MIL Email Publisher (NZ)

Source: Exercise New Zealand

(A World First)

“If we want more New Zealanders exercising, we need more good people out there pushing that message.”

“We spend a lot of time talking about getting New Zealand moving, but exercise professionals are the people who actually turn that ambition into action.”

“While much of the conversation about AI focuses on what it might look like to
replace, we're using it to support work that needs to remain deeply human.”

In a world first, around 2,000 New Zealand personal trainers are being given professional websites and business tools in a nationwide initiative using AI to strengthen the workforce behind the country's fight against physical inactivity.

New Zealand Has An Inactivity Problem

More than half of New Zealand adults are not getting enough physical activity to meet recommended health guidelines. The latest New Zealand Health Survey found just 46.2% met the guidelines in 2024/25, while one in eight adults did less than 30 minutes of physical activity across an entire week.

But behind those numbers is another part of the equation: the people whose job it is to get New Zealanders moving.

From the 19th of August, around 2,000 personal trainers registered with the New Zealand Register of Exercise Professionals (REPs) will receive a professional website and digital business tools as part of their registration.

The nationwide initiative is a partnership between Exercise New Zealand, REPs and New Zealand-built technology platform fitweb. The rollout represents a $2 million investment in New Zealand's exercise workforce, based on the standard retail value of the websites and business tools being provided to around 2,000 exercise professionals.

The aim is not simply to put more websites online. It is to help more exercise professionals become visible, find clients, build sustainable careers and continue doing the work New Zealand increasingly needs them to do.

Backing the People

fitweb founder Ben Mann has spent close to 15 years working across the exercise industry in New Zealand and internationally, from personal training through to senior industry leadership. He says that experience has shaped his view that exercise professionals have a much bigger role in public health than simply delivering a workout to someone who has already decided to exercise.

“For nearly 15 years, I've watched this industry change people's lives, but I've also seen great exercise professionals leave because being good at helping people wasn't enough to build a sustainable career.”

“Exercise professionals do more than support people who already exercise. They make movement feel possible for those who haven't been active in years, helping them see there is a way to start that works for them. Sometimes, the right professional at the right moment is all someone needs to take that first step.”

For Mann, every exercise professional who builds a lasting career has an impact that extends well beyond their own client list.

“One trainer might work directly with 30 or 40 people, but their influence reaches much further than that. They talk about exercise every day. Their clients talk to their families. They share successes. They make movement visible in their communities. They normalise it.”

“If we want more New Zealanders exercising, we need more good people out there pushing that message, and we need them still standing when somebody is finally ready to listen.”

Front Line of Prevention

That workforce is particularly important as New Zealand looks for ways to prevent poor health before it requires treatment.

ExerciseNZ has this month released New Zealand's first comprehensive White Paper focused on physical activity and prevention, highlighting that the country's existing exercise industry remains overlooked and under-utilised as part of the health solution.

ExerciseNZ Chief Executive Richard Beddie says supporting the people delivering exercise in communities is a practical part of changing that.

“We spend a lot of time talking about the need to get New Zealand moving, but exercise professionals are some of the people who actually turn that ambition into action.”

“If we genuinely want physical activity to play a greater role in prevention, then we need a strong, visible and sustainable exercise workforce in communities throughout New Zealand.”

The Business Challenge Behind the Profession

The challenge is that many of those professionals are also small business owners. Alongside coaching clients, they need to market themselves, establish credibility, be found online, manage enquiries and generate enough business to make their career viable.

That is the problem we're trying to address.

Each eligible REPs-registered personal trainer receives an editable, AI-assisted professional website, with search engine foundations, a lead inbox and mini-CRM, business income and expense tools, and other digital infrastructure intended to help them get found and turn enquiries into clients.

Using AI to Support Human Connection

Creating that infrastructure individually for around 2,000 small businesses would ordinarily be impractical. However, AI changes the economics of doing it at scale. For Mann, that is also why this is an AI story with a difference.

“While much of the conversation about AI focuses on what it might replace, we're using it to support work that needs to remain deeply human. AI makes it possible to give thousands of exercise professionals access to business infrastructure that would otherwise be out of reach, but it can't build trust, understand someone's barriers, celebrate their progress or motivate them to keep going. That human connection is what we're investing in.”

Mann says the project is personal because he has seen both sides of the industry's opportunity: the extraordinary impact good exercise professionals can have, and how difficult it can be for those same people to establish themselves commercially.

“We already have exercise professionals across New Zealand who chose this career because they want to help people become healthier, and they have the skills and knowledge to genuinely change lives. It's a missed opportunity if we lose those professionals because they can't build a sustainable client base, while people in their communities are ready to become active but haven't found the right support. The stronger our exercise workforce is, the more New Zealanders it can reach and help
become active.”

Turning Technology Into Community Impact

The initiative builds on ExerciseNZ's wider work to increase the role physical activity plays in prevention and improve recognition of the exercise workforce.

Beddie says technology can help remove barriers, but the ultimate measure of success is what happens in communities.

