How to deliver broader outcomes in construction

This video is a direct recording of the webinar, which includes footage of the speakers as they talk. It also features some slides and video footage interspersed throughout the webinar.

Webinar

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Gordon Harcourt: Tēnā koutou, tēnā koutou katoa. Nau mai, nau mai haere mai ko Gordon Harcourt ahau. Kia ora, welcome, I'm Gordon Harcourt. I'm the Communications Lead for The Accord.

Welcome to this, the latest in our Towards High Performance webinar series. Today, broader outcomes in construction and how to deliver them. Now, broader outcomes are additional benefits that can be delivered by the way that a service, a project, or goods are produced or delivered. Now they can be social, environmental, cultural, economic, all about long-term benefits to Aotearoa, New Zealand.

A really good example is our Beacons case study about the finding out of a Civic Centre project. The District Council there made community objectives part of its procurement process, minimum 80% local contractors. The teams of those contractors must have the minimum 10% trainees or apprentices, and they've way exceeded that 10% number by the way.

So across the country, government agencies, construction companies are making broader outcomes part of their projects, including today's speakers, JFC and Downer – you'll hear some pretty cool tips and advice from them. If you're bidding for government contracts, you'll hear from the Ministry of Education, a massive building client, and you'll get some tips about broader outcomes and bidding for government contracts from the Accord. First up though, as usual, here's a reminder about the Accord and what it's all about.

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Logo: Construction Sector Accord.

Shots of construction sites and construction workers.

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Gordon Harcourt: Construction touches us all in some way, and its success is crucial for a better Aotearoa. The Accord was launched in April 2019 to try and address the many issues affecting the sector.

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Shots of Prime Minister Jacinda Ardern at Construction Sector Accord launch in 2019.

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Jacinda Ardern: The construction sector Accord, is the first year in creating a strong partnership between government and industry.

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Shots of the Construction Sector Accord launch in 2019.

Shots of Jacinda Ardern at the launch.

Text on screen: Accord Goals – increase productivity, raise capability, improve resilience, restore confidence, pride and reputation.

Shots of construction sites and construction workers.

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Gordon Harcourt: And the partnership is to create a high-performing construction sector for a better New Zealand. The Accord has big goals, increased productivity, raise capability, improve resilience, restore confidence, pride, and reputation.

The Accords work is about driving long-term culture change, from increasing diversity in construction, to reducing carbon emissions. We want to see better business performance, better leadership, better health and safety culture, including mental health, fairer risk allocation. We want to see a safer, more successful, more sustainable construction sector. By working together, we can achieve that vision.

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Logo: Construction Sector Accord.

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Webinar continues

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Gordon Harcourt: Okay, first up today, Alison Murray, my colleague, she's the Director of Construction Procurement Transformation here at the Accord. Kia ora, Alison.

Alison Murray: Oh yeah, thanks for having me. I am so pleased to be able to be here and taking part in this webinar. Really excited to talk to you all about broader outcomes.

Gordon Harcourt: So to better help the sector understand and embed broader outcomes, the Accord has published new guidance to support government buyers and industry suppliers in applying broader outcomes to their procurement processes. We'll get a walk through the guidance, but first, Allison tell us more about what broader outcomes are and why they matter to the Accord?

Alison Murray: So broader outcomes around the delivery of public value that government wants to achieve alongside its procurement spend. So that spend could be anything from ICT projects, it could be on the delivery of social service or the building of schools. So they're important to the construction sector because it's about...Because the government makes up about 20% of the overall construction spend in New Zealand. And it's really important that we use that spend to trigger those positive outcomes for the wider industry and for New Zealand.

The construction sector, as you know, also has many challenges. It produces about 50% of Aotearoa's waste. We only have about 18% of the workers at the moment which are women and we're short in terms of capacity in the market of workers. So broader outcomes is a way that we can deliver some of those wider social and public sector value elements with the construction sector.

Gordon Harcourt: Okay. The broader outcomes guidance. What is that about?

Alison Murray: So there are a number of priority areas that cabinet have set for government to implement through broader outcomes. And they involve areas such as increasing access for New Zealand business, improving working conditions, reducing emission and waste, and also increasing construction skills and training. But the guidelines were produced for broader outcomes, which are specific to the construction sector because it gives that view in terms of how government procures can actually incorporate those aspects into their procurement activity of construction projects.

In terms of how we've done that, we split the guidelines into three modules. So that everybody can work through the different steps in terms of how to deliver broader outcomes in their procurement. And those modules are available on our Accord website. The first module gives a background to broader outcomes. The second goes through the high-level steps of how to, as I say, build those broader outcomes into a buyer's procurement project, including the RF, the tender questions that might be asked. How to evaluate those tender questions and some examples of measures or KPIs.

So what we're looking for is really to provide a bank of information that buying agencies can use, but also a more consistent approach to how those are delivered through construction projects. So there's greater consistency in terms of what's required and how it's delivered and to make sure that we do progress in the right direction and in terms of delivering broader outcomes.

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Text on screen: Construction Sector Accord broader outcomes guidelines 

Text on screen: Module one: What are broader outcomes and why are they important for the construction industry?

Text on screen: Module two: How to incorporate broader outcomes in construction procurement?

Text on screen: Module three: How to incorporate broader outcomes in construction procurement? (More in-depth).

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Gordon Harcourt: So how will the guidelines help the construction industry?

Alison Murray: They'll help industry, because they'll give them a greater understanding of exactly what broader outcomes are about and give insights in terms of how the government or a government buyer goes through their decision-making process in terms of which areas they decide to focus on and why.

It'll give them a greater transparency in terms of the types of questions that government buyers may ask and how they'll evaluate those, and how they might be measured. And over time, the Accord is starting to think about how we can incorporate more advice and support for industry into those broader outcomes. So watch this space.

