View past winners of the NZIOB’s annual awards programme below. You can search for winners by year, category, company, or name using the menu below.
Project:12 Madden Street – Wynyard Quarter Innovation Precinct, Auckland
The Judges saw Jason’s 12 Madden Street as a very challenging project. It was noted that, as impressive as Jason’s performance was on the project, equally laudable was how big a jump up it was from the predominantly fit-out projects that had marked Jason’s career prior to him being
given this opportunity.
This project had a bit of everything. A tight 20-month programme with Early Contractor Involvement (ECI), a fully engaged client, and lots of technical challenges. The judges viewed Jason as being quietly compelling, and the project being one that demanded he use his full intellect and skillsets.
There was lots of innovation demonstrated on this project, examples being: the first New Zealand use of the state of the art vapour and waterproof system, Coreflex60; high-level adoption of Building Information Modelling (BIM); development of a new Health & Safety (H & S) monitoring system named SOS that enabled the logging of the H & S issues via smart phones/tablets; and on a more practical level, the creation of one site shed for all. Several of the innovations created were new approaches that are now being adopted by Hawkins or Precinct Properties across their respective future projects.
Project challenges included: dealing with a late tenant variation that required negotiation and re-planning to get a good result; getting a sub-contractor team engaged and turning up in a hot market; and demanding ground and water-table conditions, the product solution of which came with an arduous compliance process to receive the required warranty.
The client, Precinct Properties, was delighted with Jason’s performance and have requested him to be representing Hawkins on their next Wynyard Quarter project. That the project was delivered
on time, within budget, and with no one on the project incurring serious harm or Loss of Time (LOT), are all outcomes of an outstanding performance by Jason.
Geoff can recall wanting to be a builder right back at primary school. At age 14, Geoff obtained an after-school job at North Shore based joinery company, Nick’s Timber. This led him to being taken on as a joinery apprentice at Total Timba on leaving school.
While undertaking his apprenticeship, Geoff concurrently completed a National Diploma in Construction Management at Unitec. In 2009 and 2010, Geoff won back-to-back Master
Joiners Apprentice Awards, while completing his Diploma.
In 2011 Geoff re-enrolled at Unitec for the National Diploma in Quantity Surveying and secured a position with PBS Contracting. In 2013, armed with his trade qualification and two diplomas, Geoff made the decision to seek employment with a main contractor, and to enroll in Unitec’s Bachelor of Construction Economics.
Now 29, Geoff has completed his degree and has just passed the five-year milestone with Brosnan Construction. Geoff’s current role sees him leading a team of 30 people that is charged with securing and delivering $40 Million dollars of commercial construction projects in the Auckland region annually.
Geoff is responsible for reviewing the company’s bids, negotiating each project’s conditions of contract, and ultimately assisting the team to create programmes and methodologies for delivering the work. Geoff has recently led the Auckland team on the successful open-book negotiation for the Spencer on Byron Hotel remediation project.
Some additional study is on the horizon line as Geoff eyes his career goal of becoming the CEO of New Zealand’s largest construction company. In the meantime, he has developed somewhat of a passion for challenging the status quo procurement and delivery model.
For the judges, “Geoff was a standout winner from the moment the panel met him. He has a quest for knowledge that will see him broadening his career to reach whatever level he chooses.”
Role:Lead Site Manager
Construction runs through Sam’s veins. From age 16 he began working in the family construction business during the school holidays. After leaving school in 2010, Sam worked full time for Christchurch based Paremata Construction. It was here that Sam first came to the attention of Ebert Construction, as Paremata Construction was a sub-contractor on Ebert’s Synlait Drier 2 project in Dunsandel.
Following a year’s Overseas Experience, Sam returned to Paremata Construction, though was encouraged to move to Ebert’s where he entered their Management Trainee Programme. Two years later, Sam received an opportunity to step up into a leadership role. Sam had been working under an experienced senior manager at Ebert’s Open Country Dairy’s $12 million Awarua Drier 2 project. Prior to completion, the senior manager departed, and Sam was given the responsibility to complete the project. Sam’s most recent role at Ebert’s was Lead Site Manager on the $50M+ dairy processing facility for Mataura Valley Milk in Southland.
With work taking him around the country, the judging panel was impressed with Sam’s commitment, and the passion that he clearly has for his profession and the construction industry. Sam’s expertise in rural industrial builds will no doubt see him being sought out as his career progresses.