“A website is simply a tool. What matters is helping more New Zealanders connect with qualified exercise professionals, supporting those professionals to build viable careers, and using technology to make those human connections happen more often.”

Invitations will begin rolling out to eligible REPs-registered personal trainer contractors from the 19th of August.

Source: UNSW Sydney

Financial literacy is less about expertise than knowing how to spend, save and borrow, says a UNSW economist. Here's what you need to know.

8.5 million Australian adults lack basic financial literacy, representing about 45% of the adult population. While Australia ranks among the top 10 countries globally for financial literacy, many people still struggle to confidently make informed decisions about saving, borrowing and managing financial risk.

Professor Isabella Dobrescu, Head of the School of Economics at UNSW Business School, says that a lack of financial literacy can leave people more vulnerable to debt, financial stress and financial abuse, and less prepared for how changes in economic conditions can affect living costs or their personal circumstances.

“Millions of people do not have the basic knowledge needed to confidently decide how much to save, how much to borrow or how to manage financial risk. Financial literacy is not just an individual problem; it is a societal problem, and we need to start building the national capability on this,” she says.

Being financially literate does not mean becoming a money expert. It starts with understanding how everyday financial decisions affect your present and future circumstances, and understanding the economics of your life.

WHAT DOES IT MEAN TO BE FINANCIALLY LITERATE?

The term financial literacy can be intimidating, with people often assuming it means having deep knowledge of investing and the stock market. But Prof. Dobrescu says it is much broader and begins with everyday decisions about money.

The estimate that 45% of Australian adults lack basic financial literacy comes from an analysis of the 2016 Household, Income and Labour Dynamics in Australia (HILDA) Survey. In the analysis, respondents were considered financially literate if they correctly answered all three questions about interest, inflation and investment diversification.

“It is about understanding how to budget, how to save, how much to borrow and how to manage risk. It is about how you make decisions with your money, and so much broader than the stock market,” she says.

Financial literacy helps people manage their own money, but these decisions do not happen in isolation. They are shaped by broader economic conditions, including changes in interest rates, inflation and the cost of living. Prof. Dobrescu says economic literacy helps people understand this wider context, as well as the incentives and trade-offs involved in their choices.

“We live in a world of constraints. We have limited money, limited time, limited information and limited attention,” she says. “Being economically literate helps you make the best in this constrained world, which is the real world.”

On The Business Of Financial Literacy podcast, Prof. Dobrescu says even highly educated people can make costly financial decisions if they do not pause to understand the trade-offs involved. She gives the example of a person who had significant savings in a bank account earning about 4% interest while carrying credit card debt, attracting roughly 20% interest.

“By using those savings to pay off the credit card debt, they could have avoided paying the higher interest rate,” she says. “It shows why it is important to understand the opportunity cost of the choices you make.”

IS DIGITAL SPENDING CONTRIBUTING TO FINANCIAL ILLITERACY?

The way people interact with money has changed. Tap-and-go payments, digital wallets and online subscriptions have made transactions faster and more convenient, and they can also make people less aware of their spending.

“The biggest behavioural change has been removing the pain of paying,” Prof. Dobrescu says. “When we used cash, we saw the coins and notes leaving our wallets. Now we tap with a card, tap with a phone or click on a subscribe button.”

While digital payments do not necessarily make people financially illiterate, Prof. Dobrescu says the lack of friction can make it harder to recognise how much money is leaving an account, particularly when small payments and recurring subscriptions accumulate over time.

“Transactions happen so quickly that we do not always stop and think about the money leaving our account. When spending becomes less visible, it becomes harder to understand where our money is going and make informed decisions about how much to spend and save,” she says.

To make spending more visible, Prof. Dobrescu recommends setting aside time each month to review expenses and identify recurring payments that are no longer needed.

“Take an hour, look at your expenses and understand where your money is going,” she says. “It is about bringing some of that friction back and becoming more aware of the decisions you are making. It's a time cost, but it will pay off in the medium to long-term.”

WHEN DID YOU LAST GIVE YOUR FINANCES A HEALTH CHECK?

Financial literacy requires ongoing attention as people's circumstances and priorities change.

“Financial literacy is not a destination. You have to keep checking the information available and learning because your circumstances change, the financial products available to you change, and the economy changes,” Prof. Dobrescu says.

She says a financial health check should begin with some basic questions: Do you know where your money is going? Do you have an emergency buffer? Are you carrying high-interest debt? And do you understand your superannuation?

“Superannuation is a black box for many people. They know money is going into it, but they may not know how much they have, where it is invested, what insurance is included or whether it will be enough for retirement,” she says.

“The questions people should ask also depend on their stage of life”, Prof. Dobrescu says.

“In your 30s, you should be building the foundations. That means managing debt, establishing an emergency buffer and starting to take your superannuation seriously,” she says.

“Your 40s are a balancing act. You may have a mortgage, children or other caring responsibilities, while also needing to start thinking more seriously about retirement.”

