Each year a new group of winners emerge from the NZIOB Awards for Excellence and the NZIOB Young Achiever Award.

Below you can view Award winners by year, category, company or name by using the search function below.

NZIOB History results




Company:Hawkins, Wellington

Project:Walter Nash Centre, Wellington

Read More

The Walter Nash Centre provides the Hutt City community with both sports facilities and a community hub. The new centre which links to the existing Walter Nash Stadium is the first fully integrated recreation and community based facility in the Wellington region.

The centre combines the Walter Nash Stadium, Taita Community Hall, Taita Community Library and Hutt Valley netball courts into a single integrated facility for all ages. With the challenges of an exposed site, weather and a programme with no room to move, Rodney was methodical with every detail of this project as he constantly checked that he was employing the most effective and efficient methodology.

A lateral thinker, Rodney was constantly seeking out innovative solutions. This meant managing relations with a complex community of individuals who all thought that they had a key role to play in the project. The project was located in a community that was initially hostile, with elements of the community intent on tagging the new building and/or stealing plant and equipment from the site.

Security quickly became an issue, with the site suffering multiple break-ins within the first three months of construction. Rodney saw an opportunity to mitigate the latter risk by engaging and building great relationships with the local constable, youth leaders and neighbours. Rodney’s motivation was not only to resolve the issue, but also to identify troubled youth and try to change their attitude, and get them on board with a project that was specifically designed and built for them.

Rodney’s willingness to go the extra mile included the attending of meetings with the families of young boys who had been apprehended tagging and stealing tools and materials from the site. Rodney quickly made it clear that he would talk with everyone and try and address their concerns. Within weeks of the build commencing he had secured community backing and support. He achieved this through working with the community to allow them the opportunity to design and integrate artwork on the precast panels, and by providing viewing slots so that locals could watch the project transform. Rodney also installed a platform so that a photographer could take progress photos for the client’s website.

Rodney’s determination, leadership and passion for this project were exceptional and instrumental in delivering a project that the client, the community, and the whole design and delivery team are extremely proud of.

Rodney has a young family with three school age children and spends a lot of his time outside of work with them. Rodney built his own home and continues to work on projects around the house. He often volunteers his time to friends, helping out with their home projects, or you may see him offering his carpentry skills within his local community, or lending a hand with odd jobs at his children’s school.

Rodney holds a National Certificate in Carpentry, and was awarded a place on the 2015 Hawkins Project Excellence Programme. This is a qualification that Hawkins runs in conjunction with Auckland University.



Company:Fulton Hogan, Christchurch

Read More

“There is something special about a young person who works alongside gnarly construction people, and learns from their experiences and values their contribution and takes this with them as they progress their career.  It is even more special when that young person is respected and valued by those same influences as the cross over to senior positions come Annalise has achieved much in a short space of time; in the opinion of the judges she has the potential at some future date to sit at the board table of a significant business, probably her own!” (Judges comment)

Her most recent significant achievement was her contribution in the successful delivery of the Christchurch Art Gallery Base isolation external works, which required significant flexibility, and project management of both design and construction phases as nearly all of her packages of works were fully redesigned during the construction process.

Her involvement and achievements with this project has also had a strong positive impact for young women within the company and industry. As the youngest and only female engineer within the team, she felt she had a responsibility as a role model to demonstrate the unique skills that women offer in construction and the built environment.

In her final year at Canterbury University she was awarded the CCANZ Second Professional Prize for Concrete Materials, the CCANZ Third Professional Prize for Reinforced Concrete Design and the Roading New Zealand Prize for Pavement Engineering. On graduating with Bachelors of Engineering (Civil) with First Class Honors and having been awarded a Fulton Hogan University scholarship she joined their Graduate programme. Fast tracking her career into a key area she wanted to end up in (civil project management) she experienced a one year secondment with SCIRT (Stronger Christchurch Infrastructure Rebuild Team), working with senior management team as Innovations Coordinator and in one of the design teams as a Graduate Structural Engineer. She has a 10 year plan which includes completing an MBA within five years, incorporating giving back to the industry through the associated project research. She enjoys tutoring students and is passionate about being able to help others by passing on her experience and inspiration towards their own careers.



