now gaining significant traction in global markets like winemaking and life sciences.

“This is a technology and company that we see creating real benefits to the planet. We’re delighted

to back the Marama Labs team by leading this round.”

Marama Labs, a Victoria University of Wellington spinout company, was founded in 2019 in New Zealand by physicists Dr Brendan Darby, CEO, Dr Matthias Meyer, CTO, and Professor Eric Le Ru, CSO, when they discovered a fundamentally new way to optically interrogate highly cloudy liquids using light-based sensors; the breakthrough led to the development of its CloudSpec UV-Vis spectrophotometer.

Winemaking CloudSpec equips winemakers with previously unavailable quantitative chemical data to support and enhance their decision-making throughout the winemaking process, from the vineyard to the wine bottle. Marama Labs’ customers use CloudSpec’s unique scientific data to produce quality and consistent wines that reflect their brand’s identity in the market.

Dr Darby says, “CloudSpec Insights is designed to give a busy winemaker colour and phenolic data on their wines at all stages of production that is easy to access, understand and act upon. Before CloudSpec, colour and phenolic analysis was time-consuming, expensive, and overly complex. We’ve simplified the process and are seeing our customers gain valuable business insights by using this data in the vineyard, winery and retail market”.

CloudSpec-Insights couples the CloudSpec hardware device with a wine-specific web application, where data generated by the device on wine samples are visualised in the cloud. Winemakers can make informed decisions around winemaking production, blending, vintage consistencies, consumer targeting and new brand development.

Marama Labs’ customers include iconic New Zealand wineries Giesen and Cloudy Bay, who have used the platform for three years. In the US, clients include

Marama Labs co-founders (left to right) Dr Brendan Darby, CEO, Dr Matthias Meyer, CTO, and Professor Eric Le Ru, CSO. ultra-premium small producers in Napa and top-10 large producers who have deployed the technology across multiple production facilities.

Marama Labs is also partnering with third-party testing labs to make the technology available to smaller wineries. In the US, partner labs in Napa and Pennsylvania are already offering CloudSpec analysis as a service to wineries with a subscription to the CloudSpec Insights platform through Marama Labs, giving them access to the power of CloudSpec data analytics without the need to own a device.

Life sciences and pharmaceutical manufacturing Marama Labs has widened CloudSpec’s applications into its next target vertical of the life-sciences market, where opaque liquids are a major hurdle for drug discovery, process monitoring, quality assurance and new product development. The company has commercial trials with leading pharmaceutical manufacturers in Europe, the United States and Japan.

To support Marama Labs’ life sciences business, Darren Andrews, former founder of handheld spectroscopy company Cobalt Light Systems, has been appointed Chief Product Officer of Life Sciences. The company also recently hired its first full-time salesperson in the US in the wine industry.

Taking shape in the Hutt Valley Is Product Development and Innovation Headquarters (PDIHQ) – Hutt Valley. This work is an essential part of early-stage manufacturing companies and an area that the Hutt Valley already has a rich history in.

The region is home to 400% more researchers, scientists, and innovators than anywhere else in the country. Organisations include Paihau Robinson Research (part of Vic Uni), Callaghan’s Gracefield Quarter, WSP research centre and also GNS. Many innovative manufacturing companies such as

Foundry Lab, NUENZ and Times-7 have started with R&D, and are now manufacturers, exporting all over the world.

The Idea of the PDIHA Hutt Valley is being driven

by Sam Kumar Sundarraj, Founder, Pro-Dev. Sam has been working through the business case with

16 NZ Manufacturer Febuary February2024 2024 / www.nzmanufacturer.co.nz

support from Wellington NZ, Hutt City Council, Upper Hutt City Council and also the Regional Economic Development team.

Great news with 2024 underway!

S U S TA I N A B I L I T Y

Eight tips to get your sustainability strategy pumping in 2024 It’s February and you’ve eleven months to make your manufacturing business more sustainable in the year ahead. These eight tips will help you create (or review) your sustainability strategy – and take action.

Becoming more sustainable adds value to your business

one another. Take one leg away and your stool is no longer a useful piece of furniture.

Tips to make progress on your strategy

Sustainable businesses are excellent businesses. They create value in the short and long terms. That’s because sustainability is about much more than the environment. It covers every aspect of your business.

(See tip 2 below.)

3. Focus on what matters

6. Make your strategy practical

Your business is unique and your strategy should be too. A materiality assessment will help you understand where to focus.

Agree a ‘roadmap’ of short-, medium- and long-term actions. Set clear roles, responsibilities and dates.

What matters to your stakeholders, including your suppliers, customers, team and community in their relationships with you? Your carbon footprint?

Health and safety? Customer service? Employing local people?

When you review other aspects of your business (e.g. your monthly financial performance), review your sustainability performance too.

What matters to your business? Retaining your top customers? Future-proofing your supply chain?

Complying with regulations? Building a skilled workforce?

Review your strategy and the ‘building blocks’ it rests on, such as the topics from your materiality assessment. Things change and your business needs to respond.

Becoming a more sustainable business will help you reduce costs and risk, strengthen relationships with your suppliers, enter markets and grow market share.

You’ll attract talented employees and investment, keep onside with your regulator (if you have one) and build links with local communities. That’s a lot of good reasons to act!

A strategy focuses your efforts A strategy helps you tackle the right things, in the right order, to make your business more sustainable.

While it’s tempting to focus on activities that yield fast, visible results or to do ‘a bit of everything’, you need to prioritise.

For example, if you manufacture a product, tackling your packaging may seem a great place to start.

But if your packaging accounts for just 5% of your environmental footprint, there are better ways to use your limited resources. A strategy will help you identify them.

Tips to create your strategy 1. Make sustainability part of your business strategy – not an ‘add-on’ Weave sustainability into everything you do so that acting sustainably becomes ‘how you do business’.

For example, work with your suppliers to source lower carbon materials and identify risks of modern slavery. Redesign your product to reduce the energy you use and the carbon you emit. Train your team to cut waste and look to your local community when you fill job vacancies.

2. Look beyond environmental An effective sustainability programme is like a three-legged stool. The legs of your stool represent three types of issues: environmental (e.g. your business’ contribution to reducing climate change), social (e.g. your team’s health and wellbeing) and economic (e.g. being a financially resilient business).

The seat is your governance (things like policies and processes). All these issues are important and support

Bring these issues together and the result is a ‘sweet spot’ – a list of common, priority topics to build your strategy around.

4. Link to the global context The United Nations Sustainable Development Goals (SDGs) are 17 social, environmental and economic goals to create a better world. Linking your strategy to this ‘big picture’ helps communicate your plans and motivate your team and others to achieve it.

7. Review your progress regularly

7. Revisit your strategy annually

8. Communicate your strategy Enlist support from the people who can help you achieve your strategy. Keep them up to date on your progress with clear, concise updates and reports.

And tell your sustainability stories. (Nothing’s more motivating than seeing the results of hard work!)

We wish your manufacturing business sustainable success in 2024. www.thinkstep-anz.com

Choose five or six goals that ‘fit’ your business and where you can contribute most. Some goals, such as SDG13 – Climate action, are important for every manufacturer. Other goals will depend on your specific business.

For example, if you make medical equipment, SDG 3 – Good Health and Wellbeing, is likely to be important. If you manufacture building products, SDG 9 – Industry, Innovation and Infrastructure, may be relevant.

5. Set baselines, targets and measures What gets measured gets managed. Confirm where you are now (your baseline), what you want to achieve (your targets) and how you’ll measure your progress (Key Performance Indicators). Your targets should be SMART: specific, measurable, achievable, relevant and time-bound.

For example, if you want to reduce your carbon emissions, your baseline will be your current carbon footprint. Measure this footprint, set annual targets to reduce it (ideally science-based), and confirm the metrics you’ll use.