Company:Prosper Northland Trust
Project:Te Kākano (The Seed), Whangarei
Te Kākano (the Seed) is the precursor to the larger Hundertwasser Art Centre, an ambitious civic building that will represent the Austrian emigrant architect’s last built project anywhere in the world. Greg was bought on as project manager for Te Kākano, the purpose of which was to serve as an example of what the proposed Hundertwasser Art Gallery would look like, while supporting the fundraising efforts for the larger project. The delivery of Te Kākano also demonstrated that Northland had the capability to construct such a complex style of building.
It was apparent to the judges that Te Kākano could not have been built without Greg. He made a considerable personal investment of time and resources into the project from the very outset. He involved himself in fundraising and personally lobbied for the project to receive local support. Greg had to call upon all his 40 years of building experience to construct this tiny 26m2 structure, one in which all design aspects involved non-standard detailing and adherence to guidelines set by the Hundertwasser Foundation in Vienna.
To achieve the outcomes required of this complex building, considerable trialing of construction techniques and finishes, some of which Greg tested on his own property, at his own cost. The result is the delivery of a unique project that the Northland community has rallied around and has led to the city of Whangarei now embarking on the Hundertwasser museum project.
In the eyes of one referee; “Greg rose to the challenge to not only lead his team on the delivery of
Te Kākano, but also the proposed Hundertwasser Art Centre. He put countless hours into the project for no reward other than his personal belief and passion for the project and the wider regional benefits that the building would provide.
Company:NZ Force Construction
Project:Silverdale Primary School Stage 4, Auckland
There were delays in getting the Silverdale Primary School project started, which had the effect of reducing the project timeframe from ten months to eight months. Jordan reviewed and re-sequenced his programme by splitting the building into two portions. This allowed the concrete contractor to start early and brought the project back to programme once the piling was completed.
This was a simple project, though it certainly had its challenges. Along with the compressed programme that resulted from the delayed start, there were underground and piling issues to contend with. Mid-way through construction there was a replacement project architect that needed to be brought up to speed. Despite all of this, Jordan delivered the project eight-weeks early, an aspect that one referee described as astonishing.
Jordan managed all aspects of the project, from Health & Safety through to value management and even as part-time quantity surveyor. His ability to be pro-active in the face of several significant issues was impressive, as was his close management of both subcontractors, and the clients’ project team. Jordan developed a special bond with the school children, which contributed to the success of the project. This is assisted to NZ Force being engaged to undertake additional projects at the school.
Project:University of Canterbury Warehouse Lecture Theatre Conversion, Christchurch
Richard’s task was to convert the University of Canterbury Print Shop into a 300-seat lecture theatre. The project was programmed to be undertaken over the summer period in order that disruption to the University be minimised. There were two main components to be fitted into a tight ten-week programme; structural strengthening to the existing warehouse building, and the lecture theatre fit-out.
For the lecture theatre to be ready for Semester 1, Richard’s first challenge was to coerce sub-contractors to involve themselves with a project that was programmed to run through the great Kiwi Shutdown period, which is not the easiest of tasks. The other challenge was to sequence the work so that on-site construction could be undertaken in the available ten-week window. The project did come with an eight-week period between engagement and on-site construction, which was time that Richard used wisely.
A high degree of prefabrication was used, which was the key to the project’s success. Double-shifts were run during the on-site construction, which included the employment of “night-time fairies” who cleaned the site over-night, to allow for the morning shift to have a clean run at their work. The judges called Richard’s performance an “impressive effort”, full of innovation and collaboration.
Project:Christ’s College Kitchen Tower Restoration, Christchurch
The Kitchen Tower is a historic building located on the Christ’s College campus. The project represented a complex heritage restoration, comprising demolition, structural strengthening, and the installation of new commercial kitchen operation, offices and amenities.
Complications included known aspects such as working in and around school operations and a commercial kitchen producing 1,000 + meals a day and working on an unreinforced masonry structure in a region experiencing ongoing aftershocks. There were also the unknown and unforeseen aspects that required significant re-sequencing of the programme be undertaken to work around. These included: finding that the foundations were not as predicted; site access limitations because of a large underground services project being undertaken on an adjacent site; and the existence of asbestos lagged pipework and associated contaminated soil that needed to be removed by hand.
Given the building type and the high incidences of aftershocks occurring during the project, Gary (project manager) and Brendon (site manager) placed a great deal of emphasis on safety. This included the creation of a run-to room that represented a safe-zone for site workers to shelter in during aftershocks, and the setting up of safety kiosks around the site, which were provisioned with first aid kits and site-specific safety information. The installation of edge protection to prevent the falling of slate tiles that had become dislodged during earthquakes, was also implemented.
