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Tag: New Zealand

  • Mycofeast Buys New Zealand Dairy Protein Startup Daisy Lab

    Mycofeast Buys New Zealand Dairy Protein Startup Daisy Lab

    British biotechnology firm Mycofeast acquired New Zealand dairy protein startup Daisy Lab for an undisclosed sum in October 2026. The buyout secures Daisy Lab’s precision fermentation platform.

    The deal transfers Daisy Lab’s Auckland operations and patent pipeline to the UK group. Daisy Lab’s scientific team will stay intact.

    Daisy Lab uses genetically engineered yeast to produce animal-free dairy proteins, including whey, casein, beta-lactoglobulin and lactoferrin. The company estimates its system cuts greenhouse gas emissions by up to 97 per cent compared with conventional dairy farming. Its most advanced project centres on high-yielding bovine and human lactoferrin. The iron-binding glycoprotein is used in infant nutrition, immune supplements and pharmaceuticals.

    Integration without cuts

    All laboratory staff and founders will keep their Auckland positions. Co-founders Irina Miller, Nikki Freed and Emily McIsaac will take broader operational roles across the Mycofeast organisation.

    Development work from the New Zealand team will link with Evolutia Bio, Mycofeast’s research arm in California. The team will also draw on the parent firm’s industrial processing plants. Daisy Lab had initially engaged Mycofeast as an ingredient customer and commercial partner before talks became a full buyout.

    “There are no layoffs associated with the acquisition. Mycofeast wanted both the technology and people,” Daisy Lab co-founder and CEO Irina Miller said.

    Fermentation economics in focus

    Extracting traditional lactoferrin requires thousands of litres of bovine milk to yield a single kilogram of purified protein. That scarcity keeps market prices between $600 and $2,000 per kilogram. It is one of the most expensive dairy fractions on global commodity markets.

    Precision fermentation bypasses cows entirely by brewing identical proteins inside stainless-steel bioreactors. For ingredient buyers across Asia, synthetic biology offers stable pricing. It also removes exposure to seasonal milk collection swings, farm runoff rules and herd disease risks.

    Capital pressure across alternative protein

    Australasian food-tech startups are turning to offshore trade sales over standalone venture capital rounds. Higher interest rates and tighter funding over the past two years made building private pilot and commercial processing facilities prohibitively expensive for early-stage laboratories.

    Selling to an established biotech operator gives Daisy Lab immediate industrial hardware without raising dilutive scale-up equity. The deal also hands Mycofeast a research base in New Zealand. That puts the British group inside a major agricultural exporter currently overhauling its biotech regulations.

    Next steps for scale

    Daisy Lab incorporated in Auckland in 2021 to engineer alternative proteins for New Zealand’s dairy-heavy economy. The startup focused on high-margin proteins rather than commodity milk powder. It established high-titre yeast strains to prove commercial viability before pursuing international manufacturing partners.

    Teams across both companies are now preparing lactoferrin samples for regulatory clearance dossiers and commercial customer trials across North America and the Asia-Pacific region.

  • Hundreds of Woolworths NZ Managers Plan First Strike over Five-Year Pay Freeze

    Hundreds of Woolworths NZ Managers Plan First Strike over Five-Year Pay Freeze

    Hundreds of in-store managers across Woolworths New Zealand are staging their first strike in October 2026 to protest a contract proposal that would freeze wages for up to five years.

    Staff represented by First Union will walk out between 10:30am and 11:30am on Tuesday across store locations nationwide to speak directly with shoppers about the pay dispute.

    Terms of the Proposed Contract

    First Union representative Ross Lampert and union officials state the current remuneration package offered by supermarket management locks store leadership into flat base pay rates. During the one-hour stoppage, participating managers plan to distribute information outside storefronts to explain why they rejected the company offer.

    First Union representative Ross Lampert condemned the proposal during negotiations with the retailer. “The pay offer is a slap in the face for people who run Woolworths’ stores,” Lampert said.

    Operating Pressures in Australasian Grocery

    Supermarket operators across the region face tighter margin scrutiny as store-level overheads climb alongside elevated supply costs. For retail chains, holding management compensation flat is a direct lever to contain operational expenditure, but doing so risks damaging retention across frontline supervisory roles.

    Store managers handle daily stock replenishment, team rostering, shrink control and checkout flows. Industrial friction at this tier creates immediate operational bottlenecks for grocery retailers, particularly during high-traffic morning trading windows.