Company:AECOM, Christchurch

Read More

“We rarely see a young achiever who is at the vanguard of significant industry change. Glenn is already a sought after expert in his chosen discipline of Building Information Modelling and works tirelessly to assist, educate and inform others to understand the value of computer based modelling and use of technology as an everyday tool in the seamless coordination of building design. He impressed the judges with his passion and vision of an industry that uses smart tools in project delivery. We expect that his skills will not be limited to BIM as he becomes a significant influencer in the NZ construction industry.” (Judges comment.)

Glenn currently holds the role of BIM Practice Lead – NZ for AECOM. Leading AECOM’s BIM Consulting offering nationally, based in Christchurch, Glenn works with clients to implement improved project and asset information management solutions and processes with BIM playing a key role in improving project delivery, data collection, data verification and data transfer. This involves assessing existing systems and project delivery processes and developing and implementing a strategy for the integration of BIM and improved information management solutions into organisations and across projects.

Glenn has become one of the leading figures within the ANZ BIM community, he was a key contributor to the MBIE supported New Zealand BIM Handbook, writes articles and speaks at seminars in relation to BIM. He plans to expand the BIM Consulting practice area in New Zealand from being non-existent to being a service offering that is not only profitable and self-sustaining but also opens up opportunities for other parts of the business by raising the awareness, importance and skillset of BIM within the New Zealand business, as a means of improving project delivery and achieving project outcomes for both AECOM and for our clients.

Glenn completed an apprenticeship in structural drafting in the UK, supported by two years’ part-time study at Leeds College of Building where he achieved a Double Award Edexcel Level 3 National Certificate in Civil Engineering in 2006.   Since relocating to New Zealand he has attended and spoken at various conferences and seminars across Australia and New Zealand in relation to Building Information Modelling.



Company:Hawkins, Waikato

Project: Skycity Hamilton City Co-operative

Read More

Ben lead the team on the City Co-Op hospitality precinct project with passion and foresight. Well aware of constraints and restrictions working in a live 24/7 complex and of his clients business and customer needs he drove the process from concept to completion in an incredible short and ambitious timeframe and limited budget. He showed agility to respond to opportunity and crisis at all times -leading from the front he showed that his ability to build a holistic team is one of his greatest skills. Man hours were huge with a very young team working 24/7and long shifts in a high pressure environment whilst maintaining a high quality finish. He undertook the project in a manner which went against the grain of the usual building process, resulting in there being a number of pressure points throughout the project. Some of the younger staff experienced difficulties with handling the stress which came with increased workload and were outside their comfort zone. Ben worked with these individuals providing support, mentoring and guidance to ensure these pressures were turned into learning experiences.

His positive approach to difficult situations enabled the team to make positive and quick solutions to keep the project on programme.



Company:Hawkins, Auckland

Project:ADHB – Hybrid Theatre, Auckland

Read More

The ADHB Hybrid Theatre is designed for mixed use Heart and Lung operations Hybrid Theatre had two clinical systems designed. Both systems required extra structure and services for both systems, providing a challenge to fit everything in within a small operating room and narrow corridor.

Access was a major issue on this project and Nigel developed a solution to access the floor by providing an external scaffold access.

The close relationship Nigel had with “clinical champion” the ADHB clinical project manager appointed to the project was a major factor in the success of this project. Nigel showed excellent management of all disciplines and politics right through the complexity of the project. He worked with clinical staff to understand the methodology. Housekeeping and logistics of deliveries was key to his success.



Company:Fletcher Construction, Auckland

Project:Bledisloe Lane Upgrade, Auckland

Read More

Bledisloe Lane is a popular inner-city Auckland thoroughfare that links Wellesley Street to Aotea Square. The upgrade transformed the gloomy dated lane into a safer more vibrant connection, and did so in six months.

What made the project successful was Dave’s meticulous planning, and attention to detail, whilst maintaining a complete overview of the project. The high-profile lane upgrade featured considerable public interface, and a client who was very averse to negative public exposure. Dave managed the risks of working in close proximity to the public, which involved a restriction on working hours and noise levels.

Dave had a number of logistical issues to contend with. There was no space available for construction vehicles or materials, while fire escapes along the lane need to be kept free throughout the project’s duration. The overarching logistical challenge was in maintaining pedestrian access while waterproofing and paving materials were being laid.

In spite of the myriad of challenges, Dave maintained his composure throughout, which was no easy feat given the difficult circumstances.



Company:Hawkins, Christchurch

Project:Sumner Surf Life saving Club, Christchurch

Read More

Sumner’s new Surf Lifesaving Club replaces an earlier structure demolished following the Canterbury earthquakes.