Gary and Brendan came across to the judges as being a well-balanced team, working hand in glove and exhibiting a clear passion for the project they were tasked with delivering. According to the referees; this was an extremely tricky project with any complications (even minor) having the potential to have disastrous consequences. Gary and Brendon combined to form a very cohesive team and provided complimentary skills to one another, while all the time displaying the highest degree of professionalism and client focus.
Project:Te Papa Art Gallery, Wellington
The Te Papa Gallery is New Zealand’s largest gallery space. The most prominent challenge that Chetan faced in this project was to undertake the construction works in an occupied building whilst: managing the public interface in the country’s busiest museum; maintaining security for the museum’s collections; and needing to be particularly careful about managing dust, which has the potential to damage the irreplaceable art and historical artefacts on display. There was a great deal that could go wrong.
So that construction work did not affect Te Papa’s visitor experience, the level of construction noise was managed by undertaking loud works between 11pm at night and 10am in the morning, necessitating three shifts. In conjunction with night works, a specially built insulated workshop was constructed within the site for noisy construction tasks.
Chetan was the main Hawkins contact on the site and was fully immersed in the project. He was involved in the pre-letting of sub-trades and all aspects of the build, including: methodology; safety; financial; and client liaison. The strong relationships that Chetan formed with the Te Papa design team was a standout feature, with the client representative enthusing that Chetan was “a great communicator, being innovative in his thinking and his planning.”
Project:Archibald & Shorter Jaguar/Landrover, Auckland
The new Jaguar and Rover dealership in Auckland involved the redevelopment of an existing building into one that met the prescriptive global branding requirements of the motor-vehicle marques. The result is a building that bears no resemblance at all to the original, with construction undertaken around an operational dealership. The project was Giltrap’s largest site redevelopment undertaken without vacating the site.
This was Trevor’s first project manager role; he was sole charge, working around a live environment, while satisfying both a demanding local client and global corporates (Jaguar and Landrover). An added pressure was that the dealership had to be completed by the British Lions tour, as Land Rover were a sponsor of the team.
Dominion Constructors had built prestigious brand showrooms before, but they viewed this one as having the strictest corporate identity that they had experienced. The European specified products and finishes were sometimes provided with little detail. Trevor had to figure out practical methods for implementing the strict level of finishing details required to meet the corporate identity, and/or find alternative product and fabrications that were either; available, buildable, or consentable. Trevor adopted a solutions-driven approach, with many of the adopted alternatives being his own proposals.
Project:Te Pā Tauira Student Accommodation Village (Otago Polytechnic), Dunedin
The Otago Polytechnic decided that they wanted the project to follow the principles of the Living Building Challenge. This desire influenced the decision to use a Cross Laminate Timber (CLT) panel structure in the new Te Pā Taurira Student Accommodation Village. This was the first multi storey accommodation block in New Zealand made from CLT panels. As a referee commented: “No one in New Zealand had built a building of this type and therefore the learning curve for the whole team was pretty sharp.”
Cameron embraced that steep learning curve. He immersed himself in the new technology to gain an understanding of not only how a CLT panel building goes together, but also to work through the flow-on complications that would arise during construction. Cameron’s curiosity led him to questioning the supplier about detail such as log supply. This knowledge enabled Cameron to anticipate where the pinch-points may arise, and plan for re-sequencing of the programme, if that proved necessary.
CLT panel construction is highly technical, Cameron needed to understand the pacifier and thermal coefficient of the material, with even small details such as joinery installation requiring an alternative approach to avoid window condensation. Larger details such as cranage and scaffolding methodology differed also. The product was new territory, not only for the construction team that Cameron led, but also for the consultants whom he had to challenge.
Cameron was impressive in the way that he pushed himself to develop a detailed understanding of the connections and design process required for CLT panel construction. CLT has little or no tolerance for error, as Cameron said, “on occasion we had to do a bit of trimming with the chainsaw”. The judges could see that the project was delivered in an orderly and well controlled manner – it appeared easy. In their view, this signaled a well-managed project.
Project:Pacific Coast Village Beach House, Papamoa
C3 Construction is a relatively new company and was involved with the client in the construction of simple villas at the Pacific Coast Village development in Tauranga. This led to the opportunity for C3 to construct a new 1,900m2 Beach House, which would serve as the center for all community activities within the village. The project bought the intricate detailing associated with high-end housing to a commercial building project. The quality of finishes used was described as ‘unmatched’, it represented traditional construction with lots of high quality timber work.
There were innovative new construction methods adopted on this project, all of which were designed to either measure progress against the programme and/or accelerate the project timetable. Examples include: a new foundation system that allowed all foundation footings to be tied out to the ground, and then lifted into place complete and boxed ready to pour; and the implementation of a drone-based 3D aerial mapping programme.