By their 50s, Prof. Dobrescu says people should have a clearer understanding of whether their retirement savings will be sufficient and how future healthcare or aged care costs may affect them.

“The foundations you put in place earlier in life matter, but it is never too late to become more engaged with your finances,” she says.

EDUCATION PLAYS AN IMPORTANT ROLE

Prof. Dobrescu says education has an important role in closing Australia's financial literacy gap. She is involved in STEP UP, UNSW's economic and financial literacy outreach program for high school students, which uses the Playconomics video game to teach economic and financial concepts through live experiences.

“Students can experiment with different choices, see their consequences and then go back and try again,” she says. “They can see in real time how changing one decision can affect a whole range of outcomes.”

Through the simulated economy, students make decisions about budgeting and spending, how much to save and how much debt to take on, how to deal with taxes, whether to invest in private or public goods and how to respond to market cycles. Prof. Dobrescu says the experience also helps them understand their appetite for risk and willingness to delay spending for a future benefit.

“It is like living your life on fast forward, but without the real-world consequences,” she says. “You can make mistakes, try again and learn how your decisions affect your financial position.”

Source: deVere Group

August 17 2026

China's new wave of AI hardware exports offers investors a hedge against Wall Street's “dangerously circular” artificial intelligence trade, affirms the CEO of one of the world's largest independent financial advisory and asset management organisations.

Nigel Green of deVere Group [1] comments as fresh analysis maps out a new generation of Chinese exporters carrying a combined addressable market of $12 billion to $212 billion by 2030, a shift that gives investors a genuine alternative to the self-financing loops he has been warning about for weeks.

“For weeks I've been flagging that too much of the AI trade in the US is financing itself, with the same capital moving between a tight circle of suppliers, lenders and customers and getting booked as growth every time it changes hands.

“A supplier invests in a customer, that customer spends the investment buying the supplier's own hardware, and the identical dollars get counted as fresh revenue at every stop along the loop,” he says.

“China's export wave looks nothing like that. It is hardware shipped to real ports and installed on real factory floors overseas, demand that shows up in customs data rather than in vendor-financing footnotes.”

He describes China as entering “a third global export era”, moving on from the solar panels, batteries and electric vehicles that defined the last decade toward AI-enabled industrial hardware, data-centre equipment and automated production systems.

With US trade restrictions still unresolved, Chinese manufacturers across these sectors are routing growth through Europe and Southeast Asia instead.

Industrial automation and robotics stand out as sectors where corporate execution, not macro tailwinds, decides the winners.

Two listed Chinese automation specialists illustrate the range on offer.
One Shenzhen-listed group carries a buy rating and a price target implying upside above 50%, with its addressable market outside China projected to more than triple from $163 billion as Europe becomes its central overseas battleground.

A Hong Kong-listed robotics manufacturer, rated neutral, is expected to triple its Southeast Asian market share to around 10% by 2030 against a regional opportunity worth $20 billion.

“Those two firms sit at very different stages of the same trade,” explains the deVere CEO. “The Southeast Asian push still needs deeper service coverage on the ground, while the European operation already has real scale behind it. Execution speed is what separates them, not a weaker currency.”

The scale of China's hardware momentum is visible beyond the balance sheets. One Chinese humanoid robot maker shipped more than 5,500 units last year, compared with roughly 150 units each from its leading American rivals.

Beijing hosts the World Robot Conference from August 19 to 23, with exhibitor numbers up 36% year on year to more than 300 and over 150 products launching on-site.

“Volumes like that are the proof.

“An entire supply chain is moving up the value curve at a pace Western competitors are still underestimating, and this week in Beijing will show it in real time.”

Nigel Green argues the diversification case is now urgent for portfolios overweight the most circularly financed pockets of the American AI trade.

“Investors who have been sitting entirely inside the US AI complex are exposed to financing structures I have already flagged as fragile,” he says.

“Adding exposure tied to genuine overseas order books, across robotics, automation and industrial hardware, gives a portfolio real distance from that circularity. Every AI-heavy portfolio needs that distance before the next repricing arrives.”

He concludes that the coming week's robotics showcase in Beijing will offer the clearest signal yet of which Chinese exporters are converting momentum into contracted, overseas revenue.

“Watch the order books coming out of Beijing this week closely.

“They'll tell investors more about where real AI demand sits than another earnings call stuffed with financing arrangements ever could.”

deVere Group is one of the world's largest independent advisors of specialist global financial solutions to international, local mass affluent, and high-net-worth clients. It has a network of offices around the world, more than 80,000 clients, and $14bn under advisement.

Source: KOF Swiss Economic Institute

Zurich, 08/17/2026, 9 AM

In July, private-sector firms in Switzerland anticipated that nominal
wages would rise by an average of 1.2 per cent over the next year.
Although wage expectations are slightly lower than they were a year ago
in almost all sectors, if the inflation forecast by the KOF Institute
materialises, this wage increase should still be sufficient to deliver
solid real wage growth by historical standards.

