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WoolWorks leads the way in emission reduction

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Local wool scourer business WoolWorks received more than $4 million in co-funding from GIDI Fund to convert gas and coal boilers at their Awatoto (Napier) and Washdyke (near Timaru) sites to more modern and efficient hot water heat pump technology.

The new hot water pump at Awatoto, which will be one of the most sophisticated and largest in New Zealand, will replace the site’s natural gas-based hot water generation system, including a hot water boiler and steam heat exchangers.

WoolWorks will invest $2 million into the Awatoto project, with EECA (the Energy Efficiency and Conservation Authority) contributing $455,000 through GIDI funding.

WoolWorks, which employs 150 people, is the largest wool scourer by volume in the world and handles 76 percent of all New Zealand wool.

The project will reduce carbon dioxide emissions from scouring operations at the plant by 1,700 net tonnes per year, 24 percent of the total energy-related emissions from the site.

Every year, the company’s three sites wash more than 100,000,000 kilograms of wool, ranging from superfine merino to crossbred. Prior to processing into garments or carpets, wool needs to be cleaned and this is an energy intensive process reliant on coal boilers.

“We were on a path to reduce our dependence on coal but it would probably have been closer to 2030 before we got there,” says WoolWorks chief executive Nigel Hales.

The funding will be used to install an electrode boiler to produce steam and an industrial heat pump to generate hot water, reducing over 11,000 tonnes of carbon dioxide emissions every year, the equivalent of removing 3,021 cars from the road.

Nigel says the company has made significant gains in improving the efficiency of its world-class scour operations, leading the way globally for the total useful energy usage per kilogram of wool and reducing its carbon footprint.

EECA also funded an energy audit for the Awatoto site in 2020. The audit identified many opportunities that could be implemented to reduce energy consumption, and resulted in installing new low carbon technologies for process heat decarbonisation.

WoolWorks actively manages its energy consumption at its sites and through EECA has been able to appoint a process engineering graduate to focus on energy modelling, simulation and sustainable options.

Other energy efficiency initiatives at Awatoto include the insulation of high-temperature surfaces, including steam and condensate piping and modifying flow-down systems to maximise heat recovery. Every part of the scouring process is monitored, with water usage carefully controlled and waste streams recycled and re-used where possible.

“We will provide the New Zealand wool sector with a unique low-carbon start to the global supply chain, which will support increased demand for New Zealand wool. Rather than planting our way out of the climate change problem by purchasing pine trees to offset our greenhouse gas emissions, we are choosing to do the right thing by the environment and actually reduce our emissions,” says Nigel.

Unhappy at Work? Here’s 4 tips to consider before quitting

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According to the latest TradeMe Jobs Employer & Job Hunter Intentions Report released in April, almost 6 in 10 Kiwis are keeping an eye out for a new job or would be open to a role if the opportunity came up.

This comes as no surprise; the last two and half years have taken their toll, with many feeling burnt out, disengaged and unhappy in their professional lives.

With unemployment at its lowest rate in years, job hunters with good skills will have more options available to them, however, changing jobs is a big decision and shouldn’t be taken lightly. So, if you’re unhappy in your current role, what to do? Here are four ideas for starters:

1. Don’t quit your job – improve it 

Before you decide to through in the towel and make any decisions you might regret, I would highly recommend completing a review of your current role and being very clear on why you want to make a change. Use this review to identify changes that could make a difference to your job fulfilment and create a proposal to talk through with your manager. You’d be surprised at the number of times my clients have made changes (some of them very small) which have made a world of difference. Most managers and employers I’ve had dealings with are fairly supportive of this approach.

2. Consider the big picture

The big picture involves considering factors outside of your actual work tasks, for example, the location of your workplace being handy for school pick up, or you have some big bills to pay and your current remuneration allows you to do this. I’m not saying to stay in a role if it’s causing you distress, but no job is 100% perfect 100% of the time, so if the good times outweigh the bad, then consider whether you’re content to accept the reality of your job at this point of time.

3. Take a break

Often, being in the thick of things day in day out can raise emotions and cloud judgement around the reality of a situation. If you’re able to take annual or unpaid leave to remove yourself from your role and have a genuine break – with the express purpose of giving yourself space to review your situation – this may increase clarity and help you to make better informed decisions on next steps.