Photo credit: Vlada Karpovich on Canva

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NZ Manufacturer February 2024

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WOMEN IN BUSINESS

Choose reuse as the new normal - Nada Piatek Again Again’s vision is to end single-use waste with a commercial, reusable container borrow system that makes it easy for everyone to choose reuse as their new normal.

On a daily basis I am committed to that kaupapa and excited to be making inroads to achieving it.

Again Again now has a resolved system of such

A societal shift like this is an enormous ask, and a slow burn. For many people in our community, even the understanding that each single-use packaging (SUP) unit is a part of a wider, enormous problem is missing.

with 200 vendors across New Zealand.

In fact the scale of this issue is massive: 400 million tonnes of single-use packaging waste is created each year around the world.

throughout the packaging industry. All moves

Again Again’s key focus is to build the systems and infrastructure to facilitate brands designing out this waste and delivering food, beverages and grocery items in packaging that can be returned, washed, and used again for the same purpose.

on the waste hierarchy (reduce/reuse) are orders

Changing people’s behaviour is also something Again Again can and does contribute to,but is the responsibility of our whole community. With regulations such as extended producer responsibility schemes (EPRs) and plastic taxes coming into force around the world, the economics of packaging is changing. In some regions, reuse is already close to cost parity with SUP over time - when one amortises the significant set-up costs - however, there are simply very few facilities that can deliver reusable packaging at all, let alone at scale.

It requires total workflow changes throughout the

Legislation and consumer pressure demanding these systems is mounting and it is a solution that is increasingly coming into focus, for brands and retailers alike.

is glaring. Globally, the food and beverage packaging

A chicken and egg scenario exists. The wash infrastructure needs investment, but this investment is not warranted until a system of management has been proven to assure the return of the containers — or financially compensate the owners for these.

30% (Aggressively, from Zero Waste Europe), there

This, in turn, makes it hard to stand up and test such a system when the wash infrastructure is lacking.

Europe, are receiving significant Series A funding to

management, and we have the system in the market As proof of the system solidifies, funding for the wash infrastructure appears to be more forthcoming than it was 5 years ago when we began.

There

is

extraordinary

innovation

occurring

towards a circular economy must be celebrated,

Nada Piatek, Founder, CEO, Again Again

and those that rely on principles that sit higher of magnitude more valuable than those that rely on recycling. Reusable packaging is much harder to set up than making changes to the materials of single-use packaging. value chain, and we acknowledge the resistance to it for this reason. However, it is so much more impactful, as supported by the majority of published life-cycle analyses.

The notable exclusions are those commissioned by and funded by the single-use packaging industry whose revenues are at risk by change. (Reference).

The opportunity for change is twofold. Beyond the obvious planetary benefits, the financial opportunity industry is valued at 486 billion.

With forecasts for reusable packaging disruption ranging from 5% (Conservatively, from McKinsey) to is a new market opening, currently with no obvious major players.

Companies such as Again Again, which are based in the more progressively regulated countries in accelerate their growth.

Only 14% of all our engineers are women.

We want to change that.

Join us and scores of other Kiwi organisations that have galvanised around one common goal: 20% more women engineers by 2021. www.diversityagenda.org

18 NZ Manufacturer February 2024 / www.nzmanufacturer.co.nz

Here in New Zealand, Again Again is in the development phase, funded primarily through government and industry grants. We expect to raise capital again in the latter half of 2024.

SBN is a network of visionary professionals who are all using business as the vehicle for change for good.

It can be pretty isolated being the lone nut starting a movement (watch Derek Sivers’ TED talk) and the SBN crowd are great at validating our leadership.

They are our tribe! They are also a great communication channel. I am grateful to have their support.

My favourite book is The Magus by John Fowles. It’s madness, tied up with the balmyness of a summer break. Total escapism.

I’m most inspired by my Dad. It’s easy to look to fame and more public successes for inspiration, and there is plenty to be found. But inspiration without action is a daydream. Dad taught me how to make things happen.

Here in New Zealand, Again Again is in the development phase, funded primarily through government and industry grants. We expect to raise capital again in the latter half of 2024.

RENEWABLE ENERGY

Harnessing the power of biogas: A sustainable opportunity for industrial manufacturing -By Insa Errey

While renewable energy has been making strides in various sectors, the potential of biogas in revolutionising industrial manufacturing remains largely untapped in New Zealand. This article explores the opportunities and benefits of exploring the opportunities of biogas in industrial processes.

Biogas production involves the anaerobic digestion of organic materials such as agricultural residues, food waste, and wastewater. This process utilises microorganisms to degrade the organic material into methane. A byproduct from anaerobic digestion is digestate which can be utilised as biofertilisers.

Reduction of Greenhouse Gas Emissions: Biogas utilisation has multiple advantage in reducing a site’s greenhouse gas emission. First, anaerobic digestion prevents the release of methane—a potent greenhouse gas—into the atmosphere.

This waste valorisation not only reduces the environmental impact but also promotes a circular economy approach within the manufacturing process.

Producing certified biofertiliser can contribute to increasing food production.

Cost-Effective Energy Source: Biogas can serve as a cost-effective energy source for industrial manufacturing. By harnessing locally available organic waste, sites can create a steady and reliable source of useable energy, reducing dependence on traditional fossil fuels.

By capturing and utilising methane as biogas, greenhouse gas emissions from waste decomposition can be reduced. Secondly, biogas can be cleaned, known as green gas or biomethane. It can be used directly in on-site as process heat, reducing the need to purchase the required gas for heating from external parties and offering a cleaner alternative with lower carbon emissions.

Energy Independence: Most manufacturing sites rely heavily on external energy sources, making them exposed to price fluctuations and supply chain disruptions. On-site biogas production and utilisation provides a degree of energy independence.

Waste Valorisation: The industrial sector generates substantial amounts of organic waste from processing residues that can end up in landfills or council wastewater treatment facilities. Biogas production provides a valuable solution by converting these waste materials into valuable energy and fertiliser resources.

Diversification of Energy Mix: A diversified energy mix is key to building a resilient and sustainable industrial sector. Biogas, when combined with other renewable energy sources such as on-site solar, contributes to a more robust and resilient energy supply portfolio.

This can lead to long-term cost savings, increased business stability, and improved competitiveness in the market.

This diversified approach ensures a continuous and reliable energy supply, even in the face of fluctuating

market conditions or unforeseen challenges.

Challenges: Despite its potential, biogas faces challenges in terms of capital investment, enabling infrastructure, skills development, and the need for supportive policies, certifications and standard.

Overcoming these obstacles requires a concerted effort by all. The Bioenergy Association of NZ has been working hard to commence traction in initiating collaboratives efforts including The Digestate Biofertiliser Accreditation Scheme.

Technological Advancements: Ongoing advancements in biogas purification technologies are improving costs and efficiencies. Including options to explore sale by grid injection of excess gas. Businesses should stay informed about these innovations to capitalise on the evolving landscape of renewable gas solutions.

Manufacturing sites that currently have a large amount of organic waste are prime candidates for exploring the opportunity of biogas, biofertiliser and renewable gas production.

Find out more The Digestate Biofertiliser Accreditation Scheme | Biogas - a Bioenergy Association site or explore the BECA 2021 report for more details Biogas and Biomethane in New Zealand Report | Beca.

Lantek scholarships kickstart an engineering career for five young women International Day of Women and Girls in Science is celebrated every year on 11th February. Lantek is contributing to the movement through internships where young people under 30 have the opportunity for scholarships in Basque companies with subsidiaries abroad provided by the Basque Government.

Lantek had already experimented with the scheme and, in 2022, having recognised how it provided an opportunity to train and develop new talent, it welcomed four young people, two in the UK and two in Germany, focussed on customer support engineering activities for Lantek’s CAD/CAM solutions.