On a more pragmatic level, creating a site that sub-contractors would choose to come to, was a key strategy in putting together a sub-contractor team, no small task in Tauranga, where the construction sector is running at capacity. With Auckland based consultants, Michael developed strategies to successfully collaborate at distance.
Company:Cook Brothers Construction
Project:Air New Zealand Campus 1A and Landscape Project, Auckland
The project involved the conversion of Air New Zealand’s existing engineering and campus base at Auckland Airport into a suite of new building fit-out and landscaping packages. Cook Brothers were engaged under an Early Contractor Involvement (ECI) model, with Craig involved at the outset. With the original building having been constructed in the 1960’s, ECI allowed for buildability to be addressed from the start.
With Air New Zealand so invested in quality, this was a project that needed someone who understood and appreciated design and detail. Michael’s background as a cabinet-maker, including super yacht fit-outs proved to be beneficial. It was always expected that the existing building would throw-up a few unforeseen challenges, and this proved to be the case.
There were 24/7 operational aspects of working at an airport that necessitated strong Health & Safety processes. In addition, the airport’s Green Star site classification meant that there was a focus on recycling and safe management of hazardous substances, including management of un-plotted fuel tanks that were discovered during the build.
Craig had the ability to work through issues and to develop solutions. One referee said that Craig “came to meetings with problems solved without us knowing there was something wrong in the first place.”
Company:NZ Strong Group
Project:Manukau Bus Station, Auckland
The Manukau Bus Station could be described as a big civil project with a building on top, with that building incorporating a highly technical roof. The site is bound by three busy roads that created daily Health and Safety issues that needed to be solved.
The judges described Jimmy as a thoroughly modern manager who is very proactive in solving problems. Jimmy’s experience allowed him to identify structural and cladding detailing issues that he then bought to the design team’s attention early. One example of this saw Jimmy individually photograph each unresolved junction on the cladding. With the design issues resolved in facilitated workshops, Jimmy initiated a construction sequence that allowed the programme to be protected.
Such collaboration with the design team and sub-contractors was made easier by having a site shed brought in specifically to allow the design team to be based on site. The client representative was likewise based full time on site allowing Jimmy to communicate any required changes quickly and effectively. This helped to eliminate delays and ensured that the client was always kept informed. Jimmy’s approach was to be proactive in managing design and construction issues. In his words, “to nail stuff early.”
Jimmy created a ‘no surprises’ working environment and managed his team’s workload to ensure that work, lifestyle and sports were well balanced. His philosophy is that “he encouraged his team to be under pressure but not under stress”. In Jimmy’s view, “human relationships are the key to success in this confrontational, fragmented sector”.
This was a building that was simple in concept though complex in its detail. A designer on the project described Jimmy as being “committed to working together (with the design team) honestly and respectively, his enthusiasm for life and passion for delivering buildings shines through and engenders enthusiasm and commitment in the team he leads.”
Project:King’s School Centennial Project, Auckland
The Centennial building at The Kings School connects to existing buildings on three sides and fronts a busy residential road on the fourth side. This makes it a difficult site to manage. Along with the main building project, there were nine peripheral infrastructure and building upgrades to be undertaken. With these ‘mini-projects’ needing to be carried out during school holiday periods, it was critical that the school functioned as normal when the staff and students returned after each break.
This was a big project plus add-ins being undertaken in the center of a school. Steve developed strategies that provided good accessibility and engagement for the students throughout. Physical access for students around the site was created via a ‘safe portal’ walkway, while Steve created a ‘wonder-wall’ where students could write could write up questions on the perspex hoarding windows, to which the Aspec team wrote answers.
The judges formed the view that Steve was obviously a great relationship builder with the client and stakeholders, and that he also a great mentor to his junior team members. The client said that; “to say that Steve performed at an exceptional level is by no means an exaggeration … Steve was always looking for a solution that would work for all concerned.”
Project:12 Madden Street – Wynyard Quarter Innovation Precinct, Auckland
The judges saw that the Wynyard Quarter Innovation Precinct project represented a major transition in Jason’s career. With a background in delivering what Jason described as a “Liquorice allsorts” of predominantly fit-out projects, a 12.500m2 new build was a big step up in scale and complexity.
Just getting your project completed in a hot resource constrained Auckland market is tough, not just in procuring sub-contractors for the project, but also in keeping them on the job. To assist with the latter, Jason embedded a strong team culture that encouraged innovation and a whole-team mentality on the site. A key strategy in enabling open and regular communication between the contractor and the specialist trades, was to create a communal site shed at which the onsite team shared tea-breaks and lunch. Site barbecues were held frequently, and safe working practices were rewarded. A sense of inclusiveness characterised the site.