4. Engage a careers professional

Friends and family may mean well, but sometimes their advice is just not helpful… or there may be conflicting motives. For example, I once had a client whose husband who didn’t want her to leave her well-paying but high stress exec role as it would’ve meant him playing golf less often. For the best outcomes, work through your options with an impartial expert who will support you through the process, help you to consider all the dynamics at play and feel confident with the decisions you’re making. Considering the huge amount of time and mental energy we dedicate to our jobs, investing in a careers advisor is worth its weight in gold.

Boxing academy and CD cricket get new home

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Giants Boxing Academy founder Craig McDougall can’t wait to open a purpose- built complex to share with Central Districts Cricket, as well as Aikido, fencing and possibly table tennis, at the Mitre 10 Park.

Craig and his 140-plus members – mostly youth whom many regarded as ‘at risk’ – will move from their inner-city premises to the sports park in August.

Funding has come from Lotteries, gaming trusts and local supporter Rodney Green, with $1.6 million of the $2 million confirmed, and Craig sees the potential for future expansion.

“It gives us a permanent and sustainable home for both the Hastings Giants Boxing Academy and the Hawke’s Bay Boxing Association, and being able to co-locate with CD Cricket greatly reduces the initial capital outlay as well as ongoing maintenance and servicing costs of the building.”

Craig adds that the park’s broader offerings are also a huge appeal.

“I expect we will use nearly everything to a greater or lesser degree – running track, sports fields, gymnasiums, pool, etc. I also think many of the existing sports will want to engage in boxing as part of their training.

“Boxing participants will be able to cross- train with indoor sports, including cricket, football, touch rugby, dodgeball, etc, using the larger indoor arena; and Central Districts Cricket will be able to use the boxing gym and training apparatus for their elite players too.

“The location also better serves the at-risk communities that have benefited from the academy’s wider community support programmes as it is more readily accessible from Camberley and Flaxmere.

“Being part of the wider sporting team and community will add value to us; however, we also feel we have much to give back in the form of service, strategies and enjoyment.”

 

 

 

 

 

 

Doctor sticks to script to create world class hospital

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This vision has been driven by Dr Colin Hutchison, who will be joined by local surgeons and local investors in creating a state of the art world class hospital. Kaweka Hospital’s stage 1 will open in July in Canning Road, Hastings and is expected to undertake 5000 operations a year. Stage 2 is also under construction and is set to open in December 2024.

What’s your career background?

I trained as a doctor in the UK initially starting my career in adult medicine. I then spent five years doing research in new technologies to treat people with kidney failure before moving to Hawke’s Bay to be the region’s specialist kidney doctor. From that I moved into public healthcare leadership with the Hawke’s Bay DHB, for five years including a year as the Chief Operating Officer.

What was the motivation for moving to New Zealand?

For family reasons. I had spent my childhood in North America and although I enjoyed living and working in the UK, I knew that I wanted to give my own children broader life experiences and we found that Hawke’s Bay was very attractive with the beaches and access to the mountains. I came across a kidney doctor role at the Hawke’s Bay hospital online and the region looked really attractive, so we came to give it a go.

What was the inspiration for establishing a new hospital?

At the moment in New Zealand there is a lack of healthcare facilities and this causes challenges for senior doctors who want to provide really good care for their patients. Therefore as a group of senior doctors in Hawke’s Bay we thought outside of the box to solve the problem. Over the course of the last couple of years we have designed and raised money to build a new private hospital. Although the vision has been forming over many years, we really got going on the project in 2019.

What suite of services will the new hospital offer?

Our first stage will offer elective surgery and will have four operating theatres in which we aim to do about 5000 operations a year. We will provide a broad mix of surgical disciplines including general surgery, urology, ENT and gynaecology. We want to deliver a new way of surgical care. Presently a lot of healthcare consumers are disempowered and don’t get a good healthcare experience. One of the reasons for this is that healthcare organisations are quite old and have facilities that are run down.

At Kaweka they will be cared for in a state of the art, modern healthcare facility. Our Hospital will be the first 4 star, Green Star Healthcare facility in Hawke’s Bay and the most earthquake secure building. We aim to create a warm healing environment for all of our patients and a great place for our staff to work. Our staff have been recruited because they have real passion for caring for patients and that is from our doctors and nurses through to our support staff and management team. They are all dedicated to giving a first class health experience and raising the bar for healthcare in Hawke’s Bay.

How does private and public health sector work together?

I really see that the private sector is here to support the public sector. The public sector provides the bulk of healthcare in New Zealand and always will, but they only have so many resources at any given time and as a private partner to the DHB we are here to support them and help them deliver elective surgery.

How did the name Kaweka Hospital come about?