Elene Arando and Naiara Azkarate have joined the UK office.

Lantek is confident that it can repeat the previous success and it hopes to continue growing the Global Training Program in the coming years.

Colleagues in the UK and German offices have played a major role in making the internships a success, helping them with language, transport, accommodation and generally making them feel at home in their new environment, while Lantek’s HR department worked with them for pastoral care, tutor meetings, and UK visas, ensuring that they felt happy and supported at all times.

One of the young people decided to leave the program after 6 months, but the other three Leire Olaeta, and Leyre Barcina and Itsaso Altuna are now full time Lantek employees as of the beginning of 2024.

Joerg Menzel, part of the Lantek UK team mentoring the two young women says, “We have a very mature office with people being able to cover nearly every aspect of our software portfolio. Leire and Leyre saw the opportunity and ran with it – their potential was great, and I am happy to say their contributions make the entire office better.”

TechRentals® is an IANZ endorsed Calibration Laboratory.

We offer both IANZ Endorsed and Traceable Calibrations of test and measurement equipment inluding:

In Germany, Itsaso Altuna was mentored by Gwenhael Born helping her with language barriers and the journey from basic German to leading customer installations. He says, “For me, the most difficult part was to avoid micromanagement, giving enough space for her to develop but not so much that she felt left alone. At the end, it went well.”

0800 832 473 www.techrentals.co.nz

Lantek is repeating the internship program in 2024. Two young women

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D E C A R B O N I S AT I O N

What is net zero?

Net zero is an ideal state where the amount of greenhouse gases (GHGs) released into the earth’s atmosphere is balanced by the amount of GHGs removed. Decarbonisation efforts are needed to reach net zero.

If you follow sustainability and climate topics, you have probably heard the term net zero thrown around. Still puzzled?

A net-zero gain of GHG in the atmosphere is achieved when the level of GHG emissions released into the atmosphere is equal to the amount removed. This is also referred to as carbon neutrality.

CO2 is a gas found in the Earth’s atmosphere—and it’s part of the planet’s air, along with nitrogen, oxygen, methane, and other gases. CO2 helps to trap heat, but too much of it can cause problems, such as heat waves or flooding. It occurs both naturally and as a byproduct of human activities such as burning fossil fuels.

All industries—not just the energy sector—must achieve net zero to avoid a permanently warmer planet. Read on to learn more about what net zero means, and how it can be achieved.

What is decarbonisation?

Decarbonisation is the mitigation, cessation, or reduction of carbon in the atmosphere. It is achieved by switching to energy sources or materials that emit less carbon, often from high carbon-emitting fossil fuels and by counteracting any carbon that is emitted.

Keeping global warming to 1.5°C above preindustrial levels by limiting the buildup of atmospheric GHGs will be necessary to prevent permanent warming of the planet and catastrophic consequences. Those efforts are referred to as decarbonisation.

Many companies, countries, and organisations have pledged to decarbonise, or to make the net-zero transition, in the coming years. The power, oil and gas, and transport industries are frequently cited as the biggest emitters, but all industries need to work toward decarbonisation to achieve net zero.

Getting to net zero is most significant at the global level, given the universal nature of the transition.

Seven major energy and land-use systems (power, industry, mobility, buildings, agriculture, forestry, and waste) contribute to emissions, and all of them will need to undergo transformation, especially considering the interdependency of these systems.

But people and organisations can set their own net-zero aspirations. Actions that can help include choosing low-carbon-emitting alternatives, such as solar and wind power, instead of fossil fuels, and counteracting any new emissions through active carbon removal.

Circularity can also be a significant lever for decarbonization. For instance, in steel production,

increasing the share of recycled steel—which emits less carbon dioxide than creating new steel—is an important pathway to reducing emissions.

It’s not feasible to reduce carbon emissions to zero, so widely employing effective carbon removal and long-term storage will be necessary to halt the progression of global warming.

What would a net-zero transition involve?

Six characteristics define a global net-zero transition: 1. Universal. All energy and land-use systems would need to be transformed, affecting every country and every sector of the economy, directly or indirectly.

2. Significant. Spending on physical assets that could help reach net zero would need to rise from $3.5 trillion spent per year today to $9.2 trillion annually. Total spending through 2050 could reach $275 trillion.

3. Front-loaded. The spending on physical assets could be more significant in the initial stages of the shift, likely rising to almost 9 percent of global GDP from 2026 to 2030 (compared with just under 7 percent in 2022) before falling. Likewise,

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electricity costs could increase for a time before stabilizing or decreasing from 2020 levels.

4. Uneven. Sectors representing about 20 percent of the global economy would see the most economic exposure to the transition. Also, developing countries and fossil-fuel-rich regions are more susceptible to changes in output, capital stock, and employment because exposed sectors make up large parts of their economies.

5. Exposed to risks. A transition in which high-emissions assets are retired before low-emissions assets come online could lead to volatile energy supply and prices if not managed carefully.

6. Rich in opportunity. The net-zero transition would create new efficiencies and new markets for low-emissions products.

How to create value in the net-zero transition?

As the momentum toward net zero becomes undeniable, investors, customers, and regulators have raised their expectations for companies. Ninety percent of emissions are now targeted for reduction under net-zero commitments, and financial institutions responsible for more than $130 trillion of capital have pledged that they will manage these assets along a 1.5°C commitment pathway.

To keep up, businesses must be bold. Instead of playing defence, as organisations have done until now, business leaders must pivot to an offensive position, working to meet growing demand for climate-friendly goods and services, and the green energy, equipment, and infrastructure needed to produce them.

First movers can gain an advantage by using low-cost green financing to build out carbon-free production capacities. They can also win big contracts to fill orders for scarce commodities such as green steel or recycled plastics.

Some companies are already taking advantage of the opportunity at hand. In analysing their approaches, four tactics stand out: 1. transforming business portfolios with special attention to industry segments with serious growth potential 2. building green businesses that enable them to penetrate new markets 3. differentiating with green products and new value propositions in existing markets to gain market share and price premiums 4. decarbonising operations and existing supply chains

What will it take to decarbonise industries?

Each industry and company is affected by different factors in decarbonising its operations, so companies looking to decarbonise will opt for approaches that suit their needs. Here is a look at some of the most affected sectors, which together account for about 85 percent of global GHG emissions through their operations or products: • Fossil fuels. Combustion of fossil fuels produces 83 percent of global CO2 emissions. In the decarbonisation journey for fossil-fuel industries, players are pursuing energy efficiency, driving electrification, and managing fugitive methane emissions (for example, those that escape through degraded flange joints, valve glands, or seals), among other actions. Oil and gas companies are making the low-carbon transition by working several levers, including transforming into diversified energy players.

• Power. Decarbonising the power sector will require phasing out power generation from fossil fuels and adding capacity for low-emissions power to meet demand that is currently coming from economic development and the electrification of other sectors.

• Mobility. Road transportation accounts for three-quarters of all mobility emissions, so decarbonising it will be crucial. Efforts here could involve replacing vehicles that have internal-combustion engines with vehicles that have battery electric power or hydrogen fuel cells.

• Industry. Steel and cement are core components of this category, and together they account for about 14 percent of global CO2 emissions.

Decarbonisation efforts might involve installing equipment for carbon capture and storage or switching to processes or fuels with low or no emissions.

• Buildings. Decarbonising the buildings and real-estate sector will involve improving energy efficiency (for instance, by using insulation) and replacing heating and cooking equipment powered by fossil fuels with low-emissions systems.

• Agriculture and food. A few actions can help reduce agricultural emissions. Using greenhouse-gas-efficient farming practices can aid in decarbonisation, as can changes at a consumer level—for example, if people eat fewer ruminant animals (such as cows) that generate lots of methane.