The site presented multiple challenges. The ground was contaminated with heavy metals, petrochemicals and asbestos, while the high tide mark sat approximately 1.5 metres below ground level. This solution to both was the first New Zealand installation of Corflex60 tanking system, which prevented both vapor and water ingress. This was an innovative solution, as was approaches to Health and Safety, usage of Building Information Modelling (BIM) and Last Planner software. On a logistical level, the site was tightly surrounded by other construction activity. Roads were being redeveloped, which meant several closures with deliveries having to be closely monitored and managed.
A referee described Jason’s approach to the project as beings hands-on, while maintaining a detailed knowledge of the site challenges throughout the project. “Jason was very impressive in his ability to contribute to solving complex problems and generally to make things happen”. The project was delivered on time and within budget.
Project:King Edward Barracks Redevelopment Stage 1, Christchurch
Stage 1 of the King Edward Barracks site’s overall redevelopment involved the construction of two new buildings, one of 7,000m2 and the other 8,300m2, both of which featured the latest earthquake technology. One building was base isolated, while the other used a Buckling Restrained Bracing (BRB) system.
Al is a very experienced construction practitioner, who described his role as “sweeping the road ahead of the guys so that they could build well”. With up to 250 sub-contractors on site during the height of construction, this necessitated a bit of sweeping. Al is methodology driven with the innate ability to adapt programmes when change is required. An example of change that needed deft handling was when compliance testing for the BRBs produced some failures. Al resolved by devising temporary bracing solutions to protect the programme, while he and the engineer worked with the Taiwanese system designer and the US based parent of the supplier, to overcome manufacturing issues. The judges thought that Al had done a great job solving the BRB performance issue.
A referee described Al as a leader who “encouraged all parties to add value to the project where they could, and to continually learn the lessons encountered during the construction process.”
Project:The Crossing Retail Precinct, Christchurch
The Crossing is a retail development of striking design that features shops, hospitality outlets, offices, and a car-park building. From the outset there was a high degree of communication and coordination required. At the base works stage, this engagement was with neighbouring businesses, seeking consensus on when the noisy process of installing 700 concrete driven piles could be undertaken.
Coordination and communication continued to ratchet up when it came to the separate handover of the three buildings that made up this $90M development. This included individual coordination with approximately 40 tenants for their respective handovers. Each building included client design changes, some of them significant. The most dramatic was the need to provide a lift and escalator for the newly signed H & M tenancy. This meant cutting holes in the finished structure to accommodate. Regardless of the scale of the late changes requested, they all required Jeremy to demonstrate agility and responsiveness to manage. In all, the programme had to be rescheduled approximately 20 times to ensure that retail centre’s targeted opening date could be met.
The judges described Jeremy as an impressive people-centric young leader, who had delivered a tough, constantly changing project with energy and enthusiasm and unwavering client focus.
Project:Auckland International Airport Pier B Extension, Auckland
The 350m2 Pier B extension at Auckland International Airport created two new gates (17 and 18) that incorporated a new-to-New Zealand multi-aircraft ramp system, which allowed two aircraft to be simultaneously boarded/unloaded on the one gate. This necessitated four new airbridges (two per gate) and the extension of the existing fuel system. The neighbouring gates 15 and 16 were extended also, providing increased passenger seating and new retail outlets.
As Project Director, Craig managed the high-level client and stakeholder relationships, whilst Phil, as Project Manager, ran the project day-to-day. It was the first time in these roles for either of them, though they had worked together previously on other projects. A good deal of the success of the project can be attributed to the pair’s calm leadership and proactive approach, especially their planning and engagement with key sub-contractors on procurement to get an early start on the project. Their reputation with sub-contractors was particularly strong; “we know that when these two are on a project that the environment will be right for us to succeed” said one.
Neither Craig or Phil had worked on Auckland Airport projects before. While the pair had experience working in live operational environments, nothing would prepare them for the complexities of working in a challenging physical environment, managing a team that had 300 people on site at its peak. The project operated under strict security requirements while maintaining business as usual for the 19.6 million passengers passing through the airport every year.
Auckland Airport was “particularly pleased with the project’s operational interface. The project team rose to our unique operational challenges on numerous occasions, demonstrating a cohesive and intelligent response to the airports imperative to maintain full operations. The project was delivered six weeks ahead of schedule, and under budget without any major disruption.”
