Life experience leads to wellness and new business

Wellness practitioner Robin Wilson is concerned about burnout with many of us getting sent too much information, which is leading to us feeling as if we’re always on.

“We are bombarded by information and not hitting the off button. We’re constantly on and wired. We need to stop. If we’re constantly in the red zone of stress, we will run out of fuel. We need to listen to the warning signs.”

Robin’s businesses, Holistic Wellness and Workplace Wellness, is built around helping people and workplaces avoid burnout and achieve health and wellbeing. These journeys to wellness began with her own.

It began with a moment of realisation one morning, when she and her family were camping with friends.

As she says in a blog, “I woke feeling dreadful… The previous day had been awesome, and we’d enjoyed a fun night, but somehow, my off switch once again malfunctioned.

“By the time enough was enough, it was too late.”

Robin had made the decision to stop drinking and get well before, but this time, she was determined to make it stick.

At the time, she had a stressful and busy career in banking and a seriously unwell husband.

“I look back at some decisions and wonder what I was thinking – like going to a bank conference rather than my son’s Year 13 prizegiving and finding out afterwards he was awarded a scholarship. This wasn’t a rational decision, it was fear based.”

She embarked on a quest for wellness but considered only her physical health.

“My life was still out of balance, as I only addressed one aspect. The warning signs were there, and I ended up with the autoimmune disease Ulcerative Colitis.”

Robin’s focus on her own wellness eventually became an exploration of how she could help others on the same journey. After leaving the bank, she trained as a massage therapist, and a health and wellness coach and through taking a holistic approach, Robin healed herself.

Now, she helps people in similar situations, supporting clients on their journey to get their life back on track with better balance.

During a brief interlude working for a charity, Robin met Leonie Wallwork, who could become a friend and business partner.

They decided to go to Outward Bound together, and it was there that the idea for a Workplace Wellness business was born.

Workplace Wellness applies the same principles to workplaces as Robin does to individuals: it helps them increase productivity by becoming resilient, robust and resourceful through a purposeful, strategic approach.

Robin says the need for support has increased exponentially with COVID-19.

“What are we seeing? Tired people, who limped to Christmas last year without a break.

“People with capacity issues. People with a great work ethic, who don’t set boundaries or hit the pause button.

“People whose values are being tested, who are feeling unsure about having difficult conversations in their workplaces. People working from home and working through when sick… not taking leave despite their employers’ strong encouragement.”

Robin credits her own tenacity and curiosity with how far she has come personally, and with her two businesses.

“I love learning new things; my coaching studies were a game changer for me.”

She believes that both individuals and businesses need to seek help to understand.

“So many of our issues stem from a lack of conversations and understanding.”

At its simplest, Robin says that businesses, and people, should be clear about their core principles.

“Values are like our GPS. If we’re not living in line with our values and purpose, that’s when it goes bad.”

“We need multiple tools in our toolkit, and we need to be open to learning. That way, we’re better equipped to deal with the inevitable rocks in the road.”

Food hub ready to go

With the i’s almost dotted and the t’s almost crossed, the construction of Foodeast will be underway by September.

The building of Hawke’s Bay’s Food Innovation Network hub, the sixth in New Zealand, is expected to be completed by the end of 2022.

It will be a place of innovation and connection, designed to add value to the region’s food, beverage and agri-tech industry by assisting businesses to develop new products and take them to market. It is forecast to add $100m to the region’s GDP over 15 years, and bring 500 new full-time jobs to Hawke’s Bay.

Heinz Wattie’s non-executive chairman and Foodeast establishment board member Mike Pretty says international demand for New Zealand products is ever-growing, and Foodeast will ensure Hawke’s Bay is at the forefront of innovative food product development.

“Innovation occurs in expansionary and challenging times, and it could be argued that the imperative to find new creative solutions is even more compelling in the latter. The timing of Foodeast, particularly given the challenges of the last year, could not be better.”

The project’s partnership approach will make it a “beacon” of innovation.

“Evidence clearly shows strong collaboration between government, universities and industry can underpin improved levels of innovation and national productivity – look to Denmark and Singapore as great examples,” Mike says.

Most of the project’s administrative requirements are completed and the $18 million funding target has been reached,  including $12m from the Government’s Provincial Growth Fund.