• Forestry and land use. CO2 emissions in this sector often come from land clearing and deforestation.

What can curtail these emissions? Efforts could include halting deforestation and speeding up efforts to restore natural environments, such as forests, that can be a net sink for emissions.

• New energy sectors (hydrogen and biofuels).

There will be a lot of opportunities to expand low-emissions energy technologies. And even if expanding capacity and infrastructure for low-carbon fuels requires additional capital spending of $230 billion per year through 2050, the hydrogen and biofuels sectors could create around two million jobs by then.

Pultrusion versus RTM: what’s the difference?

KIM SJÖDAHL, VP TECHNOLOGY, EXEL COMPOSITES

Strength-to-weight ratios

Pultrusion and Resin Transfer Molding (RTM) are two widely used manufacturing processes for producing composite materials. While both methods have their merits, pultrusion offers several distinct advantages over RTM when it comes to making straight profiles.

The continuous fiber reinforcement in pultruded profiles provides excellent load-bearing capacity and stiffness while keeping the weight to a minimum. This makes pultruded composites ideal for applications where weight reduction is critical, such as in aerospace, automotive, and sporting goods industries.

Pultrusion is a continuous manufacturing process that involves pulling reinforcing fibers, typically glass or carbon fibers, through a resin bath and then into a heated die, where the resin is cured and the composite’s final geometry is formed.

On the other hand, RTM is a closed-mold process in which dry fibers, often in the form of a preform, are placed in a mold and liquid resin is injected under pressure into the mold to impregnate the fibers.

Final curing is achieved either at room temperature or by heating the mold for a faster cure cycle.

One of the key advantages of pultrusion is its ability to produce continuous, uniform profiles with high fiber volume fractions. The pultrusion process allows for precise control over the fiber alignment and resin distribution, resulting in composites with excellent mechanical properties and consistent dimensions throughout the length of the profile. RTM can also produce consistent quality but is more dependent on the typically hand-laid preform.

Another advantage of pultrusion is its even distribution of additives and reinforcements alignments during the manufacturing process. By introducing fillers, pigments, fire retardants, or additional fibers, pultruded composites can be tailored to meet specific performance requirements, such as enhanced fire resistance.

Looking at manufacturing efficiency, pultrusion offers faster production speeds and higher output rates compared to RTM. The continuous nature of the pultrusion process enables the production of long, constant cross-section profiles, reducing the need for secondary operations and minimizing waste.

RTM, being a slower batch process, requires more complex mold designs and additional post-processing steps, which can increase production time and cost.

RTM is well suited to complex 3D shapes, such as

complex automotive component geometries and non-prismatic shapes that are not possible via pultrusion. Pultrusion is specialized for 2D shapes, like window frame profiles, or bus side panels, telecommunications radomes, and of course composite tubes.

Both pultrusion and RTM feature fully molded surfaces, meaning both upper and lower surfaces can be visual surfaces, as opposed to single side tooling or machining. RTM can, in some circumstances, match the mechanical properties achieved with pultrusion.

Therefore, the two processes can be complementary on applications such as bus and train external panels, with pultrusion for the straight sections and corner shapes by RTM. Both are needed to make a complete product.

Both pultrusion and RTM offer consistent mechanical properties, high fiber volume fractions, excellent strength-to-weight ratios, dimensional stability, resistance to environmental factors, and manufacturing efficiency.

While RTM has its own strengths and applications in shape flexibility, pultrusion offers a compelling solution for industries seeking high-volume, high-performance composites with consistent quality and reliable performance.

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PRODUCTIVITY

Q&A Nat Milne CEO / Co Founder Beminded fully. However, I can speak to this problem at a more micro level. One of the contributing factors to our low productivity is that as individuals, we don’t innately know how to work productively, particularly given the information-dense state of our modern world.

Most of us aren’t taught in school, university, or even in home life, how to stop interrupting ourselves so that we can focus, how to triage the myriad of new information coming at us, or to be decisive about the next step on any given task, or how to effectively plan out our weeks.

We all know NZ has a productivity problem. What makes you think Beminded will make a difference?

NZ does have a productivity problem – and human productivity is one of the strands of this. I know it can be hard for people to stomach this because they are working hard, but the reality is that hard work doesn’t necessarily mean productive work that is contributing to achieving business results.

I have a very real personal experience of the impact of the programme – which is what drove me to bring it to NZ. I have been running a small business, working 20 – 25 hours per week, while I have two young children at home.

People who know me perceive me as someone who is productive, and I thought I was too. However, I was stressed. I did the programme to try and reduce my stress rather than increase productivity.

But, I achieved both! I now work around 15 hours a week, in the same role that was previously taking me 20 – 25, and I have much more capacity for ‘life’ outside of work. The Beminded programme teaches, with practical tools, how to about focus, prioritise, and be in control rather than being reactive.

Founded in Sweden, Beminded must have examples of success?

We have educated over 4,000 people across Europe.

One of our clients is a popular clothing retailer Peak Performance who have 550 staff in Sweden. Our programme has been so effective in their business, that they have us involved in educating every single employee.

Working in the Beminded way is so engrained in their organisation that completing a Beminded programme is now part of their onboarding process.

Why do you think our productivity level is so low?

The bigger productivity issue in New Zealand as a nation is a complex one, which I can’t claim to grasp

Within organisations, unfortunately, there is also frequently a gap in communication between what the desired outcomes of any given role in a business may be, and its daily tasks. Employees can’t be ‘laser focused’ on the ‘right’ things, if there isn’t clarity on what the business is looking for out of their role.

Where we see this play out is in indecision at work, and short-sighted decision making. Whereas in contrast, a clear mind can be decisive, solve problems, and see the big picture much more clearly.

How has the program been accepted in NZ so far?

Our interest has come from a wide range of sectors.

We are educating the Senior Leadership team of a construction company, a group of middle and senior management at an Automotive Manufacturer, and the Customer Service team of a global workplace health & wellbeing provider.

We welcome additional interest from these sectors, and look forward to significantly improving the productivity of staff in our clients’ businesses.

Job satisfaction plays a role in a decent individual level of productivity. Do you agree?

One of the

I agree that job satisfaction is linked to how hard people are willing to work, and sure – if you’re not working in a focused way, you won’t’ be productive.

But the Beminded programme is for those NZers who are working really hard, and (often) long hours, but are still getting to the end of their days and weeks feeling like they haven’t got to the important work they needed to do.

contributing

And this, of course, means that a person has incentives in place to perform well?

Most of us desire to ‘work to live’ rather than ‘live to work.’ If a workplace can provide meaningful work, with clear required outcomes, and also educate employees on how to be productive , then their weekends and holidays feel like real rest and free personal time, rather than recovery to simply go at it again.

This is a much greater, more significant incentive than gym memberships, fruit bowls, or even the 4-day work week that is so topical at the moment.

A day off a week is no good if you spend the other 3 days stressed about your workload!

Decluttering the brain, enhanced mental space makes a difference?

Yes, there is a cognitive cost to clutter in our brain.

The brain’s executive functions (prefrontal cortex) are the first to get exhausted. A tired brain gravitates towards ‘quick’ rewards that render dopamine and make us feel good about being busy. The problem with this is that the prefrontal cortex is responsible for important cognitive skills, like concentration, impulse control, learning, planning, and empathy.

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factors to our low productivity is that as individuals, we don’t innately know how to work productively.

PRODUCTIVITY

RegenerationHQ Perspective - Unpacking productivity in New Zealand – A view by John Luxton Productivity has long been a buzzword in political and economic discussions in New Zealand, often presented as a simple solution to complex problems. However, I am deeply unimpressed with people who rattle off the word “productivity” with no more thought behind what it actually means than “woke”. I believe it’s crucial to understand that productivity encompasses far more than what surface-level conversations suggest. Simplistic, bumper-sticker answers do not suffice when it comes to a topic as nuanced and multifaceted as productivity.