Project:Burwood Hospital Redevelopment, Christchurch
Burwood Hospital is a new 32,000m2 state-of-the-art facility that represents part of the largest and most complex hospital building project in the history of New Zealand’s public health service. The works were carried out within the campus of an already busy hospital facility, in which the team needed to ensure the continuity of the existing; water, waste, power, data, and electrical services.
The project was a very large project for Christchurch, with the Leighs Construction team in a Joint Venture (JV) bid with Cockram out of Australia. The head of the project was from Cockram, while Mike was the key person running the overall team on site. This was a large and fast-paced project, and the first major development to proceed in a difficult post-earthquake Christchurch market. The project had tight completion dates, plus the additional complexity of major demolition works being undertaken on existing buildings that were located within the new building footprint.
Through carefully planned methodologies and programming Mike led the way in ensuring all timeframes and requirements were met. His ability to embrace and navigate Building Information Modelling (BIM), and his drive to resolve potential issues before they impacted upon delivery, were major factors in the project being the success it was.
SKOMOBO is an instrumentation system that monitors CO2, relative humidity, air temperatures, and air-particles inside New Zealand classrooms. The collection of such data provides a better understanding of what is happening inside teaching spaces, which will ultimately lead to solutions being implemented/developed that will provide healthier, warmer, and drier learning environments.
The judges found Mikael to be incredibly passionate about his classroom environment monitoring innovation. SKOMOBO is small unit that costs one-tenth of comparable instruments (approximately $500 vs. $15,000). Another benefit over existing instrumentation is that SKOMOBO has both internal memory and the ability to live feed to a server, therefore making it a perfect tool for long term data collection.
Mikael conceptualised the project, wrote and presented the grant for funding and was successful in receiving $100,000 from BRANZ to build a prototype. He brought together a team of researchers and supervised the in-house manufacture of the first batch of 150 SKOMOBOs. These were installed into classrooms throughout the South Island.
Mikael has now secured funding from MBIE to develop an enhanced version of SKOMOBO that will feed live data to a dashboard, enabling schools to see in real-time the environmental conditions inside their spaces. Potentially this would be in the form of dashboard/robot that sits in the classroom and informs the occupants of the current environment and proposes solutions i.e. it is too hot in here, open the window. Over time, students will develop an acute awareness of the environments they inhabit, which will lead them to naturally develop positive environment management strategies.
A referee described Mikael as possessing “boundless energy, determination and a huge intellect. He has the courage to challenge the status quo and to have big goals, matched with a passion to continuously strive for a better way to do things.” SKOMOBO is the result of such talent and focus.
Project:Building Materials Information System (BMIS)
With the changes to the Health and Safety at Work Act there arose a need for the Person Conducting a Business or Undertaking (PCBU) to have a system that records the existence and location of asbestos within a building.
Building Materials Information System (BMIS) is a tool that helps the PCBU satisfy their regulatory requirements under the regulations. The starting point for BMIS is entering all Asbestos Containing Material (ACM) data identified from an asbestos survey, into a register for each building. The register holds a range of attributes about the ACM item including material type, location, survey methodology etc. BMIS is particularly useful for tradespeople who are working within buildings, and whom need to know of the asbestos dangers prior to cutting open walls, drilling holes etc. A scanning of a QR code in each room within the building by the contractor via a mobile app, will detail the asbestos hazards within that room. Any new work that the contractor undertakes that has an impact on the asbestos risk, is then loaded onto the system, which then updates the asset management/facilities management database.
This report generator allows the PCBU to have an up-to-date document reflecting the true state of asbestos with the workplace at any given moment.
Project:Adjustable Base Isolation Foundation System
Nigel came to New Zealand after the first Christchurch earthquake in 2010. He was amazed to see not only the level of damage that had been inflicted on houses, and somewhat dismayed at the approach to remediation. As Nigel saw it, the accepted repair strategy seeming to be to “jack the house level and pack the gap between floor bearer and top of pile with whatever was available.” Nigel found this repair technique unsatisfactory, as even when done properly, the packing left the connection vulnerable to failure in future seismic events.
Nigel started to research what could be done for residential buildings. He was particularly interested in establishing whether there existed a base isolation system for houses. Determining that there was none, Nigel developed the ABI Piers Foundation System, which is designed to minimise seismic damage to detached lightweight buildings. The invention is an adjustable pier comprised of a nylon plug, a stainless-steel pan, and tension springs. Following a large seismic event, the pier can be easily re-levelled, and the house returned to its original state.
The judges were impressed with the simplicity of the ABI Piers Foundation System, and recognised that its realisation represented a considerable personal effort by Nigel.