“It has been a very involved and meticulous process to get to this point, but the outcome will be game-changing for Hawke’s Bay’s food, beverage and agri-tech industries,” says establishment board chairman Tony Gray.

The food innovation hub will be part of the national Food Innovation Network of New Zealand, giving the region’s food producers and the agri-tech industry access to specialised industry knowledge and experience, and mentoring.

A small, dedicated Foodeast team will help business owners connect with the right people across the national network, and also act as a conduit within Hawke’s Bay – especially matching entities with a need for facilities, such as specialised filling equipment or a commercial kitchen, with those with capacity.

Tony says the Foodeast feasibility study showed that in almost every practical area, there was capacity within the region. “But what we don’t have, is somewhere a start-up or small-to-medium business can go to find out whether, for example, a test kitchen within the region has capacity to accommodate other businesses.

“What we don’t want to do is put facilities in there that are already available in the region – this is not about reinventing the wheel.”

But, if the need for a specific piece of equipment that would be highly used became obvious, it could be able to be accommodated, he says.

“The spaces are very flexible; it has been important from the start that we ensured this place would grow with us.

“What we want to see out of this is an explosion of new, innovative products including agri-tech, that will appeal to New Zealand and export markets.

It’s about adding value. Primary production is a strong contributor to our region’s GDP and out of this initiative we will see the value in the sector grow, which will lead to sustainable high-value job growth.”

Hastings – like a big city but better

Hastings District is the centre for employment and economic growth and ready to strengthen its position as the economic powerhouse of Hawke’s Bay.

Hastings District Council economic development manager Lee Neville says the thriving primary sector district has a new wave of industry and business launching from the solid economic foundations on offer.

Lee points to Foodeast, a $18 million food innovation hub that will be established in Ellwood Road, Hastings, a Hawke’s Bay business hub in the Hastings CBD and new marketing campaign targeting new businesses, talent and investors to the district.

“Recently we have been building the profile of what Hastings has to offer those that may consider moving to Hastings, either to relocate their business, move here to work for a local business or to invest.”

The council has created materials for employers to use when recruiting  along with a digital campaign called ‘Hastings – Like a Big City But Better’, and a dedicated website –
www.hastingsnz.com

Lee says the campaign idea came out of talking to local businesses and hearing they were short-staffed.

“We decided to do a campaign that could be used to attract business, investment and talent to Hastings district.”

“While there are businesses already doing this themselves, through this campaign we have provided free collateral they can use to support their own initiatives and contribute to a thriving district.”

Hastings. Like a Big City, But Better was launched at the inaugural Focus on Business held at Functions on Hastings at the end of March.

The guest speaker was Kraft Heinz Company-Australia & NZ non-executive chairman Mike Pretty, who spoke about innovation, rising to challenges, and the future of food.

The Focus on Business events will be a quarterly series aimed at supporting local businesses to network and succeed.

Lee says said the material has been accessed and used by the likes of a company wanting to support their recruitment campaign, to a business with an office in China that used a video to aid its storytelling about its provenance.

Hastings mayor Sandra Hazlehurst said business was the lifeblood of Hawke’s Bay – and especially of the Hastings district.

“Because business is central to the Bay, it’s central to us in local government.  Councils have a role in supporting business, and in Hastings our economic development team has been set up to help ensure that it’s easy to do business here.

“What’s good for business, is good for the economy, and good for all of us.”

Hawke’s Bay Airport takes brave steps toward brighter horizon

Fortune favours the brave, and Hawke’s Bay Airports’ bold new net-zero emissions target is just part of the larger plan to be New Zealand’s most sustainable airport.

Hawke’s Bay Airport Chief Executive, Stuart Ainslie, says the organisation is keen to do what it can to reduce the impacts of climate change and is confident it can reach its goal through a decarbonisation plan.

“We’ve identified nearly 40 initiatives that will make a concrete difference to our emissions. We’ve already introduced electric and hybrid vehicles into our operational fleet, we’re opening a bicycle hub on-site, and we’ve switched to 100% renewable carboNZero-certified energy from Ecotricity,” Mr Ainslie says.

There are also big plans for the future, including upgrading carpark lighting to LED or solar lighting, installing EV charging stations, and incorporating a range of energy-efficient fittings into the new terminal building. As well as working hard to integrate sustainable solutions across the airport’s operations, Mr Ainslie is looking further afield to meet climate change challenges, for example with investigations into the feasibility of a solar farm.