The KOF Institute surveyed around 8,000 private-sector firms on their
wage forecasts in July as part of its quarterly economic surveys.
Roughly 3,500 businesses responded to the relevant question. According
to the survey, companies expect to see an average wage increase of 1.2
per cent in a year's time. This is 1.3 per cent lower year on year. The
outlook for nominal wage growth is thus continuing the downward trend
observed since the survey began in 2022. Forecasts are now centred
around 1 per cent, with half of firms anticipating wage growth of
between 0.6 per cent and 1.4 per cent. Far fewer companies than a year
ago are planning wage rises of 2 per cent or more, whilst the median
remains unchanged at 1 per cent.

The decline in wage expectations is likely to reflect two main
developments. On the one hand, the situation on the Swiss labour market
has been steadily deteriorating since 2023: seasonally adjusted
unemployment rose slightly, and the shortage of skilled workers has
eased further. In 2025, employment grew only marginally. On the other
hand, consumer price inflation fell again last year and was at times
close to zero. Although inflation has since risen slightly again due to
the war in Iran, there is nevertheless less need this year to adjust
wages in line with past inflation.

Real wage growth could be above average in 2027

Real wage growth – that is, wage growth after adjusting for inflation –
is crucial for the purchasing power of wage earners. The firms surveyed
also indicated what level of inflation they are anticipating over the
next twelve months. As in previous surveys, they expect inflation to be
higher than that forecast by the economic research institutes: whilst
the KOF Institute, for example, forecasts inflation of 0.5 per cent for
the next twelve months, businesses are anticipating 1.1 per cent. They
reckon that wage increases are therefore likely to be just enough to
offset price rises, so real wages would essentially stagnate. If, on the
other hand, the KOF Institute's latest forecast proves accurate, the
expected nominal wage growth of 1.2 per cent would result in a real
increase of around 0.7 per cent. This would be a respectable figure by
historical standards: real wages according to the Swiss Wage Index rose
by an average of 0.2 per cent per year between 2014 and 2023.

Construction sector expecting the highest wage growth

There are significant variations between sectors. Firms in the retail
trade (0.8 per cent), wholesale trade (0.9 per cent) and in the
manufacturing and financial sectors (1.0 per cent each) are forecasting
comparatively low nominal wage growth. The sharpest year-on-year
declines in forecasts within the financial sector were seen in banking
(from 1.4 per cent to 0.8 per cent) and in the chemical and
pharmaceutical industries (both from 1.5 per cent to 1.0 per cent) – a
trend that is likely to reflect the particular challenges facing these
sectors. The pharmaceutical industry is under pressure from the US
government to lower its prices; the chemical industry is feeling the
impact of US trade tariffs and the rise in energy prices resulting from
the war in Iran; and, in the banking sector, the ongoing integration of
Credit Suisse into UBS could dampen wage growth.

The construction sector constitutes a clear outlier here as it is the
only sector in which companies are forecasting higher wage growth – both
in nominal and real terms – than they did a year ago, now anticipating a
nominal increase of 2.0 per cent (last year: 1.6 per cent). 90 per cent
of construction firms expect to see wage growth of at least 1 per cent,
whilst in all other sectors at least one in ten businesses reckons that
wages will not rise at all. One reason for this optimism could be the
ongoing shortage of skilled workers coupled with strong order books in
the construction sector. The nominal wage growth of 1.4 per cent
expected in the hospitality sector is above average. Compared with
previous surveys, however, forecasts have fallen significantly here as
well. Hospitality was still leading all sectors in mid-2024 with
projected wage growth of 2.6 per cent.

The KOF Institute's wage surveys

The KOF Institute has been collecting data on wage forecasts of
private-sector firms in Switzerland every quarter since 2022. These
surveys are conducted as part of the quarterly Business Tendency
Surveys, in which the KOF Institute polls around 8,000 Swiss firms. The
surveys include a quantitative question on how respondents' expect gross
wages in their businesses to evolve over the next twelve months.
Analysis of these responses is particularly interesting in July, as this
month's question gauges firms' expectations regarding the forthcoming
round of wage negotiations. Individual companies' responses are
aggregated using employment weights. The survey also asks businesses
about their forecasts for consumer price inflation over the next twelve
months. By combining these wage and price responses, it is therefore
possible to draw conclusions about the real wage growth that companies
are anticipating. Given the large sample size, the data also enables
reliable conclusions to be drawn about the sectors in which firms expect
to see higher wage growth.

Source: Palestine Forum of New Zealand

Although we are all Palestinians, Palestinians have naturally played a
leading role in our movement with courage, determination and a deep sense
of responsibility.

This leadership is not about excluding anyone. On the contrary, the
Palestinian struggle has always been strengthened by the solidarity of
people from many backgrounds who stand together for justice, freedom and
human rights. But Palestinian leadership matters because Palestinians
understand their own history, culture, language and lived experience
firsthand.