Understanding Productivity - Productivity, in essence, is about maximising outputs while minimising inputs. It’s a measure of how efficiently resources like labour, capital, and technology are used to generate goods and services. A look at the world’s most productive countries – Switzerland, Luxembourg, Germany, Singapore, Netherlands, Norway, Denmark, Sweden and Hong Kong reveals a variety of approaches to achieving high productivity levels. The USA is in that mix, but with the size and scale of their economy, there is less for us to learn from their example.

Myths and Realities - Common rhetoric blames unproductive workers, excessive taxation, and bureaucratic inefficiencies for low productivity levels. However, a closer look at the top productive countries shows a different story. These nations excel in areas like macroeconomic stability, resource utilisation, open trade, and advanced economic structures.

Key Factors Driving Productivity Several factors are critical to driving productivity in a national economy:

for competitiveness often undermines worker well-being.

• Natural Resources - Our over-reliance on low-value products like milk powder needs re-evaluation.

• Education & Skills Development - While we perform well in some areas, there are significant disparities in service quality.

A Look at Northern Europe Northern European countries, often lauded for their high productivity, offer valuable lessons. These nations boast progressive labour policies, robust social welfare systems, advanced health care, and governments that actively support innovation and development. They balance economic growth with social justice and the dignity of their citizens.

New Zealand’s Lost Egalitarianism In the past, New Zealand was a leader in human rights and quality of life improvements. However, we’ve seen a shift toward individualism, with the property market becoming a focal point of selfishness, overshadowing investment in productive sectors.

 Macroeconomic Stability - Low inflation and realistic interest rates create a stable environment for business planning.

This mindset shift has moved us away from the collective welfare ethos that once defined us and nurtured the notion that the economy exists to serve the people, not the other way round.

 Natural Resources - Efficiently utilised resources significantly contribute to productivity.

The Path Forward To enhance productivity,

 Open Trade - Free trade enhances productivity through diverse product/service offerings.

New Zealand needs to revisit its roots and draw

lessons from successful countries. This involves not just focusing on economic metrics but also embracing social welfare, equity across population groups and inclusive growth.

Subsidised public transport, affordable healthcare, and investment in environmental sustainability are just as important as fiscal policies.

Conclusion The journey to higher productivity is not just about economic growth; it’s about integrating social justice and the well-being of all citizens into our economic model.

As we stand at this crossroads, it’s time for New Zealand to embrace a broader, more comprehensive approach to productivity – one that looks beyond simplistic narratives and addresses the multifaceted nature of this critical economic measure. Only then can we hope to achieve the kind of productive, equitable society we aspire to be.

I say this in full recognition that what I am talking about seems to be the exact opposite of where we are heading, politically and socially. It may be unfashionable to say, but the failure of social cohesion, the rejection of a belief in a shared future and politicians fuelling division can only hurt our future success.

Personally, I’m a dedicated atheist, but when we think about where we should head and what we should be as a nation, we could do worse than ask ourselves – “what would Jesus do”?

 Economic Structure - Moving away from agriculture toward a more diverse economy.  Access to Capital - Essential for business growth and innovation.  Regulatory Environment - Balancing flexibility with social and environmental responsibilities.  Technology and Education - Investing in technology and education is crucial for improving efficiency and skill development.

New Zealand’s Position In New Zealand we love to complain about geographical isolation, our relative size in the global market, unmotivated and feckless employees, over-regulation and the challenges of shipping products long distances, but there’s more to New Zealand’s productivity puzzle.

Issues we must confront include • Health System - A once exemplary system now struggles with inequities and access issues.

• Infrastructure - There’s a noticeable reluctance to invest in future-proofing our infrastructure.

• Labour - The fixation on keeping wages low

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WORKSHOP TOOLS

iQuoting software can make a difference Many subcontract sheet metal companies have one or two laser cutting machines and rely on a continual and rapid turnover of new and repeat business to support their business models.

To achieve sufficient revenue, companies need to generate a high volume of quotations. This requires skill and experience and is very time consuming, often working with a series of Excel spreadsheets to calculate prices and margins. Lantek offers a suite of software that solves this problem, taking away the need for specialist knowledge, using AI and 35 years of experience in the industry to generate accurate quotations in a few minutes.

To drive their laser cutting machines companies must have a suitable programming and nesting software package. With Lantek Expert subcontractors will get the benefit of 35 years of software development and will also be able to run virtually any make and model of cutting machine from the over 1,400 supported by the software.

As well as laser machines, Lantek Expert supports punching, plasma, oxy-cut, tube cutting and combination machines, giving manufacturers the ability to choose whichever make, model or technology of machine that suits their business and budget best.

Within Lantek Expert nesting of a mix of components or a kit of parts is easily achieved, as is the ability to nest and

manage remnants, maximising material utilisation, while automating the programming of parts and utilising the full capabilities of each make and model of machine to the full.

A key advantage of the intelligence within Lantek Expert is the accuracy of the processing times and material utilisation figures it produces which can in turn be used in quote generation.

Lantek iQuoting builds on this accuracy, importing CAD data and using AI and integration with Lantek Expert to generate the accurate quotations within a few minutes.

The software is in the cloud and operates as SaaS (software as a service) so it can be operated from anywhere at any time where there is an internet connection with a subscription model for access.

CAD data can be imported, and it uses AI and the integration with Lantek Expert, information about material prices, margins, non-CNC operations and subcontract operations to quickly calculate and generate a quotation.

The advantage for the manufacturer is rapid response to enquiries, accurate costing and known profit margins for each job and much less administrative effort. Customers will have a much better experience dealing with the manufacturer, always getting competitive and consistent quotations.

Other features allow users to examine quote to order ratios and identify where process improvements can be made. iQuoting’s intuitive operation, enables employees with little knowledge of the industry to operate the software and get accurate results, freeing up skilled employees for other tasks.

Aerotech launches single-and multi-axis servo drives Aerotech Inc.has introduced the new Automation1 XA4 and iXA4 PWM servo drives. These streamlined, economical single- and multi-axis panel-mounted servo motor drives include a full motion controller and I/O expansion options. Future options will include a four-axis version, I/O expansion and DC motor supply.

The new Automation1 XA4 servo drive series is a game-changer in motion control. These powerful, compact drives open up new possibilities for machine builders and automation solution providers.

With options ranging from one to four axes, the XA4 and iXA4 redefine precision motion control, making Aerotech quality and precision accessible across every industry.

Automation1 XA4 1- or 2-Axis PWM Servo Drive The simplified dual-axis XA4 brings precise, powerful control to multiple axes of motion in the same machine footprint. Deploy XA4 servo drives with the user-friendly Automation1 motion control platform to unlock faster build times, improved quality and higher throughput in less development time.

controller products over the HyperWire motion bus, supports multiple feedback device types and includes on-board memory for high-speed data capture and process control.

Automation1 iXA4 1- or 2-Axis PWM Servo Drive with Motion Controller The iXA4 brings Automation1’s precision to multiple axes of motion, reduces machine footprint and eliminates the need for an industrial PC. Control 12 HyperWire axes of motion and run up to nine user tasks on the embedded Automation1 controller. As a drive, the iXA4 supports multiple feedback device types and includes on-board memory for high speed data capture and process control.

About Automation1 The XA4 and iXA4 are part of the user-friendly Automation1 motion control platform, which includes development software, controls, motor drives and the Fiber-Optic HyperWire Communication Bus.