For now, Hawke’s Bay Airport has already taken steps in the right direction and is the proud recipient of a Level 2 certification under the Airport Carbon Accreditation programme, the international gold standard for airport sustainability. As the first regional airport in New Zealand to reach this milestone,
Mr Ainslie is pleased to see the company is well on its way.

“There’s a lot more to be done before we can reach that zero target, but we have a unique opportunity to set the tone now for any future developments and to entrench sustainability in everything we do.”

Achieving all of this through a new terminal build has been no mean feat for the airport team, and although there have been hold-ups and global supply chain disruptions due to the pandemic, the airport’s central terminal is almost complete.

“Just like our regular passengers, who have had to put up with the disruption caused by construction, the Hawke’s Bay Airport team is very keen to get the building finished.”

A miraculous recovery with domestic travel, the opening of borders to Australia and the region hosting the largest number of entries for the Hawke’s Bay Marathon has seen the busiest May on record for Hawke’s Bay Airport.

And, while it would have been great to have a spacious new terminal for the current surge in passengers, all arrivals and departures were capably managed within the temporary terminal arrangements by the dedicated on-ground team.

So when will the new terminal open?  With some of the final vital building materials still yet to arrive, it’s hard to put an exact date on when the terminal will be open to the public. However, Mr Ainslie promises the new terminal will be worth the wait – which may be just another few weeks.

“We’re now seeing the final design elements coming together that will make Hawke’s Bay Airport a stunning gateway to welcome and farewell our manuhiri (visitors) in a distinctly Hawke’s Bay way.”

Hawke’s Bay Airport will be revealing more as the opening of the terminal nears, but you can experience what the new terminal will look like by watching a 3D fly-through on Hawke’s Bay Airport’s website.

https://www.hawkesbay-airport.co.nz/about/airport-expansion/

App technology sets to clean up the competition

The increased spotlight on hygiene and cleaning standards has led to a Hawke’s Bay based commercial cleaning business launching a world-first cleaning app.

Following two years of development and trials, The Clean Crew has launched an app guides its cleaning team through a job, with photography and video evidence verified by supervisors and available for the client.

The Clean Crew managing director Gary Singh said as the world grapples with a pandemic, there has been a increases spotlight on cleaning and hygiene standards and the app acts is a new tool that provides peace of mind for clients, their employees and customers.

The Clean Crew offers commercial cleaning services across Hawke’s Bay, Palmerston North and Nelson and has plans to expand into new regions in 2021.

Gary says the app, developed by Hamilton-based app developer Black Quadrant Technologies (BQT), has increased the consistency of cleaning tasks and vastly enhanced client retention.

A customer survey found that 93 percent rated their cleaning service highly and that any complaints are resolved within an hour.

However Gary wanted to raise the bar and believed that a mobile technology based audit tool was the answer.

“Never has it been so important that hygiene standards are a priority for businesses, to keep staff and the public safe.

“The commercial cleaning sector struggles to retain customers, and I wanted to ensure that we can stand by the quality of our work and the app offers us a way of showing our clients that the job has been done to their expectation time and again.

“It’s time technology is introduced to the cleaning sector for the labour component of the service. There’s a steady flow of new equipment and cleaning products but this is a world-first.

The bespoke app, called Convoy, gives instructions of each cleaning job, pre-programmed instructions, special requests, arrival and departure times and client feedback.

The cleaner takes photos of specific areas as they clean which are uploaded into the system in real time, providing visual proof that they have completed the job.

Gary says the next step will be to introduce image recognition powered Artificial Intelligence (AI) technology that will enable the cleaner to audit their work in real time.

The cleaner will be able to scan the area, clicking pictures and recording video, that will be inputted to an AI engine, which analyses the cleanliness of the premise in real time.

Once the cleanliness is above a certain threshold, the job will be marked completed, with an update is sent to a quality supervisor for a visual test. A report of the clean is sent to the client.

“It will revolutionise the sector, eliminating any human error.

The Clean Crew client base includes health providers, food processors, schools and businesses that have significant contact with the public and is New Zealand’s first carbon zero certified cleaning company.