We did some brainstorming with a really creative design team. Our aim was to have a name that represented the fact as an organisation we were “from the people of Hawke’s Bay for the people of Hawke’s Bay”.

We looked at natural landscapes and when you look out west you see the Kaweka Ranges rising high above and cradling the region and protecting it from the elements. This was our inspiration. We partnered with Architecture HDT who have used the Kaweka Ranges as a strong influence on the architectural design of the hospital. We are very grateful to Ngati Kahungunu for approving our use of the name.

This is a private entity establishing Kaweka – how did it you approach getting local investors interested?

Most hospitals are part of larger organisations now and as consequence a majority of NZ hospitals are not owned by New Zealanders anymore. This means there is a lack of local decision making and direction. Our surgeons and anaesthetists wanted to guide this project for the future of Hawke’s Bay and that is easier by keeping the hospital in local ownership and governance.

So we now have some incredible Hawke’s Bay families that have invested and are supporting the hospital.

How do you see Kaweka Hospital evolving over the next decade?

Healthcare needs in New Zealand will grow immensely over the next few years as our population ages and unfortunately we have a population that has many health problems. Kaweka is in a great position to react quickly to the needs in our community and in our Stage 2 facility, which is underway and expected to be completed by the end of 2024, we will add a new radiology suite with MRI, CT and Breast imaging, a new cardiac catheterization laboratory in a 6000 m2 complex.

What has been the biggest challenge so far?

We have had to raise a lot of money and that requires a lot of conversations whether that is with Hawke’ Bay investors or banking partners and that means a lot of people need to understand the project in detail and make sure that we are doing the right thing for Hawke’s Bay. We have to show that we have a sound financial structure and good governance around us.

You were already busy before taking on a project of this scale – how have you managed this?

I have had to step back from clinical medicine over the last few years. Most doctors work fulltime either private or public and I have dropped a lot of my clinical hours in the last two years to make this possible but I also love surrounding myself with really good people and I have an amazing team at Kaweka, which certainly does lighten the workload.

Do you have any other projects underway?

I’m really pleased to just announce a collaboration with surgeons in Palmerston North to help them build a new hospital, which will complement Kaweka.

What are the selling points in trying to recruit and attract new staff to Hawke’s Bay?

The selling points are having really great facilities to live and work in. Surgeons spend 15 plus years training so they want to work in an environment that makes it easier for them to perform their skills. We will surround our surgeons with confident support staff and the best of modern technology.

Hawke’s Bay offers an awesome lifestyle, great schools, easy access to the outdoors, which when you come from a city in the UK, like I do it is a very attractive place to live. But to attract the best doctors and nurses to Hawke’s Bay we also have to have a great medical environment, so if we can provide that and then showcase the lifestyle, we are on to a winner.

What do you do in your spare time?

We have a young family and we really enjoy getting out and about in the Bay. In the winter we ski and the summer we love the beach and an ocean swim.

Hastings – like a big city but better

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Hastings District is the centre for employment and economic growth and ready to strengthen its position as the economic powerhouse of Hawke’s Bay.

Hastings District Council economic development manager Lee Neville says the thriving primary sector district has a new wave of industry and business launching from the solid economic foundations on offer.

Lee points to Foodeast, a $18 million food innovation hub that will be established in Ellwood Road, Hastings, a Hawke’s Bay business hub in the Hastings CBD and new marketing campaign targeting new businesses, talent and investors to the district.

“Recently we have been building the profile of what Hastings has to offer those that may consider moving to Hastings, either to relocate their business, move here to work for a local business or to invest.”

The council has created materials for employers to use when recruiting  along with a digital campaign called ‘Hastings – Like a Big City But Better’, and a dedicated website –
www.hastingsnz.com

Lee says the campaign idea came out of talking to local businesses and hearing they were short-staffed.

“We decided to do a campaign that could be used to attract business, investment and talent to Hastings district.”

“While there are businesses already doing this themselves, through this campaign we have provided free collateral they can use to support their own initiatives and contribute to a thriving district.”

Hastings. Like a Big City, But Better was launched at the inaugural Focus on Business held at Functions on Hastings at the end of March.

The guest speaker was Kraft Heinz Company-Australia & NZ non-executive chairman Mike Pretty, who spoke about innovation, rising to challenges, and the future of food.

The Focus on Business events will be a quarterly series aimed at supporting local businesses to network and succeed.

Lee says said the material has been accessed and used by the likes of a company wanting to support their recruitment campaign, to a business with an office in China that used a video to aid its storytelling about its provenance.