That understanding brings a depth of knowledge that cannot simply be
learned from books or reports. Palestinians carry the stories of their
families, communities and homeland. They understand the significance of
places, traditions, historical events and cultural references, and they can
communicate with Palestinian communities in ways that build trust and
genuine connection.

Language and culture are particularly important. The ability to speak
Arabic, understand Palestinian customs and traditions, and recognise the
different experiences within Palestinian communities helps ensure that our
advocacy is respectful, authentic and grounded in the reality of
Palestinian people.

At the same time, Palestinian leadership does not mean Palestinian voices
are the only voices that matter. Our movement is strongest when
Palestinians and allies work together, with Palestinians helping to guide
the movement while welcoming everyone who is committed to justice and
equality.

For the Palestine Forum of New Zealand, this principle is central to our
work. We believe Palestinian voices must be heard, Palestinian experiences
must be respected, and Palestinians must have a meaningful role in shaping
advocacy carried out in their name.

Our movement is ultimately about Palestinian freedom, dignity, equality and
self-determination. Keeping Palestinian leadership at its heart helps
ensure that our advocacy remains connected to those aspirations and
accountable to the people whose lives and future are at stake.

Palestinian leadership and broad solidarity are not competing principles.
They complement each other.

When Palestinians lead and allies stand alongside them, we build a movement
that is stronger, more authentic, more connected to our communities, and
firmly rooted in the Palestinian struggle for justice and freedom.

Source: Sustainable Business Council and Climate Leaders Coalition

The Sustainable Business Council (SBC) and Climate Leaders Coalition (CLC) are calling on whoever forms New Zealand's next Government to prioritise five practical actions that would help unlock sustainable economic growth, strengthen resilience and keep New Zealand competitive in a rapidly changing global economy.

Released ahead of November's General Election, SBC and CLC’s joint 2026 Election Priorities: Policies for Driving Sustainable Growth (https://sbc.org.nz/wp-content/uploads/2026/08/SBC-CLC-2026-Election-Priorities_Digital_FINAL.pdf) sets out 20 business-led policy recommendations designed to support sustainable economic growth, with five priority actions identified for immediate focus.

Together, SBC members and CLC signatories represent more than 140 businesses and contribute more than 42% of New Zealand's private sector GDP.

The briefing paper builds on the findings of the organisations' recent Driving Sustainable Growth (https://sbc.org.nz/resources/driving-sustainable-growth-opportunities-for-new-zealands-economy) report, which found an innovation-led, low-emissions economy could add $22 billion to New Zealand's GDP every year by 2035, rising to more than $33 billion annually by 2050, while reducing emissions by a further 6 percent per year by 2035 and 22 percent per year by 2050 compared to the current pathway.

SBC Chief Executive Mike Burrell says New Zealand has significant advantages to build on, from renewable energy resources and natural capital to innovative businesses and a strong export reputation, and says the question now is whether we can turn those advantages into long-term economic success

“The role of government is not to do all the heavy lifting. It is to create the conditions for investment by reducing barriers, providing policy certainty and partnering with business where market barriers are holding back commercially viable opportunities,” says Mr Burrell.

“Businesses are already investing in innovation, energy transition, resilience and productivity improvements. What they consistently tell us they need now is clear direction, durable policy settings and the confidence to keep investing. This paper focuses on practical measures that can help create those conditions,” says Mr Burrell.

The paper identifies five priority areas for whoever makes up the next Government:

• Commitment to maintaining New Zealand's climate change response architecture to provide long-term investment certainty.

• Unlocking New Zealand's clean energy advantage through a 30-year whole-of-energy vision.

• Accelerating uptake of low-emissions vehicles and supporting infrastructure by removing regulatory and pricing barriers.

• Treating climate and nature risks as economic resilience issues through stronger evidence, governance and planning.

• Enhancing Investment Boost for strategically important low-emissions technologies facing high upfront cost barriers.

These priorities are supported by a further 15 recommendations covering energy, transport, technology, resilience, nature, resource efficiency and industry transition, creating a mix of critical enablers and quick wins to deliver sustainable economic growth.

Mr Burrell says the opportunity now is not to start from scratch, but to move from diagnosis to delivery.

“If we want to grasp the economic opportunity ahead of us, we need to act now. Geopolitical disruptions over the last few years have pushed climate and nature down political agendas, and the regulatory environment for businesses has been inconsistent. We now need to refocus on the mid-to long term plan.”

Taken together, these recommendations represent a practical blueprint for lifting productivity, strengthening competitiveness and building a more resilient economy. They are focused on helping New Zealand make the most of its natural advantages while creating long-term value for businesses, communities and the wider economy.

CLC Convenor and Genesis Chief Executive Malcolm Johns says businesses across the economy are already investing in new technologies, cleaner energy solutions, more efficient operations and greater resilience because it makes good business sense to do so and supports long-term competitiveness.

“What business needs when making 20 to 50-year investment is policy certainty. Large-scale investments are made over decades, not election cycles. Durable and consistent policy settings help unlock the investment, innovation and productivity growth that will underpin New Zealand's future prosperity.”