    Shifting Frontline Labour Dynamics

    Supermarket labour disputes in New Zealand historically centred on hourly floor staff, distribution centre workers and checkout operators rather than salaried or supervisory tier staff. Mid-level retail managers taking collective industrial action reflects growing pressure on supervisory wages as living costs outpace historical salary adjustments.

    Woolworths has been updating its store networks and brand identity across New Zealand while managing cost inflation in freight, sourcing and store operations. The dispute shows that frontline cost controls are meeting organized resistance from the staff running store floors daily.

    Next Steps for Store Negotiations

    Union organizers intend to use the Tuesday morning walkout to gauge customer sentiment and escalate collective bargaining terms with grocery executives. Management and union representatives will monitor participation levels across branches ahead of the next round of contract talks.

  • Baby Bunting Lifts Australasian Sales as Store Upgrades Drive 20% Growth

    Baby Bunting Lifts Australasian Sales as Store Upgrades Drive 20% Growth

    Baby Bunting lifted sales across Australia and New Zealand between August 15 and October 4, driven by a 20 per cent cumulative revenue rise across its newly refurbished locations.

    Australian store sales rose 2 per cent during the period, while New Zealand operations jumped 8.7 per cent following capital investments in redesigned shop floors.

    Store of the Future rollout gathers pace

    The specialty nursery retailer poured $44.5 million into its Store of the Future program during fiscal 2026. Management plans to refurbish or open 120 locations across both markets before the overhaul finishes.

    Seven stores entered fiscal 2027 closed for renovations. The redesign swaps traditional category aisles for activity-based displays organised around nursery setup, feeding, travel and play routines.

    “The new format moves our stores from a category-led layout to an activity-led layout, designed around how parents actually shop, and the results speak for themselves,” Chief Executive Officer Mark Teperson said.

    Divergence between new and old formats

    Older stores without the redesign lagged internal sales targets as broader discretionary retail spending softened. The upgraded footprint carried total revenue higher instead.

    That divide mirrors challenges across specialty retail in Australasia. Big-box specialty chains face higher wage rates, utility bills and cautious consumer budgets, forcing operators to extract higher sales density from existing square metres rather than purely opening new doors.

    Landlords face increased scrutiny over tenant allowances and lease terms. Retailers willing to invest capital into physical experiential formats hold stronger use in lease renegotiations across key suburban homemaker centres.

    Margin targets and consumer headwinds

    The capital expenditure follows a fiscal 2026 recovery after inventory corrections and discount pressures weighed on earnings across the baby goods sector. The company disclosed the early fiscal 2027 figures in an ASX filing ahead of its annual general meeting.

    Teperson told shareholders the executive team is tracking interest rates and cost-of-living pressure on young households ahead of the peak year-end holiday shopping cycle.

    Baby Bunting aims to lift its earnings before interest, tax, depreciation and amortisation margin back above 10 per cent as the network refurbishment scales toward its 120-store target.

  • Domino’s CEO Andrew Gregory Takes Control of ANZ as Merrill Pereyra Exits

    Domino’s CEO Andrew Gregory Takes Control of ANZ as Merrill Pereyra Exits

    Domino’s Pizza Enterprises Group CEO and Managing Director Andrew Gregory has taken direct control of the Australia and New Zealand business, effective immediately, to accelerate the company’s reset plan.

    The move follows a mutual agreement for ANZ CEO Merrill Pereyra to leave the business after being appointed to the role earlier this year.

    Pereyra, who holds more than 30 years of quick-service restaurant experience, led a phase focused on reducing costs, paying down debt, strengthening cash flow, and improving franchise partner returns while Domino’s searches for a successor.

    Management shift at the regional unit

    The sudden change puts group-level leadership back into direct line management over the home territory. Regional operations teams will report directly to Gregory while the board conducts an executive search.

    Pereyra previously served as chief executive of Domino’s Pizza Indonesia and held regional leadership roles at McDonald’s across a 30-year industry career. His brief tenure running the Australia and New Zealand business focused on stabilizing unit economics after successive margin squeezes.

    “The reset has established a stronger foundation for the business and remains on track,” chairman Jack Cowin said. “Australia/New Zealand is critical to the Group’s success, and the Board supports Andrew taking direct responsibility to increase the pace of execution while maintaining a clear focus on sustainable, profitable growth for franchise partners.”

