A future-ready workforce. For industry, by industry.

Tama has been in the same role at a dairy business in the Waikato for four years and feels stuck. He is considering a move for a change and a potential pay rise too.

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His employer is struggling to find more staff and can't afford to change his role until he finds someone to take his role. Sending Tama to a local education provider for training would keep Tama in the business, but it's busy and they need more staff first.

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Greater access for recognised on-the-job training could help Tama to feel more motivated and valued, and his employer to save valuable time and workforce capacity when he needs it most.

Malcolm has run his small heavy engineering firm in Hamilton for 20 years, training apprentices who stay with him for years. When necessary, he sends them to Auckland for training. Though he prefers to train them himself on the job, Malcolm acknowledges that his staff might need more up-to-date skills for future roles at other businesses.

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Co-produced courses between business and education providers can better align taught skills with industry needs, making Malcolm more likely to offer his employees qualifications that will benefit his business (and make it easier to sell when he retires), while also setting up his employees for a more prosperous future.

Lisa runs a small manufacturing business. Tough economic conditions and falling salaries have led some staff in her Christchurch office to resign.
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Larger firms quickly adapt to tech advancements, using them to improve their bottom line and attract staff from smaller companies. Lisa knows she needs these advancements to stay competitive but struggles to find skilled workers in Christchurch, because the qualifications for the industry are not aligned with what her business needs. Larger Auckland firms can afford to train staff in-house, but she relies on finding ready-to-work talent.
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Standardised qualifications would help Lisa find skilled employees, allowing her to compete more effectively with larger firms, often owned by overseas companies.

Richard was a skilled machine operator at an industrial manufacturing company. After a workplace injury limited his mobility, he sought to upskill in CNC programming and robotics technology to remain in the industry. However, the nearest training center was in Australia, far from his home, and the costs were prohibitive.

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Unable to afford the travel and training expenses, Richard remains unemployed and uninspired. His former employer values his contributions and recognises the need for technological advancements but cannot finance his training due to rising costs.

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Richard hopes for an alternative solution, such as remote training or sessions at local polytechnics, which would provide access to the same level of training available in major cities. This approach would support regional and rural areas, helping businesses stay competitive and upskill their workforce.