“We promise in our motto to bring quality and this is what we are there for – anyone can pick up a vacuum cleaner and clean but it is the quality of the service that goes along with it that is the important part.”

A recent study by Microsoft, in partnership with IDC Asia/Pacific reported that AI technology will allow the rate of innovation in New Zealand to double and employee productivity gains are also expected to increase 1.5 times.

Only 51 percent of organisations in New Zealand have embarked on AI journeys, a move that will double their competitiveness in 2021.

The Clean Crew took out the innovation category at Hawke’s Bay Chamber of Commerce Business Awards in December 2020 with the judges commenting how the app has transformed how decisions are made within the business.

www.thecleancrew.co.nz

Watties invest in pet food plant in revamp in Hastings

Wattie’s has completed a multi-million dollar upgrade of its Hastings pet food manufacturing site, positioning itself for future growth in the petfood industry.

The pet food manufacturing facility in Tomoana, Hastings produces one of New Zealand’s leading household cat food brands Chef® as well as its other pet food brands Gourmet®, Champ® and a range of pet food products for export.

The main focus of the upgrade was an investment in a new canning retort capability designed to increase reliability and productivity through state-of-the-art equipment that will underpin growth within the category by providing the means and space to substantially scale-up production.

Neil Heffer, Managing Director of Heinz Wattie’s Limited says the Tomoana facility upgrade is a reflection of a commitment to champion New Zealand made products and the benefits this brings to the local economy.

“Chef® is a pioneering brand that has been loved by Kiwis and their pets for more than 50 years. We are proud of the heritage of the Chef® brand and this significant investment in its future to know we will continue producing pet food for Kiwi cats and dogs for many years to come.”

The new $20 million facility increases the pet food manufacturing footprint by nearly 1650 square metres, with the ability to thermally process more than 15,000 cans an hour.

Over 10 main contractors and many more sub-contractors, design consultants and engineering experts local to Hawke’s Bay were engaged to complete the upgrade.  The range of local businesses involved included those in building construction, lighting, fire protection, and equipment design, installation, and commissioning.

The facility is a positive step for Wattie’s pet food manufacturing in Hastings. On a wider scale these types of investments help to provide a continuity of projects for local businesses within Hawke’s Bay.

According to information published by the New Zealand Petfood Manufacturers Association, ‘64% of households own at least one companion animal, with a total pet population of 4.35 million. This is the second highest rate of pet ownership in the world.’

The upgrade to the Tomoana facility marks a new era of pet food production for Wattie’s which comes at a time when there are shortages of pet food, mainly due to global shipping delays, clearly impacting New Zealand.

The facility was officially opened by Hastings’ Mayor Sandra Hazlehurst on June 1, signifying the Council’s ongoing support of the facility and the future of pet food manufacturing in Hastings.

The significant investment supports the Council’s ambitions to help facilitate the growth of other businesses in Hawke’s Bay, bringing employment opportunities and further investment to the region.

3,2,1 blast off for Rockit

Rockit Global is using technology and innovations in other sectors such as the kiwifruit sector and fast moving consumer goods (FMCG) to combat the major growth trajectory of the miniature-sized apple.

“The reason we can move like we are is that we look beyond the apple industry. We look at what other FMCG companies are doing, the likes of Heineken, which is at the forefront of automation and technology to improve productivity,” says Rockit Global’s Innovation team leader Stuart Dykes.

“It’s a journey and if we could compare ourselves to vehicles, we’ve gone from being a MINI to a Lexus and we’ll end up being a Ferrari.”

As more and more Rockit trees are planted in Hawke’s Bay and beyond, the business had to look at how innovations such as automation could reduce the reliance on manual labour across all parts of the supply chain.

With Rockit outgrowing its small packing facility in Havelock North, the board made the call to invest in a 20,600 m2 purpose-built post-harvest facility, Te Ipu, on land within the Irongate industrial zone in Hastings.

Stuart and his small team were charged with identifying production bottlenecks at every step of the journey for a Rockit apple, from orchard to consumer.

An engineer with a PhD in Food Science, Stuart has a background of working in the oil and gas sector and the wine sector, with a special interest in automation.

They identified that the single biggest barrier would be the ongoing lack of labour resources that impacts across all parts of the production process and that automation would be the answer.

“There’s a term in automation called ‘lights-out’, where you have no one in the facility, you turn the lights out and it just keeps going. That’s the ultimate goal.”