It communicates to Automation1 PC- and drive-based

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Wenglor - Accurate angle measurement in press brakes Integrated Directly into the Software of Standard Control System Manufacturers: the MLSL1xxS50, available from Treotham, is for accurate angle measurement in press brakes.

Precisely bent sheets are required in a wide range of applications, for example in the automotive industry and shipbuilding. The wenglor sensoric group offers the ideal sensor solution for maximum precision in inline bending angle measurement: The MLSL1xxS50 uses laser triangulation to measure metal parts to the precise second to ensure consistent pressing results.

The MLSL is mounted on the press brake and reliably detects all surfaces and provides relevant angle information.

Seamlessly integrated into the software of standard control system manufacturers, the sensor can be connected easily via Plug & Play and put into operation and adjusted directly. The corresponding interface also enables integration of the sensor with other manufacturers.

Optical measurement for precision control for accurate and consistent results The sensor’s optical angle measurement is aimed directly at the sheet metal and can therefore be used for all combinations of upper tools.

Continuous monitoring of the angles ensures exact bending angles – regardless of production-related influencing factors.

The MLSL1xxS50 also ensures consistent results for different batches of sheet metal production, different materials, different bending directions to the rolling direction and slightly fluctuating sheet thicknesses. Through direct integration into the control system, predefined parameters determine the specifications of the bending process, which can be readjusted immediately.

Process optimisation thanks to efficient monitoring The MLSL1xxS50 sensors can monitor various work steps and bending operations along the press. With long components in particular, the angle can be precisely checked over the entire length. To increase production capacity, multiple sensors can be used simultaneously to speed up measurements. An Ethernet connection connects sensors and control, ensuring seamless communication.

Highlights at a glance: • Fully integrated with the systems of the most common control manufacturers • Plug and play connectivity • Compact, lightweight and robust • Large measuring range • Stable measurement results regardless of surface finish • Spot or continuous measurements Fully integrated, accurate angles and precise: The MLSL from the wenglor sensoric group for accurate inline measurement of the bending angle.

WORKSHOP TOOLS

Two drives in one: igus launches double-shaft stepper motor Cost-effective automation in a confined installation space. To provide an easy introduction to automation, igus has now developed a new double-shaft stepper motor for its drylin linear technology. It can be used to drive two linear axes. Another possible application is the installation of a hand wheel on the second drive shaft. In an emergency, users can turn the motor by hand. Manual zero point calibration is also possible.

If precision and controlled movements are required in drive technology, the stepper motor is the tool of choice as it moves to the desired position with millimetre precision. This is particularly important for applications in automation technology, at transfer stations and in case of format adjustments.

This is particularly important in areas such as entrances or doors. Apart from stepper motors, igus offers EC/BLDC and DC motors from €38 in its online shop. The suitable igus motor output stages with the name “dryve” are available starting at

€70. The accompanying intuitive software is free.

Powerful control systems with bus connection and integrated web server are also available. www.treotham.com.au

For the first time, the drive technology specialist igus has now developed a double-shaft stepper motor for its drylin linear axes. This motor is characterised by its versatility and performance.

The double-shaft stepper motor is a special type of stepper motor as it has two output shafts.

“This design offers greater flexibility in the connection and drive of mechanical components,” explains Rene Erdmann, Head of the drylin E Business Unit at igus GmbH. “We can now drive two mechanical loads, such as two parallel linear axes, with just one motor.” This not only saves space, but also reduces costs as the motor is available at the same price as a single stepper motor and the user does not have to purchase a second coupling.

One motor, three functions In contrast to conventional double-axis drives, where the motor is installed at the side and can cause space problems, the double-shaft stepper motor is located between the axes, making optimum use of the available installation space.

Another advantage of the double-shaft stepper motor is the option of mounting a hand wheel at the second shaft end. This means that the motor can also be turned by hand so that users can manually set the zero point of a linear axis. In addition, they can adjust a self-locking lead screw axis manually by turning the hand wheel, for example in the event of a power failure.

One motor with two functions: with the double-shaft stepper motor, users can either drive two linear axes simultaneously to save space, or mount a hand wheel on the second shaft of the motor for manual adjustments.

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DEVELOPMENTS

Top young Auckland engineers recognised Two outstanding young engineers have been recognised by Engineering New Zealand’s Auckland Branch’s GT Murray Award for the best student member presentation on an engineering research or design project.

While engineers possess many of the ideas and skills needed to solve world problems, the GT Murray Award is as much about being able to present ideas clearly as it is demonstrating innovation and ingenuity.

The winner Dylan Maurice, representing UNITEC, wowed the judges and audience with his fascinating presentation on the design of a micro hydro turbine generator to power a self-sufficient leak detection system for water pipes.

His presentation took the audience on a journey through the design and testing of various models of the micro hydro generator. The tiny generator was designed to provide a 100-mA current while minimising the turbine’s impact on flow rate and outlet pressure within the water pipe system.

simple Python model.

the students’ presentations.”

The Python model had been developed to provide quick and accurate low-definition simulations with visualisations demonstrating flow behaviour of the particles in different scenarios. Although not as accurate as the CFD model the usability this was more than compensated for by the increased usability in the field.

Mark Simento, one of the judges, said, “The talent coming through our academic institutions shows so much promise and it was a privilege to observe and adjudicate three fine young engineers. Each represented their institution and themselves with distinction. I wish them all the best for their next stage as engineers!”

It was great example of engineering balancing the required power output whilst minimising the impact on the pipe flow. The turbine is used to charge a battery which would continue to supply the electrical current if the flow was to be interrupted by a leak.

Sabrina Naseem, judge and former winner said of this year’s recipients “passion for what they do truly shone through, captivating the audience and leaving a lasting impression” and that it was “evident that their hard work and dedication to preparing for this presentation paid off.”

Runner-up Michelle Delves inspired the audience with her presentation on “Modelling ventilation and the movement of aerosol based infectious particles within a room”. She demonstrated the balance between using a detailed computational fluid dynamic (CFD) simulation versus a user-friendly

Host Dave Brierley, Chair of the Auckland Branch, said, “The enthusiasm of these young presenters was inspiring. Listening to them gives me confidence in the future of Engineering in New Zealand and it was really uplifting to see a common theme of efficient engineering solutions running through all

From left to right - Naresh Singhal (ENZ Auckland Committee Member), Winner - Dylan Maurice (Unitec), Third Place – Avinash Mistry (MIT), Runner Up – Michelle Delves (University of Auckland), David Brierley (ENX Auckland Chair)

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Landmark carbon reduction project powers ahead 300,000 cars off the road permanently – will come from replacing the steel mill’s existing oxygen steelmaking furnace and two of the four coal fuelled kilns.

Chief Executive New Zealand and Pacific Islands Robin Davies described the project as “a pragmatic response that not only sustains our critical domestic steel supply, but also provides a collaborative approach with public and private sector players to be world leaders in lower emissions steel.”

The company is on track to be producing lower carbon steel as soon as 2026, having continued to hit project milestones such as the completion of a feasibility study, beginning to prepare the site for installation and the signing of new project partnerships since the May 2023 announcement.

Already users of technologies such as robotics, automation, wireless sensors to collect real-time data and computer-aided engineering and design, Mr Davies says his teams are excited about the prospect of incorporating the EAF and switching up the way they make steel.

“EAF technology has advanced considerably, and the furnace we are looking at will see us operating at the cutting-edge of steelmaking technology,” Mr Davies says. “Our parent company BlueScope operates EAFs in other parts of the world – this is proven technology and we’re looking forward to upskilling our teams in new ways of making steel.”

going to install has been designed by Italy-based engineering and service company Danieli, using the new DigiMelter technology and powered by Danieli’s proprietary Q-One hi-performance power unit. Q-One is a leading technology which allows fully independent control of process variables.

The EAF will also enable New Zealand Steel to play a part in the local circular economy.