Hastings mayor Sandra Hazlehurst said business was the lifeblood of Hawke’s Bay – and especially of the Hastings district.

“Because business is central to the Bay, it’s central to us in local government.  Councils have a role in supporting business, and in Hastings our economic development team has been set up to help ensure that it’s easy to do business here.

“What’s good for business, is good for the economy, and good for all of us.”

App technology sets to clean up the competition

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The increased spotlight on hygiene and cleaning standards has led to a Hawke’s Bay based commercial cleaning business launching a world-first cleaning app.

Following two years of development and trials, The Clean Crew has launched an app guides its cleaning team through a job, with photography and video evidence verified by supervisors and available for the client.

The Clean Crew managing director Gary Singh said as the world grapples with a pandemic, there has been a increases spotlight on cleaning and hygiene standards and the app acts is a new tool that provides peace of mind for clients, their employees and customers.

The Clean Crew offers commercial cleaning services across Hawke’s Bay, Palmerston North and Nelson and has plans to expand into new regions in 2021.

Gary says the app, developed by Hamilton-based app developer Black Quadrant Technologies (BQT), has increased the consistency of cleaning tasks and vastly enhanced client retention.

A customer survey found that 93 percent rated their cleaning service highly and that any complaints are resolved within an hour.

However Gary wanted to raise the bar and believed that a mobile technology based audit tool was the answer.

“Never has it been so important that hygiene standards are a priority for businesses, to keep staff and the public safe.

“The commercial cleaning sector struggles to retain customers, and I wanted to ensure that we can stand by the quality of our work and the app offers us a way of showing our clients that the job has been done to their expectation time and again.

“It’s time technology is introduced to the cleaning sector for the labour component of the service. There’s a steady flow of new equipment and cleaning products but this is a world-first.

The bespoke app, called Convoy, gives instructions of each cleaning job, pre-programmed instructions, special requests, arrival and departure times and client feedback.

The cleaner takes photos of specific areas as they clean which are uploaded into the system in real time, providing visual proof that they have completed the job.

Gary says the next step will be to introduce image recognition powered Artificial Intelligence (AI) technology that will enable the cleaner to audit their work in real time.

The cleaner will be able to scan the area, clicking pictures and recording video, that will be inputted to an AI engine, which analyses the cleanliness of the premise in real time.

Once the cleanliness is above a certain threshold, the job will be marked completed, with an update is sent to a quality supervisor for a visual test. A report of the clean is sent to the client.

“It will revolutionise the sector, eliminating any human error.

The Clean Crew client base includes health providers, food processors, schools and businesses that have significant contact with the public and is New Zealand’s first carbon zero certified cleaning company.

“We promise in our motto to bring quality and this is what we are there for – anyone can pick up a vacuum cleaner and clean but it is the quality of the service that goes along with it that is the important part.”

A recent study by Microsoft, in partnership with IDC Asia/Pacific reported that AI technology will allow the rate of innovation in New Zealand to double and employee productivity gains are also expected to increase 1.5 times.

Only 51 percent of organisations in New Zealand have embarked on AI journeys, a move that will double their competitiveness in 2021.

The Clean Crew took out the innovation category at Hawke’s Bay Chamber of Commerce Business Awards in December 2020 with the judges commenting how the app has transformed how decisions are made within the business.

www.thecleancrew.co.nz

Rockit turns to Worley to deliver project to tight deadline

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Developing a best-in-class, post-harvest facility has many moving parts and a high level of complexity. It relies on the lead project manager making sure it’s up and running in time for the ripe apple to be picked and packed, which is an unmovable deadline.

Rockit Global Limited turned to Worley, a global leader in energy, chemicals and resources, which has a specialist engineering and project management team based in Hastings Street, Hastings.

“The local team has been delivering projects to heavy industrial infrastructure, FMCG and food and beverage clients mostly in Hawke’s Bay, central north island, Bay of Plenty, Marlborough and the East Coast,” says Roger Hawken, Hawke’s Bay Division Manager, Worley.

“A single point of overall project reporting to Rockit and other stakeholders was essential for Rockit management to get one coherent update of progress, cost, risk and schedule.”

Worley has been involved in this project since 2018, but was more recently engaged in a formal project management capacity in 2019. Ferdie Enslin, Senior Project Engineer, became involved in the project in early 2020 and took over as Project Manager several months later.

“One of the reasons the project was such a success was the fact we were able to work with Rockit from the early stages,” says Ferdie. “This helped define the scopes of work and the commercial mechanisms. It also allowed us to tailor the skills and expertise of each party that would be involved in the project delivery.