It seemed obvious for Stuart and his team to firstly look at the bottlenecks inside the facility.

One of the unique but challenging points of difference for Rockit apples is that they’re not packed into 20-kilogram cardboard boxes and sent offshore. Instead, they’re packed into consumer-ready packaging, in plastic tubes of varying sizes and quantity.

The facility is also a one variety facility, which means that the harvest season is more condensed and the facility is not used for other varieties.

To counter this, Rockit has a long chilled shelf life, with apples grown in New Zealand lasting for up to six months in cool stores.

The first bottleneck Stuart looked to automate was the packing of apples in tubes which would take a manual packer a minute to fill seven tubes, totalling just 35 apples.

Stuart also drew on local automation expertise from the likes of Hastings firms H & C Automated Solutions  (a division of MHM Automation) and CR Automation, with overarching guidance from the local branch of global engineering firm Worleys.

He also looked at innovation within the kiwifruit sector, which has also experienced rapid growth.

“We took a lot of inspiration from kiwifruit, with its rate of growth and expansion, and asked questions about design, phasing the build, and how we think about building something that is going to be 10 times the size in 10 years.”

“We have a significant advantage in Hawke’s Bay in that we have some unbelievable talent within some high-tech businesses such as H & C Automated Solutions and CR Automation.

MHM Automation, a world leader in automating food processing systems with its centre of excellence for packaging and reverse packaging in Hastings, designed a customised robotic solution to pack the tubes.

MHM Automation global sales manager Nathan King says its four H & C tube-filling machines has enabled a three-fold increase in packing to 20 tubes and 100 apples a minute.

“The H&C tube-filling machines are a bespoke design to meet Rockit’s packing needs and include a vision system that identifies the height of each apple to allow the robots to select the right-sized apples to perfectly fill each tube,” Nathan says.

Stuart says overall, the facility is working well and is a vast improvement from Havelock North.

He’s full of praise for the many local businesses that went the extra mile to meet a deadline of mid-February when the first apples arrived from the orchards, including lead construction firm MCL Construction, engineering design consultants Strata Group and structural steel firm Red Steel and Kinetic Electrical.

“Every business that was involved stepped up from the early engagement with Strata and MCL through to the many engineering fabricator firms that pitched in along the way.

“There is a really good food network here, businesses that have expertise in food processing such as engineers, fabricators and automation, and they have excellent support networks of firms that also assisted.

“The end result is that we have a ‘great playbook’ for future facility development across the world.

Stuart and his team have now turned their automation thinking to the orchard. As more and more trees are planted, they know that they have to automate processes on-orchard.

“On-orchard is the next low-hanging fruit but automation is not quite ready at the moment; however, we can set up the orchards so that there is a better chance automated pruning and picking can take place in the future.

Rockit – small but packing a mighty punch

t may only be 100 grams in size, but the world’s smallest commercial apple is packing one big punch across the world.

With over 100 million apples packed in 2021 and forecasted growth of over 400 million apples packed by 2025, it doesn’t take rocket science to work out that Rockit Global Limited needed a multimillion-dollar purpose-built, automated post-harvest facility to keep up with consumer demand.

It’s been a meteoric rise for Rockit Global since entrepreneur Phil Alison had a great idea in 2002 to position the miniature apple as a completely unique, healthy, nutritious and fun snack option that could sit alongside chocolate bars and chips.

Instead of the apple being a commodity, Phil decided to put a small quantity of apples into a plastic tube and position it as a fast-moving consumer good (FMCG) products.

Phil sold the business to investors in 2019 and with two over-subscribed capital-raising processes that secured new money from existing investors – growers, Ngai Tahu, Punchbowl Investments and Pioneer Capital – the new post-harvest facility, new branding and eco-friendly packaging, the business has hit the afterburners.

New chief executive Mark O’Donnell is heading mission control and along with a team of over 100 permanent staff, they are introducing the miniature apple with new cheeky character ‘Rocki’ to new international markets, anticipating huge demand, especially in Asia.

Up until now, growing and packing Rockit apples has been labour intensive, so major investment has gone into innovating within the supply chain, with a focus on automating many parts of the business.