The furnace will melt scrap steel using electricity, instead of converting iron sands by using coking coal to remove oxygen. This upgrade will not only halve the company’s coal use but also divert thousands of tonnes of scrap steel from export to NZ Steel for local recycling.

“Steel is infinitely recyclable and this model will make New Zealand as close to self-sufficient as possible using renewable energy to recycle domestic scrap steel, rather than shipping it offshore,” Mr Davies says.

Mr Davies says that as well as protecting economic and environmental outcomes, the EAF project is fostering a sense of community and shared responsibility to provide business and employment opportunities for future generations.

“We’re looking forward to welcoming others into the expanding partnership responsible for delivering one of the country’s largest carbon emissions reduction projects,” he says.

The EAF furnace that New Zealand Steel is

26 NZ Manufacturer February 2024 / www.nzmanufacturer.co.nz

NZ MANUFACTURER

FEATURES

FEBRUARY 2024 Issue

SUSTAINABILITY SUPPLY CHAIN WORKSHOP TOOLS CLIMATE CHANGE INDUSTRY 4.0 Advertising Booking Deadline – 5 March 2024 Advertising Copy Deadline – 5 March 2024 Editorial Copy Deadline – 5 March 2024

Advertising – For bookings and further information contact: Media Hawkes Bay Limited 06 870 9029 | publisher@xtra.co.nz

Articles to be sent to: publisher@xtra.co.nz

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DEVELOPMENTS

Construction fit-out package closes gap in the industry Three principals with combined specialist experience of over six decades in complex, fast-moving and large-scale commercial and residential construction and fit-out are now hard at work on a key seismic project in the retail sector as the nation-wide earthquake-strengthening programme gathers pace.

The project is an example of Gridline NZ’s expertise in seismic and live environment construction, which are separate work streams but often go hand-in-hand in the typical New Zealand renovation and fitout setting.

Gridline NZ was formed by experienced construction and project management leaders John Letham, Hayden Searle, and Simon Davis to apply their collective expertise to the live construction environment in retail, where minimising downtime is critical to maintaining rental income streams.

In schools, offices, apartments, and aged care facilities, the priority is when undertaking refurbishment, renovation, and fit-out it is done in a manner which is sympathetic to and minimises the impact on core operational activities of that business.

While Gridline NZ completes construction inside places like shopping centres, they do not expect people to feel they are shopping in a construction site.

Mr Letham, Gridline NZ’s general manager, says, “Seismic expertise in both large and smaller projects is just part of our skill set but is particularly sought-after in the current environment with the obligations on asset owners and landlords. Our extensive seismic expertise means we can assist by identifying the correct method for assessing the seismic strength of an asset, then advising to ensure the best eventual outcome for the client.

“From that point we can manage the entire process for the client, including appointing and managing engineers during the collation of information and the production of the seismic reports. We can undertake risk analyses based on completed DSA or ISA seismic reports to offer expert recommendations for what your next steps should be, whether it is strengthening, demolition, or other any options.

“Gridline NZ can coordinate the strengthening design process, collating high-level cost plans and budgets, managing the local authority process for works, as well safely and timeously managing the complete remedial works on site.”

and nimble company that partners with clients to deliver efficiency and exceptional quality.

“Our expertise means we are able – and willing – to take on the more complex projects that others may not do as quickly or as well. As well as seismic and after-hours works, our specialist skills include managing tight critical paths, delivering projects on time, on budget, and to exact specifications, and working to the highest safety standards in the industry.”

The Gridline NZ principals have been in demand in previous projects – both self-employed and with large retail and commercial owners, including 19 years with the biggest shopping centre owner-operator – in part because of their track record of quality and delivering on time and on budget, especially in the demanding live retail environment where the finish date does not move and doors have to open on time in the morning.

Gridline NZ’s work and minimisation of downtime accommodates the priorities of retail asset owners, who have a central income stream – the rent coming in – and their commitment is to make sure their work supports the client’s balance sheet and P&L. Mr Searle says, “In founding Gridline NZ we set out to address a gap in the market and establish an agile

Fonterra to install electrode boiler to reduce emissions In its next step to get out of coal by 2037, Fonterra will install a 20-megawatt electrode boiler at its Edendale site in Southland.

This is another step for the Co-operative as it works to reduce Scope 1 and 2 emissions by 50% by 2030 (from 2018 baseline).

The forecast $36 million investment in the electrode boiler will reduce the Edendale site’s emissions by around 20% or 47,500 tonnes of CO2e per annum

– the equivalent of taking almost 20,000 cars off NZ roads - and will reduce Fonterra’s overall carbon emissions from its NZ 2018 baseline by nearly 3% per annum once operational in FY25.

Fonterra Chief Operating Officer (acting) Anna Palairet says the team considered a number of energy

options before deciding on the electrode boiler.

“Fonterra has a complex manufacturing operation spanning the country. As technologies develop, it’s important we continually assess which energy source and technology is best for each site.

“With up to 15 million litres of milk being processed at our Edendale site each day, we need to ensure we have a secure energy supply that can meet processing demands.

“Cost is also an important consideration. Getting out of coal requires significant investment and we need to choose the best option that reduces emissions and operational complexity while also doing what’s best for our farmer shareholders.”

Fonterra is partnering with Meridian Energy for the electricity supply who generate electricity from 100% renewable resources – wind, water and sun.

“Energy contributes around 40% of Aotearoa’s total gross emissions and process heat makes up a third of this country’s energy use. So, it makes sense for Meridian to work with big industry to switch energy sources to clean energy alternatives,” says Meridian Chief Executive Neal Barclay.

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DEVELOPMENTS

Fortress technology appoints new Tasman leader Former Manufacturing Manager of Dynamic Inspection Tim Whyte is the new General Manager of Fortress Technology’s fourth global manufacturing hub in New Zealand.

Tim succeeds founders of the firm, Bob Philpott and Steve Atkins, who are stepping down after growing the company into the market leader of food contaminant and checkweighing equipment in New Zealand, Australia and neighboring APAC countries.

The appointment of Tim, who has worked for the New Zealand-based company for over a decade, ensures customers benefit from a well-rounded manager with the experience needed to support Fortress Technology’s next era of growth and maturity locally and globally Making the food industry safer attracted Tim into the industry. Spending the past decade running the New Zealand manufacturing department and overseeing the service team, the electrical engineering apprentice previously worked as an electrician before completing further studies to qualify as an electrical inspector. Tim joined the food

safety specialist in 2013.

He recounts that it has been an extensive yet rewarding learning experience that he anticipates will continue to provide new and interesting challenges. “The concept of fine tuning equipment to make the food industry even safer remains a huge draw personally and professionally. Having equipment familiarity is a real asset for leaders as it enables us to better understand and react to unique production challenges,” says Tim. Opening up the Fortress R&D department is already resulting in the emergence of new technologies to support evolving food safety requirements in the Tasman market. This, emphasizes Tim, is going to equip specific industries with market-defining QA, testing, X-Ray, Combination and Checkweighing equipment. Additionally, having closer proximity to the Australian market will enable Fortress to provide

a more responsive service to local agents, which will help them grow too.

With some remarkable pieces of technology in the pipeline, Tim is quick to assure New Zealand, Australian and APAC customers that upholding standards remains his staunch focus. “First and foremost, our priority is to serve our customers and keep food production lines running. However, having access to this bigger equipment portfolio, and much larger design and R&D talent pool, now means we can meet any site-specific inspection requirement. In turn, helping processors to expand their domestic and export market reach with assurance that they are complying to GFSI production standards.”

National scheme to manage end-of-life tyres kicks off 1 March There are just a few weeks left before changes in the way Aotearoa New Zealand funds the management of end-of-life tyres come into play.