Company:Arrow International & Wellington International Airport Ltd
Project:Safety Wingman Initiative – Rydges Hotel at Wellington International Airport, Wellington
The Wingman Safety campaign had been established by Wellington International Airport Limited (WIAL) for earlier construction projects on their site. The current Rydges Hotel project at the airport represented version 3 of the programme, which was developed with main contractor, Arrow.
The resultant Wingman 3.0 ‘taking safety to new heights’ was a collaboration between WIAL and Arrow, who have made a joint commitment to put safety at the forefront. Wingman 3.0 is about everything that happens on-site, whilst promoting a positive worker engagement through all levels of site activities.
Wingman 3.0 involves: ongoing regular events; celebrations; awards; ‘rate a mate’; incentives for near-miss observations and learning opportunities; positive reinforcement; lots of collateral/posters; and a unique site induction video. The video featured the Arrow and WIAL teams skydiving in Taupo to demonstrate good safety planning in an aviation environment, then relating that back to construction. The use of explorer and media personality, Jamie Fitzgerald as the Safety Wingman Ambassador, was impressive, as was the creation of the Wingman 3.0 Safety Hub. The latter was a one-stop shop for health and safety information, as well as being a place to relax during breaks.
In addition to improving safety culture, the Wingman 3.0 programme has instilled a high-performance environment on the site. The simple premise that a ‘safe site is a productive site’ has translated to quality and productivity gains, and a higher level of commitment and attitude exhibited by the site team. What was originally a safety campaign, has become a site culture campaign. WIAL as a Client are leading the industry in procurement of projects recognising health and safety as a key success element. The judges could see that the project team from Arrow had accepted the challenge set by WIAL and have created an inspiring and effective health & safety environment on site.
Project:Safety Collaboration – 135 Albert Street, Auckland
The building at 135 Albert Street accommodates the Auckland City Council. An issue with the building’s stone cladding had been identified, specifically that the degradation and/or inadequacies of the cladding fixing system had resulted in the potential for stone work to fall off the 31-storey building. This could have life threatening consequences to pedestrians.
Hawkins were engaged to: replace 5,000m2 of existing stone cladding (above canopy level) with a lightweight aluminum cladding; replace the existing structural fixing framework; and to refurbish and reinstate 20,000m2 of stone (below canopy level). Innovative Health and Safety (H & S) processes included: a structurally engineered working platform that was built around the base of the building (served as a barrier to capture falling objects while functioning as a staging platform); mast climber working platform technology; and a cantilevered scaffold to enable access to the roof zone façade from lower levels.
The Judges commented that the Hawkins team on site had taken ownership of a project that has significant risks and worked as a team to provide H & S processes that serve as a model example to the industry. As one sub-contractor said, “135 Albert Street is hands down the safest site in Auckland and maybe even the whole country.”
Company:The Building Intelligence Group
Project:Spark ATC Asbestos Removal Project, Auckland
Telecommunications company, Spark had undertaken an asbestos identification and management survey across its property portfolio. An outcome was that Spark’s AT Building in the Auckland CBD was identified as having asbestos contamination that needed removal. The Building Intelligence Group (TBIG) were engaged as project manager, with Raji Rai representing TBIG.
The biggest challenge was to ensure that the facility was operational during the asbestos removal works. Due to the quantum of the works and short time slot available, Spark and TBIG agreed to engaged two main contractors to undertake the work. Safely removing asbestos from a building is a challenge, while safely removing asbestos from live technical spaces amplifies the risk, as any failures would be detrimental to Spark and their customers. There was a considerable time pressure overlay to the project also, as Spark had moved the AT Building’s 400 occupants into temporary accommodation for the duration of the asbestos removal project
The project was successfully completed without any single outage to Spark’s services and the asbestos breaches reported were able to be contained within the active zones. This accomplishment gave certainty and confidence to Spark that their contractors and customers were not exposed to any risk while working in this building during the project. The project was also successfully finished on time, which enabled Spark to repopulate 400 staff safely back into the AT Building as programmed.
The judges were impressed by Raji’s total commitment to attaining a result on what was a complex project both technically and logistically. Raji’s planning had to be second to none, with that planning tested by the unforeseen such as; the failure of a sub-contractor mid project, and an agile workface that compromised plans daily. As the client said, “The scale and risk of the asbestos remediation works within a working voice and data exchange was off the scale.”
Company:The Building Intelligence Group
Project:Rangiora High School Rakahuri Building, Rangiora
The new Rakahuri building at Rangiora High School represented one of the Ministry of Education’s (MOE) largest South Island based innovative learning environments. The MOE appointed The Building Intelligence Group (TBIG) to run the project, and David Hopkins was TBIG’s Senior Project Manager.