The new 20,600 m2 post-harvest facility, named Te Ipu, by Ngati Kahungunu, on six hectares within Irongate’s industrial zone is part one of a multifaceted strategy to make sure the business keeps up with demand.

Currently 500 hectares of trees are planted in New Zealand, and a further 1.7 million trees planted around the globe, with another 150 hectares to be planted this year and 250 hectares in 2022.

“We are on a very exciting, very steep growth trajectory and we anticipated the requirement for this facility some years ago, as we were quickly outgrowing Cooper Street, but it was always planned for 2021,” says Mark.

The new facility was up and running for the 2021 harvest, in early February, thanks to a project construction team predominantly made up of local businesses such as MCL Construction, Strata Group, CR Automation and Kinetic Electrical, as well as global leaders with local offices such as MHM Automation (locally known as H & C Automated Solutions) and Worleys.

“There is a broad team of contractors and suppliers that have supported Rockit since the beginning, most of which are based in Hawke’s Bay. We’d also like to think that we have supported them off the back of our growth.

“The rate at which we have expanded in the last few years has tested the capacity of many of the local contractors, and we’ve engaged additional firms in order to be able to execute our development in time for the following season.

“In terms of our new facility at Irongate, we have been pleased to partner with a number of companies that have been committed to delivering the project. While I can give credit to all those we’ve been working alongside, Strata and MCL are two local businesses that have performed extremely well. Kinetic Electrical have also repeatedly delivered across several work fronts, and CR Automation – who were the main plant integrators – worked very hard to hand over a plant that worked from day one under a tight schedule.

“We have also invested in state-of-the-art automation through local firm MHM Automation in a two-year collaborative project that delivers our packed fruit at a much higher rate with fewer people involved.

“While there were many challenges throughout the project – the most significant being Covid19 – all of our partners remained committed to delivering on schedule, and were collaborative and innovative in coming up with ways of dealing with any challenges that arose.

With Stage 1 complete planning for Stage Two is underway, with land capacity at the back of the current facility.

“The next stage is expected to commence in 2023, when we will add more processing technology to provide further capacity for production through to 2030 and beyond.”

As well as launching a new facility, the company has also refreshed its brand to appeal to the growing global market. Rockit is presently sold in more than 30 countries, including the US, China, India, Vietnam, Japan and the Middle East, and was launched into India last season.

General manager of global marketing Julian Smith says the new brand has been updated following global consumer feedback that showed a significant opportunity to develop a more contemporary and appealing brand for Rockit.

“The new brand reflects our unique personality and our approach to doing things differently.

“We involved the entire company in the process to develop a new story and position in the market, focused on standing out as the brand with attitude, personality and fun,” Julian says.

A new logo, packaging and design will be launched in global markets on 1 July starting with a big campaign with Rocki and PAC MAN to celebrate International Children’s Day in Greater China.

“We are excited to partner with TAMCO and the PAC MAN brand to bring something special and showcase Rockit for the first time on the global stage with another branded consumer icon, PAC MAN.

“Our new brand represents our personality – brave, innovative and a little bit cheeky and has tested extremely high in all global markets so far,” says Julian.

Rockit turns to Worley to deliver project to tight deadline

Developing a best-in-class, post-harvest facility has many moving parts and a high level of complexity. It relies on the lead project manager making sure it’s up and running in time for the ripe apple to be picked and packed, which is an unmovable deadline.

Rockit Global Limited turned to Worley, a global leader in energy, chemicals and resources, which has a specialist engineering and project management team based in Hastings Street, Hastings.

“The local team has been delivering projects to heavy industrial infrastructure, FMCG and food and beverage clients mostly in Hawke’s Bay, central north island, Bay of Plenty, Marlborough and the East Coast,” says Roger Hawken, Hawke’s Bay Division Manager, Worley.

“A single point of overall project reporting to Rockit and other stakeholders was essential for Rockit management to get one coherent update of progress, cost, risk and schedule.”

Worley has been involved in this project since 2018, but was more recently engaged in a formal project management capacity in 2019. Ferdie Enslin, Senior Project Engineer, became involved in the project in early 2020 and took over as Project Manager several months later.

“One of the reasons the project was such a success was the fact we were able to work with Rockit from the early stages,” says Ferdie. “This helped define the scopes of work and the commercial mechanisms. It also allowed us to tailor the skills and expertise of each party that would be involved in the project delivery.