“New Zealand has the potential to be a leader in areas such as a highly electrified economy that leverages our natural energy advantages in renewable electricity. This will deliver lower total energy costs for Kiwi homes and businesses, lower emissions and more sustainable food and fibre sectors. Capturing those opportunities will require ambition, partnership and a clear plan.”

SBC and CLC are calling on whoever forms the next Government to adopt these recommendations as part of a long-term economic agenda that supports growth, resilience and competitiveness.

Mr Burrell says, “Our businesses stand ready to work constructively alongside whoever forms the next Government to help realise the significant economic opportunity ahead of New Zealand.”

Read the full paper here (https://sbc.org.nz/wp-content/uploads/2026/08/SBC-CLC-2026-Election-Priorities_Digital_FINAL.pdf).

About SBC

The Sustainable Business Council (SBC) is a CEO-led membership organisation with around 120 businesses from all sectors, ambitious for a sustainable New Zealand. Members represent $170 billion of collective turnover, 38% of GDP, and nearly 255,000 full-time jobs. Our network gives members unparalleled influence and the ability to take large-scale collective action. SBC is part of the BusinessNZ network and is the New Zealand Global Network partner to the World Business Council for Sustainable Development. www.sbc.org.nz (http://www.sbc.org.nz)

About CLC

The Climate Leaders Coalition (CLC) was launched in July 2018 with a mission of having business CEOs leading the response to climate change through collective, transparent, and meaningful action on mitigation and adaptation. Coalition signatories collectively represent around 28% of GDP, employ around 8% of NZ’s full-time employees, and have a collective turnover of $126 billion. To be a signatory, organisations are held to account for delivering on commitments outlined by a ‘Statement of Ambition’. www.climateleaderscoalition.org.nz (http://www.climateleaderscoalition.org.nz)

Source: Northland Regional Council

Fifteen community-led Taitokerau projects from planning for climate adaptation to installing solar infrastructure on marae have secured a total of $480,000 funding through the latest round of Northland Regional Council's Climate Resilient Communities Fund.

The 2026 funding round, the third tranche of investment from the fund, provides support for projects that will strengthen climate resilience in communities from the Far North to Kaipara through practical action focused on energy, water, food systems, ecological restoration and climate adaptation planning.

This year, the fund had $480,000 available for allocation but received an overwhelming response from communities, with 90 applications seeking a combined $3.5 million.

Northland Regional Council Chair Pita Tipene says the level of demand highlights both the growing awareness of climate risks and the willingness of communities to take practical action now to build resilience for future generations.

He says the successful projects range from solar power and water security initiatives at marae, to dune restoration, regenerative farming, youth leadership programmes, and hapū-led climate adaptation planning.

“Climate resilience is strongest when it is built locally.” “These projects are community-led, grounded in local knowledge and priorities, and focused on creating solutions that work for the places and people of Taitokerau.”

The 15 projects funded demonstrate significant potential to make a real difference in their communities while contributing to the wider resilience of our region and include:

–
Two energy resilience projects, supporting solar power and battery systems at Te Rāwhiti Marae and Pananawe Marae.

–
Two water resilience projects, improving water security for Te Huruhi Marae in Awarua and the remote community of Maraewhiti.

–
One kai resilience project, expanding the successful Peruperu Rawa initiative to strengthen food sovereignty and community enterprise.

–
Four nature-based resilience projects, focused on regenerative farming in Kaipara, development of a living classroom for ecosystem restoration in Kawakawa, Mangawhai Harbour protection through planting of the spit and a kura-led dune restoration at Kaimaumau.

–
Six planning and preparedness projects, supporting climate adaptation planning, youth leadership, hapū resilience frameworks and whānau preparedness.

This full list of this year's successful projects is:

Energy resilience (Te Ngao)

–
Te Rāwhiti Marae Solar Power ($40,000) – solar power installation at Te Rāwhiti Marae to strengthen energy security and emergency response capability.

–
Pananawe Marae Energy Security Upgrade ($40,000) – replacing diesel generator dependence with solar and battery storage at Pananawe Marae.

Water resilience (Te Wai)

–
Water Resilience (Te Wai) ($38,867) – bore water system for Te Huruhi Marae in Awarua to provide reliable year-round water supply.

–
He Oranga Whānau ($19,900) – protecting a remote community's sole water source and improving water security in Maraewhiti.

Food resilience (Te Kai)

–
Peruperu Rawa Stage 2 ($40,000) – expanding a circular peruperu economy through seed sharing, growing knowledge and community enterprise opportunities.

Nature-based resilience (Te Taiao)

–
Future Ready Farms ($39,725) – supporting regenerative and climate-adaptive farming practices across the Kaipara District.

–
Kawakawa Climate Resilience Community Hub ($34,783) – developing a living classroom focused on food systems, water resilience and ecosystem restoration.

–
Mangawhai Distal Spit Planting Programme ($18,000) – restoring the Mangawhai Harbour spit using locally sourced native plants.