    Restructuring and franchisee economics

    The company’s reset plan centers on four financial levers: cutting overhead costs, accelerating debt paydown, lifting free cash flow, and restoring store profitability. Ingredient inflation and higher labor costs strained store margins across Australia and New Zealand over recent trading periods.

    Direct corporate intervention in divisional management signals that the board wants faster cost discipline. Franchisee relations remain the primary operational risk. Store owners need immediate relief on input costs and delivery margins to protect cash returns.

    Quick service restaurant leadership

    Gregory brings extensive quick-service restaurant experience to the operational post, including a previous stint as chief executive of McDonald’s Australia. That background gives group management deep familiarity with franchised supply chains, digital ordering platforms, and local store marketing.

    Fast-food operators across the region face a more cautious consumer base cutting back on discretionary deliveries. Competitors have leaned heavily on price discounts and value bundles. This forces franchisors to balance transaction volume against franchisee gross margins.

    Search for permanent leadership

    Domino’s Pizza Enterprises confirmed the search for a dedicated regional chief executive is underway. The existing divisional leadership team will maintain daily field support and supply logistics during the transition.

    Progress under Gregory will hinge on how quickly store profitability recovers before a new regional chief executive steps in.

  • Vinarchy Appoints Nicole Battistessa as Managing Director for ANZ

    Vinarchy Appoints Nicole Battistessa as Managing Director for ANZ

    Vinarchy appointed former Nestlé and Unilever executive Nicole Battistessa as managing director for Australia and New Zealand earlier this year to overhaul how the wine group targets younger consumers.

    The appointment brings more than 20 years of packaged goods experience to a wine group formed barely 12 months ago.

    FMCG Playbook for Wine

    Battistessa joined Vinarchy after senior commercial roles across Nestlé, Unilever and Kimberly-Clark. Her remit focuses on importing standard fast-moving consumer goods discipline into a domestic wine market long shaped by heritage branding and traditional cellar-door distribution.

    Wine producers across Australasia face falling consumption rates among legal-drinking-age consumers under thirty-five. Beer, ready-to-drink spirits and zero-alcohol substitutes have steadily taken retail shelf space from mid-tier wine labels across major retail banners.

    Portfolio Modernisation

    Vinarchy manages a blended portfolio that combines heritage regional labels with newer commercial lines. Applying packaged goods discipline means tighter stock management, faster product development cycles and packaging formats tailored to grocery aisles rather than fine wine specialists.

    For liquor retailers and supermarket groups across Australia and New Zealand, dealing with FMCG-trained leadership usually means firmer volume targets, structured promotional calendars and data-driven category management. The operational friction sits between established winemaking cycles and the speed demanded by modern convenience retail.

    Category Pressure

    The Australian wine sector entered 2026 working through supply imbalances and shifting export patterns across Asia-Pacific. Domestic consumption volume has contracted as household budgets tightened and younger demographics diversified their alcohol spend.

    Winning those consumers requires rethinking entry-level price points, brand messaging and format sizing. Traditional 750ml glass bottles carry less appeal for casual social occasions than single-serve cans and lighter alcoholic alternatives.

    What to Watch

    Battistessa has completed her first seven months running the Australia and New Zealand operation. The next operational test will be the release of Vinarchy’s upcoming commercial product slate and retail ranging agreements ahead of the peak summer trading quarter.

  • Fonterra Annual Profit Jumps to NZ$2.6 Billion on Mainland Sale

    Fonterra Annual Profit Jumps to NZ$2.6 Billion on Mainland Sale

    Fonterra lifted its full-year net profit after tax by 142 per cent to NZ$2.6 billion ($1.6 billion) following the sale of its consumer arm.

    Operating profit jumped 97.6 per cent to NZ$3.4 billion for the fiscal year ended July 31. That figure included a NZ$1.2 billion gain from selling the Mainland Group consumer business.

    The Auckland-based dairy co-operative completed the Mainland sale in March, handing over brands including Anchor, Mainland, Perfect Italiano and Anmum. Stripping out the divestment, underlying operating profit rose 20 per cent to NZ$1.8 billion from NZ$1.5 billion a year earlier. Total cash distributions reached NZ$12.42 per fully shared-up farmer shareholder. That comprised a NZ$10.42 operating payout and a NZ$2.00 capital return from sale proceeds.