“We have found through working in the local market over the years what the particular strengths of each party are, we try not to put scope onto a contractor that is not in their sweet spot.”

Although Rockit grows apples, it is more like an FMCG business because the product – a Rockit™ apple – is sent from the facility in consumer packaging similar to a chocolate or muesli bar.

Worley’s project team involved several local project engineers and a cost controller, all of who required lots of face time with Rockit and the contractors.

Roger says COVID-19 brought some real challenges to the project.

“These were mitigated in part because we were able to revert to working from home quickly, and because the various contracting entities worked together as one team to progress the project.

“This was a really interesting project for us. We are proud to be part of this great success story for Rockit. Having a hand in the plant starting up on time and on budget was very satisfying.”

Worley delivering both globally but locally

Worley delivers project and asset services for the energy, chemicals and resources sectors in New Zealand and around the world. It also provides expertise in engineering, procurement and construction, as well as consulting services.

Worley has been operating in New Zealand for more than 40 years (previously as Transfield Worley and WorleyParsons) with customers in the infrastructure, food and beverage, industrial, minerals, metals, chemicals and hydrocarbons sectors.

Nationally, Worley has a team of more than 1,000, comprising 350 employees and 700 contractors operating from six offices throughout New Zealand.

In Hawke’s Bay, Worley has been developing, maintaining and building manufacturing and processing plants for over 20 years. These projects have included wineries, food processing, pet food, pulp, lumber, fertiliser and bottling plants, and wastewater treatment, biofuel and infrastructure facilities.

“We often get involved in projects at the concept stage when our customers have an idea but need help to develop the scope, cost estimate and schedule, and to identify and manage risks to progress the project to a viable business case,” says Roger.

“We focus on plant, equipment and machinery, from concept through to construction and commissioning, integrating specialised equipment into production processes. Our projects often involve buildings, however our core strength is in complex manufacturing and processing industries, and end-to-end project management.

“We are backed by the world-class expertise, systems and processes of Worley’s global business.”

When describing design and build, Roger says it’s a “unique offering where we take on full responsibility for a project before the detailed design has even been completed. This is often under a commercial environment where profit is shared based on our performance – be it cost, schedule, safety or plant performance.

“We often find our clients prefer this model over traditional lump sum or straight reimbursable,” he adds. “This is because the risks and rewards are shared between us and the customer. And a successful outcome for the customer means a good outcome for us.”

Leaders in Automation for food procesing

MHM Automation designs and supplies automated systems for food processing. They understand the challenges processors face and develop solutions to deliver better quality product with improved food safety and reduced reliance on manual labour.

The company is recognised as a technology leader, with its equipment installed for some of the world’s most prominent names in dairy and meat processing.

For primary processors of cheese, MHM Automation provides complete line automation from the cheese tower to palletising, including the BetaVac vacuum packing system and Milmeq cheese cooling tunnel, renowned for its reliability and simplicity of operation.

For primary processors of meat and fresh produce, they offer complete line automation from packing to palletising. Equipment includes AiCo carton erectors, lidders and closers, and Milmeq chilling and freezing tunnels or Milmeq plate freezers for fast, energy-efficient freezing.

For secondary processors, the H&C reverse packaging system is the only one of its kind, providing complete process automation at the front end of the processing line. Functions include de-palletising, de-cartoning, de-bagging and defect detection. Integrated vision systems allow for variability in product shape and size.

MHM Automation’s point of difference is their ability to develop custom solutions in response to each processor’s needs and integrate them within the existing production line. The partnership with Rockit is an example of this approach.

Tasked with increasing the throughput at the Rockit apple packing plant, MHM Automation reviewed the existing operations and identified tube filling as the first priority task to automate. A product development process followed, including design, prototyping, testing and proving and then fine-tuning before producing the final machines now installed at the plant. Their work with Rockit continues, with focus now turning to automating the orientation and placement of apples onto the infeed conveyor, prior to filling the tubes.

From its offices across New Zealand and Australia, MHM Automation supplies food processors around the world. The company has a significant presence in the Hawkes Bay, with its centre of excellence for packaging and reverse packaging systems in Hastings (historically Haden & Custance) employing 55 staff in the region.

Talk to one of their industry specialists about how automation could benefit your processing operation and get your plant future-ready.