John understood how pivotal this project was for Sumner and went out of his way to engage with local community. He was accountable for all aspects of the project including health and safety, subcontractor management and working through technical challenges with the design team.

John’s attention to detail helped to achieve the architect’s demanding requirements for the high-profile rebuild project.  John had the team develop a mock-up of the roof ensuring the proposed methodologies would work when the complex geometry of the curved roof structure created weather tightness concerns.

When material lead times threatened to blow the programme time out, John altered the sequencing so that structural work could be staged, reducing the extension time required.



Company:Aspec Construction, Auckland

Project:Transpower Otahuhu Office Development, Auckland

Read More

Transpower needed a new Regional Operations Centre; a smart and inexpensive hub to bring staff together as a team. The project to deliver on that brief required the demolition of an existing office building, without affecting the operation of an on-site control building for Transpower’s grid networks.

Lucian faced numerous challenges on the site of the live power substation. Foremost of which was that there were no as-built information. An engineering degree proved to be very useful to Lucian as he developed a meticulous site investigation process to identify all of the underground services and electrical cables.

An additional issue was that none of the original designs for the new building worked, and so Lucian and the team re-designed as necessary, including the foundations and the storm water system.

Lucian is a detail person who was able to draw upon his engineering background to develop solutions to construction problems. Notably, the project proceeded without damage to existing infrastructure, and zero safety issues or power interruptions.



Company:Hawkins, Auckland

Project:Pridelands, Auckland Zoo

Read More

In delivering this project Garyth gave special consideration to the speechless group – Animals.  A fundamental part of the project delivery was noise and disruption to the animals be kept at an absolute minimum and continuously monitored and managed.

To ensure workability and safety access for keepers to the animal areas, Garyth developed computer models participating in the final detailing of such construction.  He constantly coached, mentored and motivated all team members, sub-trades, sculptors, and artists influencing them to take positive action and accountability for their assigned work creating an effective team with a great collaborative approach.

Excavation work was preceded by thorough site investigations ensuring that vital services to the zoo and animal enclosures were not compromised.   Contaminated material found on the site during occupation of WW2 resulted in all future excavation being tested for contamination before works could proceed.

Garyth was consistently positive and constantly striving for solutions to difficult problems and challenges resulting in a highly successful project.



Company:Hawkins, Wellington

Project:Walter Nash Centre, Wellington

Read More

A carpentry apprentice who has worked his way up through the ranks, Rodney is now a very capable project manager who thrives on responsibility.

On this project, Rodney changed the whole program. He flipped the building scheduling around at interview stage, and won over the client. Rodney took on the objectives of the client as his own. The Walter Nash Centre provides the Hutt Valley community with a facility that serves as both a sports centre and a hub for community based programmes and services.

This was a project with a major community focus. The local community needed to be engaged with, and Rodney ensured that they were involved wherever possible. This project required a project manager who possessed a non-confrontational manner, and whom could build a strong rapport with subcontractors and consultants alike.

Rodney understood complex construction methodology issues and could communicate clearly with all stakeholders. He showed great support for his own reasonably inexperienced team, and kept them focused and enthused at all times.



Company:Fletcher Construction, Christchurch

Project:Te Hapua: Halswell Centre

Read More

The Halsell Centre in Te Hapua was a complex and technically challenging design. The building was broken into16 separate blocks, with each block featuring an extremely complicated roof design that needed to be thought through.

The complexity of the building required innovative details to make the building weather tight, functional and compliant. In collaboration with the Architect, these details were developed on site by Declan and the various trades. The process involved the creation of many mock-ups for plywood diaphragm and flashing details.

Coordination meetings required inputs from the various contractors to make sure the building worked, while retaining the architect’s very definite vision for the building. Declan managed a multitude of personalities in a firm and fair professional manner, and had the ability to engender a desire among the group to complete the works in the most efficient manner.

Declan continuously demonstrated outstanding planning, preparation and prevention skills. A council representative commented that Declan’s performance was as good as he had seen.



Company:NZ Strong Construction, Auckland

Project:Otahuhu Recreation Precinct Stage 2, Auckland

Read More

Richard got his taste for the construction industry while on school holiday jobs working for a family friend on residential construction sites. He left school knowing the construction industry was where he belonged.  The Otāhuhu Recreation precinct is an extremely interesting multi-purpose community centre owned by Auckland Council. 6 swimming Pools, outdoor splash pad, basketball facilities, café, playground, fitness centre, citizen bureau and library, Richard as project manager stepped up with ownership and commitment to a difficult challenging project spanning between two roads, storm water catch pits across the entire site, silt control and bunding paramount during earthworks, contaminated soil, and extremely complex geometry. A large footprint with a multitude of different works happening at the one time Richard ensured the existing facility remained operational throughout the build even though this added programme pressures.