    Balance sheet overhaul and debt reduction

    Fonterra used the divestment proceeds and operating cash flow to cut adjusted net debt by NZ$967 million. Total debt fell to NZ$1.7 billion. Gearing dropped to 21 per cent from 24 per cent twelve months prior. Debt to earnings before interest, tax, depreciation and amortisation fell from 1.1 times to 0.7 times, giving the business headroom to absorb farmgate commodity swings.

    Underlying earnings per share rose 31 per cent to 71 New Zealand cents from 54 cents in FY25. Underlying return on capital reached 14.2 per cent. That result beat the co-operative’s target band of 10 to 12 per cent.

    Processing volumes counter farmgate price drop

    Milk collections reached 1,571 million kilograms of milk solids across the season, up 4.1 per cent year-on-year. That set a ten-year processing record for the group. Higher factory throughput spread fixed costs across a larger volume base and improved plant utilisation.

    Higher processing volumes helped shield earnings from softer commodity rates. The final Farmgate Milk Price settled at NZ$9.69 per kilogram of milk solids, down from NZ$10.16 in the previous season. Global milk supply recovered across Europe and the Americas during the period.

    Early recovery against post-sale targets

    The co-operative beat its internal recovery schedule by two years. Management had planned to take three years following the Mainland exit to rebuild underlying operating profit to NZ$1.7 billion. Higher product stream margins pushed the core business past that mark in year one.

    For food manufacturers and retail private-label buyers across Southeast Asia and Greater China, the restructured business now functions strictly as an ingredients and foodservice supplier. It no longer competes as a brand owner on retail shelves. The divestment removed channel conflict with Asian supermarket clients, though it concentrates group revenue on volatile global dairy trade benchmarks and industrial buyers.

    Earnings momentum into the next milk season

    Asset sales in South America and China farming hubs preceded this final exit from overseas retail consumer operations. Fonterra shares traded at NZ$8.30 in Wellington after the release. That put the stock near the upper limit of its 52-week trading range of NZ$6.14 to NZ$8.49.

    Chief Financial Officer Andrew Murray stated that holding product stream returns near FY26 levels would keep earnings on track through the next cycle. Investors and ingredient buyers now look to Fonterra’s opening farmgate forecast update in November to gauge early Southern Hemisphere spring production volumes.

  • SnackHQ Launches 100-Calorie Pick Me up Snack Bars in New Zealand

    SnackHQ Launches 100-Calorie Pick Me up Snack Bars in New Zealand

    Australian health and sports nutrition company SnackHQ launched its Pick Me Up snack bar range across New Zealand in September 2026. The lineup secured shelf space across New World and Pak’nSave supermarkets.

    Boxes arrive in stores in a 145-gram format containing five individual 100-calorie bars. They target shoppers seeking portion-controlled confectionery alternatives.

    Supermarket distribution across two banners

    Distribution covers selected New World and Pak’nSave outlets nationwide. The initial rollout includes four recipes: Choc Brownie, Choc Berry Burst, Cookies & Cream, and Caramel Fudge.

    SnackHQ built the range around strict 100-calorie portion caps. The strategy targets demand for lower-calorie treats that mimic traditional chocolate without full sugar loads.

    Trans-Tasman health snack competition

    The New Zealand launch pits SnackHQ against established domestic manufacturers and dominant multinational health brands. Shelf allocation in the snack bar category is tightly contested across Foodstuffs co-operatives and Woolworths New Zealand.

    Ranging across full-service New World supermarkets and discount Pak’nSave stores targets two distinct audiences. The company wants premium impulse shoppers and price-conscious families. Success will depend on converting trial purchases into repeat staples against cheaper house-brand muesli and protein bars.

    Following domestic Australian debut

    Australia served as the testing ground last year for the 100-calorie packaging format. SnackHQ built its foundation in sports nutrition products before spinning out dedicated everyday snacking formats.

    Crossing the Tasman serves as the first export step for the Australian business. Shared dietary regulations and retail formats will help scale manufacturing volumes.

    Category performance and shelf space targets

    Supermarkets across the region continue reallocating centre-aisle space away from high-sugar confectionery toward functional alternatives. SnackHQ must now prove sales velocity per linear metre to protect its initial ranging.

    Future growth hinges on whether Foodstuffs expands the four-flavour lineup into network-wide ranging across all North Island and South Island stores.

  • ChatGPT Directs Online Shoppers to Fraudulent Websites and Scams

    ChatGPT Directs Online Shoppers to Fraudulent Websites and Scams

    Generative artificial intelligence tools like ChatGPT are directing users to fraudulent websites and malicious online schemes, cybersecurity firm Eset warned on September 16, 2026.