–
Whakaora i te Roto me te Tatahi ($5,000) – Te Kura o Waihārara led dune restoration and native plant propagation at Kaimaumau East Beach.

Planning and preparedness

–
Girls Who Grow – Te Tai Tokerau ($20,000) – empowering young wāhine to become climate resilience leaders.

–
Te Aumangea o Ngāti Tara ($30,000) – strengthening hapū climate literacy and coastal resilience.

–
Matawara Matawhānui Taiao o Te Uri o Tai ($40,000) – developing a hapū-led climate resilience framework for Pawarenga.

–
Ngāti Rēhia Climate Adaptation Plan ($40,000) – supporting hapū-led adaptation planning for climate risks.

–
Ngāti Kuta Rohe – Hapū and Community Resilience ($39,050) – developing a coordinated resilience roadmap and building local capability.

–
Te Roroa Climate Resilient Marae & Whānau Programme ($34,000) – delivering marae resilience planning and whānau preparedness initiatives.

Background

–
The Climate Resilient Communities Fund supports community-led initiatives that strengthen climate resilience across Taitokerau.

–
Since inception, the fund has now invested approximately $1.65 million across 59 community-led projects.

–
The fund operates across five resilience streams: Te Kai (food), Te Wai (water), Te Ngao (energy), Te Taiao (nature-based resilience), and Ngā Mahi Whakamahere (planning and education).

Source: Northland Regional Council

Northland Regional Council's Climate Resilient Communities Fund has generated millions in value for the region a report by Business and Economic Research Limited (BERL) has found.

The report covered the fund’s first two years during which it invested $1.17 million across 44 community-led projects spanning food resilience, water security, renewable energy, environmental restoration, and climate preparedness.

In the report – compiled for the council – BERL found for every $1 invested by NRC, the fund generates an estimated $4.59 in value for Taitokerau.

The report says the fund's value lies not in any single project, but in the way these investments work together.

“Food, water, energy, environmental restoration, and community capability reinforce one another to build stronger, more self-reliant communities.”

The report says the programme has delivered practical assets such as water tanks, solar systems, māra kai, orchards, and restoration projects, while also strengthening local leadership, mātauranga Māori, preparedness, and community connections.

“These social and cultural benefits are just as important as the physical infrastructure.”

The report says value is generated across multiple stakeholder groups.

“Communities benefit through improved well-being and resilience; marae and hapū through strengthened capability and cultural resilience; community leaders through increased knowledge and leadership; and NRC through reduced future infrastructure, environmental, and emergency management pressures.”

The report says funded activities include capacity building; community resilience planning; implementation of projects across food, water, energy, environmental restoration, and climate action; as well as community engagement and awareness raising.

“These activities generate tangible outputs, such as community resilience plans; improved access to sustainable food, water, and energy systems; ecosystem restoration; and increased participation in resilience initiatives.”

The report says over time, these outputs contribute to stronger outcomes for Northland communities.

“Communities become better equipped to identify and manage climate risks, vulnerable populations experience greater water and energy security, and the transition to a low-emissions future is more equitable.”

It says the fund also encourages lasting behavioural change by supporting more sustainable and circular practices across the region.

“At the highest level, the fund contributes to ‘Kia Manawaroa Taitokerau’: a Northland where communities are connected, prepared, adaptable, and thriving.”

“It supports progress toward a net-zero emissions future by 2050, while enhancing environmental sustainability, reducing future disaster recovery costs, and strengthening intergenerational resilience and well-being.”

Source: Epson Australia and Epson New Zealand

SYDNEY, 18 August 2026 – Epson will showcase its latest projection and
display technology at Integrate, inviting media, partners and visitors to discover
the brand's Larger Than Life experience on Stand HK12 at the ICC from 2-4
September.

As one of the key names to watch at this year's event, Epson's presence at
Integrate signals the company's continued investment in visual display solutions
that help businesses, venues and organisations create more engaging, more
memorable audience experiences.

For trade media, consumer media and industry visitors, the stand will offer a
timely look at how Epson is expanding what is possible in projection, wayfinding,
collaboration and immersive visual communication.
On display will be a strong line-up of solutions led by the EB-XQ2030B with the
ELPLU06H lens, a new product and hero model for the show. The Epson EB-XQ2030B is the world's smallest and lightest 30,000-lumen 4K 3LCD laser

projector*, weighing approximately 34.4 kg and offering roughly half the size and
volume of standard high-lumen projectors in its class. It is engineered for large-scale venues, rental staging and immersive environments.
Visitors will also be able to explore the EB-L795SE, EB-L690SE, EV-115, EB-810E and new EB-870Ei, each demonstrating Epson's
focus on flexibility, image quality, reliability and application versatility across a
wide range of commercial and public environments.
Rather than serving as a conventional product display, the Epson stand has been
conceived as an experience in its own right.
Built around Epson’s Larger Than Life theme, the space is designed to magnify
detail, shift perspective and draw visitors into a vivid brand world that reflects
Epson's strengths in scale, clarity, colour fidelity and precision.
Using ultra high-resolution macro imagery of insects, together with oversized
foliage and other natural forms, the stand environment will reveal textures,
patterns and colours often missed by the naked eye. This amplified visual
language is intended to create a striking sense of immersion while reinforcing
Epson's ability to deliver exceptional detail and impactful large-scale imagery.
Epson will also use Integrate to build momentum around further developments in
its portfolio. More information will be released in the lead-up to the show and on
the stand itself, adding another layer of anticipation for media and attendees
planning their visit.