Company:NZ Strong Construction, Auckland

Project:LynnMall Redevelopment, Auckland

Read More

Delivering $32M worth of major extensions (including 25 retail fit-outs) to an operational shopping centre over a ten-month period is a difficult assignment.

The LynnMall project was a big step up for Jimmy Corric, who is a passionate practitioner, and a strong personality. Jimmy was thrown into the project and loved it. His enthusiasm and positive ‘can do’ approach to the project was admired by all stakeholders.

The project came with a number of challenges, notably the requirement to install an additional 130 tonnes of structural steel that could not have been foreseen. The impact on the program was significant. To restore the project timeframe, Jimmy and his team developed an erection sequence by working directly with the structural steel fabricator. This collaboration saw the steel fabricator adopt a 24-hour shift, with Jimmy doing daily visits to site at 10pm to check the tag numbers of components they were welding, log those numbers, and the finalising of fabrication timing and delivery to site the following day.



Company:Arrow International, Queenstown

Project:The Remarkables Base Building, Queenstown

Read More

The Remarkables Ski field is located in an extreme alpine environment. Bruce Halligan was chosen to lead the project because of his experience in leading and delivering demanding projects in tough locations.

This project was a major undertaking for Bruce, and a team that he hadn’t worked with previously. 6000m2 of new building were to be constructed at 1600m above sea level. To achieve the nine-month program (ski off-season), the site was effectively 24/7 for the project duration.

Access to site for was via a windy 14km mountain road. This necessitated the implementation of stringent H & S protocols. Chains were required on all 4WD vehicles, and a maximum length (8.4 metres) was imposed on all prefabricated elements that were being trucked to site.

The environment was extreme, with snow falling in each of the nine months of construction. Temperatures fall to minus 10 degrees at times, and it was not uncommon for team to be working in up to a metre of snow.



Company:Arrow International, Auckland

Project:Vodafone Rural Broadband Initiative Rollout, Auckland

Read More

A Government led rural broadband initiative involving installation of 154 cellphone towers in rural areas from Cape Reinga to Stewart Island. At times says Kevin, it felt like a geography test!

Kevin’s role grew to include the provision of buildability and logistics advice, and input into site selection. The brief was to build cost effectively, which is no easy task when you have the client’s technical advisors suggesting that cellphone towers be erected on the highest peaks!

Kevin provided information for the Resource Consent application, and managed the design process. Kevin’s role was all encompassing, including inputs for lease plans and construction drawings, providing ‘open book’ pricing for each project, and coordinating power supply and installation with 14 different power companies.

The actual ‘building’ work involved the installation of 130 Monopoles and 24 Lattice towers, as supplied by the client. Kevin’s dedication to ensure this high profile project has been delivered on time is a testament to his commitment to the client, his team and his own strong values.



Company:Fletcher Construction, Auckland

Project:Fonterra Head Office & VXV3 Development, Auckland

Read More

Gerard had total involvement in the Fonterra project, from the pre-design to building handover. He was extremely passionate about this project, and showed effective leadership and outstanding strategic management skills throughout.

Gerard worked alongside the project manager, and led a strong team of site supervisors. He implemented a ‘fatigue management plan and roster system’ that ensured the site team all rotate so as to provide enough cover for the project to run at 100% while the family commitments of team members were carried out.

A requirement to recycle 70% of the demolition and construction waste from site, was a challenge, as was working in an extremely high traffic zone for both pedestrians and vehicles. There were tough environmental challenges also, with the site being located on reclaimed land, the inherent shallow water table, and rock being present at deep levels.

Gerard’s knowledgeable but professional style of management empowered the Fletcher team to succeed. His motto of “not expecting anyone to do anything he wouldn’t do” afforded him the respect of all of his colleagues.



Company:Fletcher Construction, Auckland

Project:NorthWest Centre, Auckland

Read More

As Project Director of the new Northwest Shopping Centre, Peter took a very visible and active leadership role on this extremely challenging green-field construction project. He was responsible for delivery of this project on time, to high quality standards. In doing so, he had to deal with approximately 90 individual tenancies and two anchor tenants.