    Eset NZ country manager Scott Leman reported that large language models are surfacing high-risk links, including fake online stores, cryptocurrency scams, and imitation login pages designed to steal user information.

    Unlike traditional search engines that rely on domain authority and indexing algorithms to filter out malicious content, AI search assistants summarise vast amounts of web data, occasionally prioritising compromised sources that contain phishing links.

    How Scammers Manipulate Scrapers

    Attackers generate mass quantities of keyword-stuffed copy to catch automated scraping cycles. This content funnels shoppers to malicious domains. Common traps include direct links, fake downloads, QR codes, and clone booking portals.

    Scammers also plant fake phone numbers and links inside forum threads and press releases. AI crawlers sweep up these entries, presenting them to users as verified customer support contacts.

    “Someone asks an AI tool for help, follows the link it provides and ends up on a fake login page, scam website or malicious download,” says Scott Leman, Eset NZ country manager.

    The Threat to Smaller Operators

    These routing errors create two commercial headaches for independent brands across the region. Authentic merchants lose customer traffic to copycat storefronts. Defrauded shoppers then direct their anger at the real brand.

    Risk falls hardest downstream. Big marketplaces maintain dedicated threat intelligence units. Smaller regional merchants run lean IT teams that cannot audit scrapers around the clock.

    Accelerating Exploitation Cycles

    Faster attack cycles make defense harder. Threat actors use automation to reverse-engineer software patches on the day developers release them. That shrinks the defensive window for digital storefronts.

    Brands that rely on passive domain registration and basic search optimisation now face clone sites within hours of launching new campaigns.

    Security teams are monitoring how OpenAI and rival search providers upgrade their link verification filters ahead of the peak holiday trading rush.

  • Southern Alps Brewing Launches NZ Low-Gluten Lager for $27 to $30

    Southern Alps Brewing Launches NZ Low-Gluten Lager for $27 to $30

    In September 2026, Southern Alps Brewing launched New Zealand’s first premium low-gluten lager, priced between $27 and $30 for a 12-pack.

    The 4.8 per cent ABV beverage comes in 330ml packs and uses an enzymatic process that reduces gluten content to below 10 parts per million while maintaining a standard beer profile.

    Enzymatic reduction and local sourcing

    Southern Alps Brewing, a portfolio brand of Marlborough-based Moa Brewing Company, brews the product with New Zealand malt and southernmost-grown hops, with independent testing by Assure Quality verifying the gluten threshold.

    Traditional gluten-free beers rely on sorghum, rice, or millet, which often changes the body and flavor profile of the brew. By keeping barley malt and deploying enzymes to degrade the problem proteins, the brewer keeps the standard lager profile intact.

    Shelf space pressure in liquor aisles

    Supermarket operators and specialty liquor chains across Australasia face mounting competition in the better-for-you drinks category. Low-carbohydrate, zero-alcohol, and functional drinks have occupied an expanding share of refrigerated retail space over the past three years. For bottle shop owners, stocking low-gluten lines allows them to capture drinkers who might otherwise migrate entirely toward seltzers, cider, or spirits.

    Retail margins in the craft segment remain tight due to elevated excise rates and rising packaging inputs. A 12-pack priced up to NZ$30 places the product directly against mainstream craft four-packs and imported premium labels. Retailers will test whether mainstream shoppers pay a premium strictly for verified gluten reduction.

    Premium pricing in functional brewing

    Breweries across the region spent the last five years rationalizing standard stock keeping units while testing dietary variants. Moa Brewing Company has adjusted its brand portfolio to defend domestic market share against both international conglomerates and neighborhood microbreweries.

    Distribution now expands across New Zealand liquor merchants and retail grocers ahead of peak southern hemisphere summer beverage demand.

  • DB Breweries Rolls Out Draught Zero-Alcohol Beer to 300 Venues

    DB Breweries Rolls Out Draught Zero-Alcohol Beer to 300 Venues

    DB Breweries will install draught dispense systems for zero-alcohol beer across roughly 300 New Zealand hospitality venues ahead of the summer trading season.

    The nationwide deployment follows April pilot trials at two Auckland venues, the Empire Tavern and Moretons.