With a standout creative concept, an important and world-beating new hero
product, a carefully selected range of display solutions and more news still to
come, Epson's stand HK12 is shaping up to be a major drawcard at Integrate
2026.
Event details
Location: ICC Sydney
Show dates and times:
Wednesday 2 September: 9:30 am – 5:30 pm
Thursday 3 September: 9:30 am – 5:30 pm
Friday 4 September: 9:30 am – 4:00 pm
*As of January 2026. Main unit without lens. 30,000lm in accordance with ISO 21118.

About Epson, Epson Australia and Epson New Zealand
Epson is a technology innovation and engineering company whose philosophy of
efficient, compact, and precise innovation enriches lives and helps create a
better world. The company uses technology and engineering ability to implement
real-world solutions in precision innovation, industrial & robotics, office & home

printing, and visual & lifestyle.
Led by the Japan-based Seiko Epson Corporation, the worldwide Epson Group
generates annual sales of more than JPY 1.4 trillion.
https://corporate.epson/en/
Epson Australia offers an extensive array of award-winning image capture and
image output products for the commercial, industrial, consumer, business,
photography and graphic arts markets, and is also a leading supplier of value-added point-of-sale (POS) solutions for the retail market. Epson is the market
leader in Australia and worldwide in sales of projectors for the home, office and
education. Established in 1983, Epson Australia is headquartered in North
Sydney and is a subsidiary of the Epson Group headquartered in Japan.
www.epson.com.au
Epson New Zealand offers an extensive array of award-winning image capture
and image output products for the commercial, industrial, consumer, business,
photography and graphic arts markets, and is also a leading supplier of value-added point-of-sale (POS) solutions for the retail market. Epson is a market
leader in New Zealand, Australia and worldwide in sales of projectors for the
home, office and education. Epson New Zealand is headquartered in Auckland
and is a branch of Epson Australia Pty Ltd, a subsidiary of the Epson Group
headquartered in Japan.
www.epson.co.nz

Source: New Zealand Principals’ Federation

The New Zealand Principals’ Federation (NZPF) is calling for a permanent, independent, and statutory Curriculum and Assessment Council to break the cycle of disruptive education reform and give schools the stability they need for our children’s learning.

“New Zealand's education system had no shortage of reform. What it has lacked is the stability required to make change work,” says NZPF President Jason Miles.

“Every few years, curriculum, assessment, and accountability settings are overhauled, often before earlier reforms have had a chance to embed.

“Schools and early childhood education are left absorbing more than the system can realistically support.

“This is not good for our tamariki and rangatahi, and it is not good for our country.

“Our classrooms do not need more change. They need time to make change work,” he says.

NZPF’s proposed council would take a long-term stewardship role across curriculum and assessment, from early childhood through to secondary school. It would ensure that major initiatives are informed by research, developed with educators, iwi and Māori education partners, and communities, piloted and evaluated before wider rollout, and supported by realistic implementation plans covering resources, timelines, and professional development.

“High-performing, equitable, and effective education systems take patience, steady effort, and long-term commitment – not constant upheaval,” Mr Miles says.

“Our proposed Council would operate across electoral cycles and be shaped by genuine partnership with iwi and Māori education partners from the outset. It would bring rigour, professional expertise, and a more deliberate process to curriculum and assessment changes before they reach classrooms.”

Mr Miles explains why Ministers would continue to set overall education policy and retain final decision-making authority.

“This proposal is about strengthening democratic decision-making, not taking authority away from elected governments. We are simply asking for a system that lets good policy survive long enough to actually work, no matter who is in office.

“Together, we can make sure that every child has a consistent and coherent learning journey throughout their education.

“Let’s give our young people the education system they deserve,” says Mr Miles.

Additional information

NZPF has developed a series of information sheets that further explain the rationale, evidence, proposed model, and what success would look like over time. These are publicly available on the NZPF website and are being updated as the proposal evolves. You can access these here (https://www.nzpf.ac.nz/research-centre/EFbkPqt/).

About the New Zealand Principals’ Federation

New Zealand Principals’ Federation (NZPF) is New Zealand’s leading advocacy group for the rights and interests of principals. Its members lead diverse school communities, from remote rural kura to large urban facilities, serving students from all backgrounds and with all learning needs. It is the professional voice for school leaders, equipping principals with the tools, support, and knowledge they need to lead schools where every child can thrive. www.nzpf.ac.nz (http://www.nzpf.ac.nz)