Peter’s management of the interface with the specialist retail tenancy design and subcontract team was critical to ensuring timely delivery of the shopping centre. This involved close management of not only programme and quality, but also clear accountability around management of the site’s Health & Safety policies.

The project was the largest post-tension slab project in New Zealand, which at its peak, had 600 people on site, including 30 Fletcher subcontractors for the base build contract. Peter coordinated the handing over of 100 retail on the same day, which is no small undertaking.

Peter encourages people by the way he conducts himself. He is a quieter leader, and this was a complex project, done well.



Company:Fletcher Construction, Auckland

Project:Penrose Campus Redevelopment Industrial Buildings Demolition, Auckland

Read More

This project involved the removal of 12,000m2 of asbestos roofing and cladding materials from eight buildings.

To remove the material safely and efficiently, while adhering to a tight timeframe, Dave implemented an innovative methodology that saw teams securely working from a platform up to 20 metres above ground level.

After learning ‘Google Sketch Up’, Dave created 3D visuals of all eight buildings, with roof heights and angles minutely detailed. This allowed Dave to build a prototype of his proposed working platform that was to be suspended from a mobile crane.

The 3D modelling reduced the guesswork and allowed Dave to understand the feasibility of placing the mobile crawler crane in various locations. It also allowed Dave to calculate the optimal sequence in which the buildings should be removed.

From the platforms Dave devised, the teams would spray the asbestos sheets, remove sheet fixings, and lift the sheets onto plastic lined pallets for wrapping. The methodology that Dave created is being adopted on all future asbestos roofing projects that Fletcher’s undertakes.



Company:Massey University, Auckland

Project:Low Cost Solar Heating for Schools, New Zealand

Read More

A research project whose purpose is to investigate whether low-cost but high efficiency solar air heaters can improve indoor air quality within an operational school environment.

The key drivers for the project were to improve the health of students, while reducing the cost of heating to schools. To test the thesis, twelve classrooms in Palmerston North were retrofitted with black roof mounted panes to absorb solar energy so as to heat fresh outdoor air, and then pump that warm air into classrooms with a fan powered by solar energy.

Along with scientific data collection, the study uses genomics to identify bacteria growing in children’s throats. Student absenteeism before and during the trial was rigorously monitored to establish whether the trial was successful in reducing student sickness.

This is a study in its early stages, which if successful will be a tool to reduce the incidence of Streptococcus within New Zealand school environments. The outcomes will be healthier children and reduced energy costs to schools.




Company:Aspec Construction, Auckland

Project:King’s School Centennial Project, Auckland

Read More

The King’s School Centennial Project incorporated demolition, and the erection of a state-of-the-art classroom and music block in a live school environment.

King’s School Board issued a project brief, which included a detailed Health and Safety (H & S) Framework and Charter laying the foundation for leadership in H & S. Jeff was therefore very focused in implementing policies that demonstrated safety excellence.

Jeff put several new exciting initiatives in place. This included the introduction of a finger-print scanner system, and building a ‘security portal’ that consisted of two scanners and turnstiles located in a shipping container. Workers’ thumb/finger prints were recorded as part of the site safety induction process, which facilitated quick and easy access to and from site. At log-in, on screen safety messages and alerts popped up.

Jeff’s initiative was to develop an entry environment that supported the objective of controlled entry. The new entry design achieve isolation from the hazardous work area, reinforcement of safety protocols, and separation from the public.



Company:Fletcher Construction, Auckland

Project:Penrose Campus Redevelopment Industrial Buildings Demolition, Auckland

Read More

With approx.12,000m2 of highly brittle asbestos roofing and cladding materials needing to be removed from site, the opportunity arose to produce an innovative removal methodology, with safety as its focus.

Dave commandeered a mobile crawler crane and platform, with the latter being modified to include railings large enough for a team of four fully harnessed team members to work off. The platform had the ability to extend out to 35 metres, and so the workers did not come into contact with any of the asbestos containing materials. This meant that the risk of asbestos contamination to both the staff and the environment were significantly reduced.

The stage allowed the sheets to be lifted and the overlaps sprayed. The sheets were then carried down to the rear (lower end) of the platform where they were stacked onto laid out sheets of polythene. The wrapped bundles of asbestos were then removed by a fork hoist rand taken from site removed the complete bundle into a lined asbestos bin.