    Expanding Draught Dispense Beyond Packaged Formats

    Breweries across the Asia-Pacific region historically limited non-alcoholic lines to packaged bottles and cans. Keg stability and line hygiene constraints drove that approach. By introducing dedicated tap systems at scale, the brewer gives on-premise operators a direct draught alternative that mirrors standard beer service.

    DB Breweries managing director Peter Hart said the technology gives consumers choosing zero-alcohol beer an experience comparable to drinking conventional draught.

    Commercial Stakes for On-Premise Operators

    For bar and pub operators, draught zero-alcohol options command higher margins than single-serve bottles. They also keep non-drinking patrons in venue rounds longer. The model shifts zero-alcohol beer from a refrigerated afterthought into active tap lineups.

    Keg throughput and line maintenance remain the chief operational challenges. Non-alcoholic beer lacks the natural alcohol preservatives that protect against bacterial spoilage. Venues taking the hardware must maintain strict cleaning cycles to protect product quality across high-turnover summer taps.

    Scaling Up from Auckland Trials

    Operational feedback from the April trials at Empire Tavern and Moretons guided the rollout. Those tests measured equipment performance and pour rates, establishing dispense protocols before DB Breweries committed capital to a 300-site expansion.

    Technicians will install hardware across the 300 targeted venues over coming months, with all taps scheduled to pour before peak summer patronage begins.

  • Danone Launches YoPro High-Protein Yoghurt in New Zealand

    Danone Launches YoPro High-Protein Yoghurt in New Zealand

    Danone launched its high-protein yoghurt brand YoPro in New Zealand in September 2026. The rollout includes 15g and 20g protein formats manufactured at its Victorian processing site.

    An exclusive distribution deal with Foodstuffs North Island places the brand directly into the cooperative’s supermarket network.

    Protein formats and supply lines

    Standard YoPro pots and pouches contain 15g of protein per serve. The concentrated YoPro Perform line offers 20g per serve. Danone formulated both product tiers without added sugar or artificial sweeteners, targeting gym-goers and convenience shoppers seeking functional dairy.

    Supply ships across the Tasman from Danone’s manufacturing facility in Victoria’s Kiewa Valley. Using this established Australian base allows the dairy group to test New Zealand consumer demand without committing capital expenditure to local processing infrastructure.

    The exclusive grocery route

    The arrangement gives Danone immediate shelf space across high-volume banners including Pak’nSave and New World. For Foodstuffs, exclusive rights to an established Australian brand create a temporary point of difference against rival Woolworths New Zealand.

    Exclusivity deals carry operational trade-offs. Danone cuts its addressable market in half by bypassing Woolworths and South Island stores. That places the entire burden of brand adoption on a single cooperative’s promotional schedule.

    Battle for dairy shelf space

    This launch pits Danone against domestic dairy giants where Fonterra and boutique local processors dominate chilled cabinets. High-protein and low-sugar yoghurt has developed into a reliable growth pocket across Asia-Pacific dairy. It pulls consumers away from standard flavoured yoghurts that carry higher sugar loads.

    Danone spent several years building YoPro into a category leader in Australia before expanding the supply chain eastward. That playbook relies on heavy athletic marketing and high protein-to-calorie ratios to defend premium shelf pricing against private-label alternatives.

    Distribution now shifts to in-store execution across North Island supermarket chillers as Foodstuffs completes category resets for the spring retail cycle.

  • Woolworths to Shift 130 Support Roles from New Zealand to Australia

    Woolworths to Shift 130 Support Roles from New Zealand to Australia

    Woolworths plans to shift roughly 130 customer support roles from New Zealand to Australia as part of a restructuring across the Tasman.

    The proposal includes shuttering the retailer’s dedicated customer care centre in New Zealand to streamline operations across its grocery division.

    Cost Cuts and Centralisation

    Closing the customer care facility will save the business $4.1 million by the 2029 financial year. Woolworths plans to absorb these contact functions into its Australian network rather than maintaining separate customer support centres across both countries.

    Union officials pushed back immediately against the announcement. The Workers First Union condemned the proposal as “corporate greed”, warning that local staff are paying the price for trans-Tasman cost rationalisation.

    Regional Margin Pressure

    Supermarket operators across Australasia face persistent margin pressure from elevated operating costs and cautious consumer spending. Consolidating back-office and contact centre functions allows major grocers to trim overheads, mirroring broader retail trends across the region where administrative operations are pooled into single hubs.

    Consultation over the proposed customer care shutdown remains underway ahead of the company’s 2029 financial milestone.