“We have found through working in the local market over the years what the particular strengths of each party are, we try not to put scope onto a contractor that is not in their sweet spot.”

Although Rockit grows apples, it is more like an FMCG business because the product – a Rockit™ apple – is sent from the facility in consumer packaging similar to a chocolate or muesli bar.

Worley’s project team involved several local project engineers and a cost controller, all of who required lots of face time with Rockit and the contractors.

Roger says COVID-19 brought some real challenges to the project.

“These were mitigated in part because we were able to revert to working from home quickly, and because the various contracting entities worked together as one team to progress the project.

“This was a really interesting project for us. We are proud to be part of this great success story for Rockit. Having a hand in the plant starting up on time and on budget was very satisfying.”

Worley delivering both globally but locally

Worley delivers project and asset services for the energy, chemicals and resources sectors in New Zealand and around the world. It also provides expertise in engineering, procurement and construction, as well as consulting services.

Worley has been operating in New Zealand for more than 40 years (previously as Transfield Worley and WorleyParsons) with customers in the infrastructure, food and beverage, industrial, minerals, metals, chemicals and hydrocarbons sectors.

Nationally, Worley has a team of more than 1,000, comprising 350 employees and 700 contractors operating from six offices throughout New Zealand.

In Hawke’s Bay, Worley has been developing, maintaining and building manufacturing and processing plants for over 20 years. These projects have included wineries, food processing, pet food, pulp, lumber, fertiliser and bottling plants, and wastewater treatment, biofuel and infrastructure facilities.

“We often get involved in projects at the concept stage when our customers have an idea but need help to develop the scope, cost estimate and schedule, and to identify and manage risks to progress the project to a viable business case,” says Roger.

“We focus on plant, equipment and machinery, from concept through to construction and commissioning, integrating specialised equipment into production processes. Our projects often involve buildings, however our core strength is in complex manufacturing and processing industries, and end-to-end project management.

“We are backed by the world-class expertise, systems and processes of Worley’s global business.”

When describing design and build, Roger says it’s a “unique offering where we take on full responsibility for a project before the detailed design has even been completed. This is often under a commercial environment where profit is shared based on our performance – be it cost, schedule, safety or plant performance.

“We often find our clients prefer this model over traditional lump sum or straight reimbursable,” he adds. “This is because the risks and rewards are shared between us and the customer. And a successful outcome for the customer means a good outcome for us.”

A new era for MCL Construction

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MCL Construction has built hundreds of commercial, industrial and residential buildings for others in Hawke’s Bay but for the first time in 72 years, it will commence building its own purpose-built construction facility.

It will also be the first time MCL will move from the site in Kaiapo Road it has occupied since 1949.

MCL Construction managing director John Bower said the company will move its factory and offices  2.5 kilometres south down Maraekakaho Road to a 1 hectare greenfields site near Tumu ITM and the new Irongate industrial zone.

This is another significant milestone for the business, following the introduction of new directors Philip Mitchell, one of the firms project manager/quantity surveyor, and Michael Bush, the financial accountant, in 2017.

“This is a fantastic opportunity for MCL to design and build its own modern construction facility that will include a joinery factory and offices.

“Our current site was once surrounded by orchards but is now very residential and I’m sure many of our neighbours will be happy to see us move on,” says John Bower, managing director at MCL.

MCL will commence construction of the 2,100 m2 joinery factory this month (June) with the 350 m2main office, which will be designed around a central open atrium, starting in November.

John says there’s a strong focus on attracting more females to the business.

Leading the way has been Sarah Mason, who’s been with MCL for 18 years, and for the first time in the company’s history, a female – Denise Otto – has been appointed to lead the joinery division, which offers high-end commercial and residential joinery.

Denise moved with her family from South Africa to New Zealand in early 2019 and she and her husband had previously owned a joinery business. Denise has a diploma in architecture with a specialist interest in joinery design, delivering the complete package with manufacturing and install management.

“It’s great to see the transformation of the business with a greater female presence. Having a joinery manager who’s a woman is really refreshing.”

Another trail-blazing female in the industry is Hastings-born construction project manager Kayla Oughton who has a Bachelor of Building Science with majors in Environmental Science and Project Management.

If MCL’s track record is anything to go by, you can expect Kayla and Denise to be around for many years to come, like John at 30 years, who still pales in tenure  to John Caccioppoli who has been with the company for 60 years, recently retired Mark Adams for 44 years and many other project managers and site managers.