This project had its challenges. Prior to the contractor being engaged, existing buildings that were located on the Rakahuri site were demolished, with large quantities of asbestos discovered buried in the ground underneath the existing buildings. This required sensitive handling to remove the asbestos from a live school site, while on a more pragmatic level, it delayed the project start date by seven months and required David to negotiate a change to the start date term with the contractor, who hadn’t at that point been engaged formally.
Logistically there was a school funded build package introduced mid-project, which had to be added into the programme. From a buildability perspective, David was deeply involved in the methodology for the erection of the 10 tonne LVL frames, the solution being the development of a large scaffold jig.
The MOE was impressed with David’s performance, their Project Delivery Manager stated that David was one of the best Project Managers that he had worked with.
Project:12 Madden Street – Wynyard Quarter Innovation Precinct, Auckland
12 Madden Street represents Auckland’s first purpose-built co-working space. It is a six-storey building comprised of 9,183m² of general office floor area and 3,424m² of underground car parking spread over two basement levels.
The client, Precinct Properties was very much an active project team member, they drove the culture and challenged all project participants to think outside the box and provide innovative ideas across all project phases. Their view was that “because we believe that when we work together, we must ultimately align our values so that we, as a collective, productively solve our challenges together in a mutually beneficial way.”
Beca, Holmes Consulting, Warren & Mahoney, and RLB were engaged as the design team, with the Hawkins engagement based on a two-stage tender (design bid and build) model, prior to the design completion. This allowed Hawkins to review the design with key sub-trades and provide alternative solutions and options for the design team to consider.
To the judges, this project exhibited a multi-level degree of interdisciplinary collaboration that was led jointly by the client, design consultants and contractor. Examples included: client participation in combined safety walks; site celebrations for the entire site team; safety awards presented by the client team; and a genuine appetite to encourage innovation.
One simple strategy that was employed to promote greater dialogue between the site team, was to create a single site lunchroom for both the main contractor and the sub-trades to use. This was so effective that Precinct Properties have made this a standard requirement on its future projects, paying a larger Preliminary and General (P & G) sum to reflect.
That the identical team has been engaged by Precinct Properties for their next new building project at Wynyard Quarter, underlines the judges view that 21 Madden Street was an outstanding example of project collaboration.
Project:Auckland International Airport Pier B Extension, Auckland
Auckland International Airport Limited’s (AIAL) Pier B project was a demanding fast track undertaking, in which the contractor, Hawkins was bought on under an Early Contractor Involvement (ECI) model. A high degree of trust was essential for this project to have any chance of being delivered on time. An example being the need for the contractor to order long lead items without the certainty of fully completed documentation.
To facilitate free-flowing collaboration, the design team of AECOM, Warren & Mahoney, and Holmes Fire were co-located in the AECOM office for the preliminary, developed, and detailed design stages. This allowed for a coordinated approach to resolving issues as they arose, and rapid development of the documentation.
Beca, Hawkins and the AIAL Project Manager were co-located at the project site compound for the duration of the project. A rolling up the sleeves approach was taken where the project team jointly met and resolved problems at the project office, therefore avoiding lengthy delays in seeking answers. Monthly combined site walks were also undertaken by the wider team, and the design team were also in regular attendance on site during the design and construction phases. This fostered an open, robust, and collaborative team culture, with the ethos of “the team fails and succeeds together”.
Project:Southern Response Repair and Rebuild Programme, Canterbury
AMI was responsible for approximately one third of the residential insurance market at the time of the first Christchurch Earthquake in 2010. Within three weeks of the earthquake, Arrow was engaged by AMI to provide project management services to rebuild or repair residential properties in Christchurch that had been adversely affected by the earthquake. Arrow’s contract with AMI was transitioned to the New Zealand Government owned Southern Response Earthquake Services (Southern Response) post AMI’s failure.
Arrow’s role was to assess damage to approximately 8,000 properties with damage greater than $100,000 and to manage the design and construction of the repair and rebuild programme. This has been a fully integrated partnership working in shared offices with Southern Response. The project team was significant with over 30 consultants and 50 residential builders being involved in a team of 300 people over a seven-year period.
This project demanded a high degree of collaboration from all parties in an emotionally charged environment. Several innovative strategies were developed, examples being; a robotic underfloor camera, (Rover), and the development of a ‘global’ Resource Consent (a New Zealand first). The Southern Response programme of work was vast; comprising thousands of buildings, billions of dollars, an intricate stakeholder group, and a complex supply chain.