That’s when the first stage of government regulations designed to reduce environmental harm from end-of-life tyres will take effect, something the vehicle importers and tyre industry has been working hard to get into place for years.

Tyre retailers are being urged to register with Tyrewise, the country’s first regulated product stewardship scheme for tyres, before the first stage of regulation commences on 1 March and the tyre stewardship fee begins being charged.

“It’s also vital that importers and retailers add the tyre stewardship fee to their point of sale before that date,” says Adele Rose, of Tyrewise Implementation project managers 3R Group.

From 1 March buyers will notice the fee being charged when they purchase new tyres, or vehicles imported with tyres, that will be used to manage those tyres at the end of their life. It must be applied at a standard rate across the country and has been set at $6.65 (excl. GST) for a standard passenger tyre and will go up in increments depending on the size of tyre, Adele says.

The fee payable on new tyres for their future management applies from 1 March, existing ad hoc disposal fees may apply on any old tyres you need disposed of up until 1 September 2024 at which time this must cease.

From 1 September 2024,Tyrewise will be responsible for arranging the free collection of end-of-life tyres from registered tyre sellers, garages and public collection sites. The scheme will also ensure the tyres go to registered processors and manufacturers, so they get a second life in a new product, rather than being landfilled, stockpiled, or dumped.

Tyrewise has set a target of 80% of tyres processed by the fourth year of operation and over 90% by the sixth year, Adele says. Currently only about 40% of end-of-life tyres in New Zealand are recycled or used in the creation of new products.

NZISM has new CEO Jeff Sissons is NZISM’s new CEO, effective 7th February. development.

Jeff brings a range of relevant experience to the role. He comes to NZISM from the Public Service Association where he led their internal and external health and safety work.

“Specially designed software will track the volumes collected and delivered to processors and manufacturers so that we can measure and report our progress against the targets,” Adele says.

Prior to that, he worked in the Beehive as a senior advisor to various Ministers, most extensively the Minister of Workplace Relations and Safety.

“Our implementation team has been busy behind the scenes for months now, registering tyre importers, sellers, transporters, processors, and end market manufacturers, making sure everybody is ready to play their part. It’s amazing what you can achieve when an entire industry comes together to make a positive difference.”

He has also worked as a lawyer in private practice and as the General Counsel at the New Zealand Council of Trade Unions, where he was deeply involved in the health and safety reforms and campaigns led by the late Helen Kelly.

The scheme will initially cover all air-filled and solid tyres for use on motorised vehicles for cars, trucks, buses, motorcycles, all-terrain vehicles, tractors, forklifts, aircraft and off-road vehicles. Tyres for products like bicycles and non-motorised equipment such as prams, as well as pre-cured rubber for retreads will be brought into the scheme at a later date. Consultation with stakeholders on these scope two tyres is expected late 2024.

Adele Rose.

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Jeff is also a current NZISM member, a HASANZ scholarship recipient, and is at the tail end of his Postgraduate Diploma in Workplace Health and Safety at Victoria University.

THE LAST WORD

Rockwell Automation releases 2023 Sustainability Report outlining progress and outcomes Rockwell Automation has published its 2023 Sustainability Report detailing the company’s sustainability progress and outcomes, and how Rockwell is partnering across the manufacturing industry and communities worldwide to create sustainable impact and change.

Headquartered in Milwaukee, Wisconsin, Rockwell provides industrial automation and digital transformation solutions to manufacturers in more than 100 countries.

“We’ve been improving the efficiency of industrial processes for more than 120 years, which includes making the most of scarce resources,” said Rockwell Automation Chairman & CEO Blake Moret.

“Today, our technology and expertise help manufacturers in diverse industries address the complex challenge of making high-quality products at scale while minimising negative impacts on the environment.”

Smart manufacturing technologies play a critical role in driving Environmental, Social, and Governance (ESG) and sustainability success. Survey results from the company’s 8th annual State of Smart Manufacturing Report indicate the driving factor for manufacturers to pursue sustainability and ESG policies and programs is to improve efficiencies, confirming that sustainability is critical for operational improvement and profitability.

Rockwell Automation Chairman and CEO, Blake Moret, says Rockwell is helping manufacturers in diverse industries with the complex challenge of making high quality products at scale, while minimising negative impacts on the environment.

Rockwell’s 2023 progress on its ESG journey In addition to showcasing how Rockwell supports customers’ sustainability efforts with its innovative, sustainable products and solutions, the report also highlights the company’s ESG initiatives and programs that are making Rockwell more sustainable while at the same time fostering a culture that empowers employees to operate safely, sustainably, and responsibly.

In 2020, Rockwell announced its goal to be carbon neutral by 2030 (Scope 1 and 2 emissions). The report discusses the company’s work toward this goal, and includes information about Rockwell’s Scope 3 emissions baseline, explaining that indirect emissions from its value chain represent 99% of its Scope 3 carbon footprint.

The report highlights new 2023 ESG initiatives, including: • UN Global Compact: The company joined the UN Global Compact and the report discusses the eight UN Sustainable Development Goals (SDG) on which Rockwell believes it can have the greatest impact.

• The Science Based Targets initiative (SBTi): Rockwell joined this partnership between the United Nations Global Compact, Carbon Disclosure Project (CDP), World Resources Institute (WRI), and the World Wide Fund for Nature (WWF), which is designed to address corporate climate action.

• Product Design for Sustainability: The creation of a new team responsible for the integration of sustainability design principles, measurement criteria, and requirements into common product development processes.

Rockwell Automation says smart manufacturing technologies play a critical role in driving Environmental, Social, and Governance (ESG) and sustainability success.

Partnering to build sustainable communities

Advanced manufacturing is creating demand for people who have the knowledge and skills to optimise technology, yet workforce and skill shortages continue to impact companies across every industry.

The 2023 Sustainability Report underscores the work the company is doing to help create a skilled, engaged workforce that is comfortable using these tools, and the importance of partnering across government, educational institutions, and industry to develop needed workforce skills, now and in the future.

“In a time when workforce and skill shortages impact manufacturers in every industry, enabling people to become comfortable with the newest technology and giving them opportunities to upskill along the way can be the difference between success and failure,” said Moret.

He added, “When a human-centric approach is applied to technology implementation, we see improvement in nearly every aspect of the manufacturing operation—from efficiency to worker safety – delivering results that have a positive impact on both the bottom line and sustainability.”

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Transforming supply chain planning: How to create resilience, efficiency and agility Cross-functional input creates a more balanced expectation, with the wants and needs of the entire business considered. This ensures that the priorities of the business are known across teams while there is an understanding of key factors for each team.

Most businesses have the foundations to be successful, S&OP simply formalises the process while elevating cross-functional understanding and alignment. This ultimately increases the likelihood that a company’s overall strategy will be successful.

to create a clear people, process and technology roadmap that incorporates:

For example, if the sales team understands the capacity constraints of a particular shipping lane, they can manage customer expectations and prioritise demand as necessary rather than just processing as many orders as possible.

Building on foundations for successful implementation

3. A digitised supply chain

Equally, if a procurement team understands the requirements of a new product line launching, they can ensure the resources are available in time, allowing the sales team to process orders as soon as the product is launched.

Achieving S&OP process maturity and agility requires a focus on building a robust yet flexible planning operating model. This provides your teams with the ability to leverage great processes and enhanced digital capabilities, such as advanced planning and scheduling (APS) systems.

With these foundations in place, it is much easier

1. Future process design 2. The right balance between human and digital resources It is important to plan this roadmap in phases, layering digital capability as the capabilities of your people and processes mature. Ultimately, self-generating demand, self-adjusting supply with control tower oversight, and human augmented decision-making are here. Jump in and embrace the digital transformation of your S&OP process to unlock enhanced plans, resilience, efficiency, and agility.

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