John says MCL is particularly proud of the many tradespeople who have undertaken apprenticeships over the years. Presently there are 4 apprentices at varying stages of their time. We take great pride in having long serving loyal staff who train further into site management.

“There have been hundreds that have completed their time at MCL, many of whom are still with us today. We take great pride in retaining long-serving loyal staff.”

MCL’s presence can be attached to many prominent buildings across Hawke’s Bay including the new Eastern Region Police headquarters, the New Zealand Gold Architecture Award winning Iona College’s Performing Arts Centre and Information Resource Centre, Pak N Save Tamatea, the KiwiBank customer service centre in Hastings and the shared work space Hastings Hive, Business HQ and Club Hastings.

John says the Hawke’s Bay construction scene is riding a wave with projects on stream for at least the next 12-18 months with projects such as The Crossing – a retail hub in Taradale Road and a new building for Ministry of Social Development in Napier and new Petfood Factory in Awatoto.

 

“There’s significant forward work, which is great. There is pressure though around building supplies and labour but we’re well positioned to continue growing.”

MCL employs over 110 staff, from labourers, apprentices and carpenters to site managers and administration staff.

The MCL banner also features MCL Interiors, which specialises in suspended ceilings, office partitions and passive fire.

MCL is proud to be actively involved in the community supporting the likes of the MCL Construction Triple Peaks Challenge, Lowe Corporation Rescue Helicopter, and Havelock North junior rugby.

Visit www.mclbuild.co.nz

Beca takes up permanent residence in Hawke’s Bay

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“It’s awesome to be able to return to Hawke’s Bay, have a positive impact within the community and strengthen Beca’s involvement across a wide range of construction and infrastructure projects,” says Matt Sanders, Beca Hawke’s Bay Market Leader.

Matt attended St John’s College in Hastings before completing an engineering degree at Canterbury University. After an OE in the UK, Matt joined Beca in 2005, spending most of that time in Wellington, apart from a three-and-a-half-year stint in Brisbane, where he was involved in the design and construction of a new runway for Sunshine Coast Airport.

Matt heads up a Hawke’s Bay team of eight consultants. Most of the team will be based at Hastings Hive, a shared business hub in Queen Street, Hastings, while other team members are based full-time on key projects such as Napier Port’s new 6 Wharf construction project and with contractor Higgins, as part of a partnership for the delivery of the Waka Kotahi NZ Transport Agency roading contract.

The decision to establish a greater physical presence in Hawke’s Bay was based on a strong record of project delivery over many years, a robust local economy with a good pipeline of public and private projects, and well-established relationships with local clients and contractor partners.

Matt says Beca will focus on markets and areas that will make an impact on people and communities throughout Hawke’s Bay – with a particular focus, at least initially, on roading, ports and transport infrastructure, alongside land development, housing, water and food and beverage facility projects.

“One of the key motivators or reasons for opening our office here in Hawke’s Bay was the strength of our connections and relationships, having worked with the likes of Kraft Heinz, T&G Global, Ravensdown, Rockit Apples, local councils as well as major roading and infrastructure projects for Waka Kotahi, Napier Port and Hawke’s Bay Airport.”

“Our clients in Hawke’s Bay do incredible things every day. They are transforming our community and changing lives, and we are right there alongside them.”

At a national level, investment in three-waters infrastructure (drinking, waste- and stormwater), as well as Government reform, is underway across New Zealand – with Hawke’s Bay at the forefront.

Beca is presently working with Napier City Council and Central Hawke’s Bay District Council on responding to the reforms and optimising their three-waters assets.

“Water is a challenge right across the country at the moment. We have a huge amount of experience in the water space and we’re committed to helping councils with this very critical asset.”

Matt says Hastings Hive has proven to be the perfect solution for establishing a permanent presence in the region. The Hive is a mix of individual office suites and an open plan shared workspace, that creates a vibrant business community under one roof.

“We’ve been able to set up really quickly, it’s pretty much been walk in, plug in our computers and hit the ground running.

“It’s got some great facilities such as meeting rooms, a concierge area and café/kitchen area as well as ultra-fast fibre and IT server capacity that we can utilise as we grow or add new services such as 3D modelling which uses larger data capacity.

“We’re really excited and positive about being involved in a wide range of exciting projects that will come up over the next few years. Hawke’s Bay is certainly on a roll – COVID has had an impact in other regions but so far the Bay has been relatively protected, due to the buoyant primary sector as well as local and central government investment in major infrastructure projects.”

To find out more about how Beca is making everyday better, visit: www.Beca.com