  • KDDI Expands Starlink Direct Satellite Access to the Philippines and New Zealand

    KDDI Expands Starlink Direct Satellite Access to the Philippines and New Zealand

    Japanese carrier KDDI and Okinawa Cellular expanded their au Starlink Direct satellite service on August 31 to cover the Philippines and New Zealand.

    The cross-border rollout adds two Asia-Pacific destinations to an international coverage footprint that previously included only the United States and Canada.

    Direct satellite links for travellers

    Subscribers to KDDI’s satellite service in Japan can now access low-Earth orbit connectivity in remote areas across both partner markets without paying extra fees or filing advance applications. The service links directly with Starlink Mobile technology when users have a clear view of the sky, enabling text messaging, location sharing, and supported light data applications in regions where terrestrial cellular networks do not reach.

    Local carriers Globe Telecom in Manila and Spark in Auckland are serving as the operational partners for the rollout. Philippine coverage targets remote island corridors and dive destinations such as El Nido on Palawan Island, while New Zealand access focuses on national parks and backcountry wilderness areas.

    “By enabling access to Starlink Mobile’s satellite-powered text and light data services when overseas, we’re helping travelers stay connected in places where traditional mobile coverage isn’t available,” Spark Chief Customer Officer Mark Beder said.

    Regional race for direct-to-cell coverage

    Mobile operators across the Asia-Pacific region are increasingly turning to low-Earth orbit satellite constellations to eliminate dead zones across archipelagos and rugged terrain without building expensive land towers. By routing signals directly between standard consumer smartphones and satellites in orbit, carriers can maintain emergency contact channels for inbound tourists and rural communities without requiring dedicated satellite handsets.

    Globe and Spark are working to expand two-way satellite roaming for their own domestic customers as Starlink prepares broader direct-to-cell capabilities across the wider region.

  • Comvita Swings to NZ$7.7 Million Annual Profit on Honey Reset

    Comvita Swings to NZ$7.7 Million Annual Profit on Honey Reset

    New Zealand Manuka honey producer Comvita swung to a net profit after tax of NZ$7.7 million for fiscal 2026, rebounding from a NZ$104.8 million loss a year earlier.

    Operating profit reached NZ$14 million for the twelve months ended June 30, reversing a NZ$29 million operating deficit booked during the previous financial year.

    Margin Recovery and Cost Discipline

    Gross profit climbed 38.8 per cent to NZ$114.8 million across the period. That performance expanded the group gross margin to 53.9 per cent as efficiency measures took hold across manufacturing and inventory handling.

    The return to the black follows an intensive reset programme that targeted operational costs after heavy inventory impairments and market softness damaged earnings in fiscal 2025.

    Asia Demand and Export Execution

    Comvita built its business on premium functional food demand across Greater China, Southeast Asia and North America. Premium specialty honey brands in the region spent the past two years battling cautious consumer spending, cross-border channel resets and distributor destocking across East Asian department stores and cross-border platforms.

    Market attention now turns to export volume trends in Asian retail channels over the first half of fiscal 2027 to verify whether the margin gains hold up in core consumer accounts.

  • New Zealand Children Food Brand Odi Launches Direct Sales in Australia

    New Zealand Children Food Brand Odi Launches Direct Sales in Australia

    New Zealand children’s food maker Odi entered Australia on August 28, 2026. The launch brings direct-to-consumer sales in the brand’s first international expansion outside its home market.

    Domestic retail distribution across New Zealand came first. Now, the company is targeting Australian shoppers through an online-first model.

    Direct Sales Before Supermarket Shelves

    Odi sells directly to households through its website during this initial launch. Later, it plans to secure distribution agreements with nationwide Australian grocery and food retailers.

    This export push tests whether New Zealand brand momentum translates across the Tasman without immediate supermarket placement. Direct shipping builds customer demand data first. That gives the brand use before it negotiates wholesale terms with major supermarket chains.

    Scrutiny on Infant Food Formulations

    Regulators in Australia are paying closer attention to packaged children’s food formulations. Government research found commercial infant and toddler products are major sources of dietary sugar. That finding puts pressure on established FMCG manufacturers to reformulate ranges.

    Retail buyers have responded by reviewing children’s food ranges, opening shelf space for newer independent labels. Direct sales offer New Zealand brands a fast entry point while buyers evaluate these category shifts.

    Odi will run direct fulfillment in Australia while it finalizes retail supply partnerships for a planned nationwide physical store rollout.