2025 was a year of ambition, resilience, and transformation for three leading New Zealand manufacturers—Autex, Florentines Patisserie, and Temperzone. Each faced unique challenges and opportunities, yet all shared a common drive: to innovate, grow, and strengthen their foundations for the future.

 

For Autex, the year was defined by bold sustainability milestones. They launched a world-first building product made from 100% wool, delivering a negative carbon footprint—sequestering an incredible 86 kilograms of carbon for every kilogram of wool wall product. Alongside this, Autex explored new markets, including Saudi Arabia and the U.S., ultimately securing a major U.S. distribution partnership that will shape their growth for years to come. Automation also took centre stage, with the installation of their first robot in Melbourne—a leap forward in efficiency and capability.

 

At Florentines, the focus was on growth and people. Sales surged across New Zealand and export markets, fuelled by new contract accounts and a strong pipeline of innovation. A dedicated NPD team delivered fresh products, while engineering capability expanded through new hires and partnerships. Continuous improvement became part of the culture, and while lean manufacturing and leadership training advanced, Florentines acknowledged there’s more to do in 2026. Their biggest lesson? Invest even more in internal training—because people are the foundation of everything.

 

For Temperzone, 2025 was about stabilisation after two years of transformation. Following a period of discovery and operational leaps, the company reinforced its foundations and accelerated its Lean Thinking journey. Despite a tough New Zealand market, strong Australian demand drove record-breaking sales. Yet competition from imports remains a challenge, with buyers often prioritising upfront cost over long-term value. Temperzone’s response: double down on efficiency, eliminate waste, and improve health, safety, and product quality—all while keeping the boat steady on its course.

 

When asked what support matters most, all three pointed to similar needs: clearer regulations, better-targeted training programs, and incentives for productivity and innovation. Access to skilled talent remains a critical issue, with immigration and training support high on the wish list.

 

And what gets them out of bed each morning? For Autex, it’s the thrill of finishing what they’ve started—big projects like the U.S. deal and automation milestones. For Florentines, it’s the potential of what can be achieved and the joy of seeing improvements that benefit both people and the business (with a slice of cake to celebrate). For Temperzone, it’s pure passion for operations and problem-solving—the heartbeat of continuous improvement.

 

Shared Threads Across All Three

• People and Process First: From Autex’s collaborative learning to Florentines’ training focus and Temperzone’s Lean foundations, capability building is the common denominator.
• Disciplined Focus: Each company emphasised steady execution—explore, decide, deliver.
• Sustainable Performance: Whether through negative-carbon materials, continuous improvement, or waste elimination, long-term value beats short-term pricing every time.
• Practical Support Needed: Clearer regulation, better training, flexible innovation grants, and stronger incentives for productivity improvements remain essential.