Gordon Harcourt: Okay. Last thing, Alison, your top tips for businesses bidding for government construction project.

Alison Murray: My advice would be, is that make sure that as part of a bidding process, that you actively engage the client. So make sure you take the opportunity to ask questions either if you are using a GETS process through the question and answer functionality or through supplier briefing sessions, or even one-to-ones, ask the government by exactly what they're looking to achieve through the delivery of broader outcomes or even for the wider project in terms of what they're seeking. What's important to them?

Ask some questions, don't be afraid to try and drill down and understand exactly what they're looking to achieve because often a paper document doesn't give you all the information and the real gems of detail comes from those question and answers. So, make sure you use that. Government buy is actually... In most cases will give you as much information as they're able to or greater clarification. So, use that approach, make sure you understand your client, make sure you understand what they're after and that will help you when bidding for business.

Gordon Harcourt: Kia ora, Alison. And by the way, the Accord guidance will be updated regularly to support the sector's needs and we're very keen to hear your feedback. So do contact us if you've got anything to say about them. The details are on screen there.

Next up, Junior Ioane, he's Lead Advisor for Broader Outcomes at the Ministry of Education. Kia ora, Junior.

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Text on screen: If you have any questions or feedback, please send to: accord@mbie.govt.nz

Logo: Construction Sector Accord.

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Junior Ioane: Thanks for having me, great to be here.

Gordon Harcourt: Okay. So tell us a bit about the Ministry's journey with broader outcomes.

Junior Ioane: The journey started about 18 months ago off the back of a lack of understanding of what broader outcomes was all about. The Northern procurement team reached out to other agencies to understand their journey, some of their challenges, but also their successes. We also reached out to our construction partners to also understand their capability, but also their challenges as well. So this insight was then used to inform and help educate both our procurement and our delivery teams on the value and the requirements for broader outcomes.

So creating that awareness over that period of time really led the platform, which enabled both procurement and delivery to embed broader outcomes into project discussions with Kura and schools, and then ultimately built into the procurement process. We're really consistent in our engagement both internally and with the market. And that's also been the results.

We've also seen the quality of broader outcomes submissions improve steadily over the time from the market. Recognising that while progress has been made over the past 18 months, you know, management also invested resources and to start developing a ministry wide broader outcome strategy. And then there was also the creation of a new role lead advisor for broader outcomes within our infrastructure group.

Also, that also signaled the commitment by the structure leadership team to continue to drive and implement broader outcomes across all ministry led capital works projects. So that's what we went on to build, which took us some time. I mean, we have to go quite broad. We had to collaborate and consult quite widely. So, it's taken some time to get Tōtika to where it is right now. It's probably yeah, about a four-year journey that we've been on to get it to where it is now.

Gordon Harcourt: What are some of the key challenges so far?

Junior Ioane: A couple of key challenges early in the process was that broader outcomes was seen as being bolted on at the back end of our projects or back end of a procurement process. There was very, very little opportunity to deliver meaningful outcomes at the early stages of the project. So that really limited the sort of-- The impact that we could have with both the school, but also from a delivery perspective. Reporting of broad outcomes has also been challenging.

It's been quite difficult to try and implement and embed a process into an existing-- Into existing systems and processes without making it too complicated. And then the other ... The other challenge is also being like other agencies. The markets are all sort of varying levels of maturity. So it's really trying to accommodate the different levels, but also being clear on what our key objectives are.

Gordon Harcourt: At a practical level, how are you incorporating broader outcomes in your procurement process?

Junior Ioane: So we're starting to see broader outcomes included in the evaluation criteria with its own weighting. These weightings range from 10% to 40%. And we've been also been able to develop fit for purpose procurement solutions, which enabled us-- Enables us to put a bit more focus into project directives, including broader outcomes.

Gordon Harcourt: Junior, what's your advice for other government agencies or clients who are looking to embed broader outcomes in what they do?

Junior Ioane: You need a champion or champions to really drive broader outcomes. That person or that team really need to be passionate and have a really clear understanding of the impact broader outcomes can have on individuals, their families, local businesses and local communities.

Gordon Harcourt: Why do you think it's important for clients such as yourselves to prioritise broader outcomes?

Junior Ioane: So the Ministry of Education has the second largest property portfolio in New Zealand. We've got an obligation, but also significant opportunities to really influence and drive change within the construction sector. And more importantly, the prioritising border outcomes is, it's just the right thing to do.

Gordon Harcourt: Kia ora, Junior. Next up, Adam Brown. General Manager of New Business for John Fillmore Contracting. Kia ora, Adam.

Adam Brown: Kia ora. Thanks for having me. It's a pleasure to be here, really passionate about the subject and look forward to providing a bit of guidance from my perspective.

Gordon Harcourt: One of the government's key broader outcomes objectives is increasing access to procurement contracts for all New Zealand businesses. Agencies need to consider how they're creating opportunities for diverse parts of the sector, including Māori-Pasifika businesses and social enterprises. So Adam, this is an important issue that you are, I believe really passionate about. Firstly, what does supplier diversity mean to you?

Adam Brown: Yeah, so to me, supplier diversity is exactly as the name defines it as. It's being able to justify a diverse supplier base across your organisation. So predominantly extending the supplier database to more Maori-Pacifica, social enterprises, female owned, and local and small businesses. Understanding the why contractors need to support supply diversity is fundamentally important.

It's about promoting equity, increasing the economic wellbeing for all New Zealanders and giving the industry more of a diverse offering. To be clear, having a diverse supply base isn't about giving Māori and Pacifica suppliers a handout, it's simply about giving them an opportunity to be able to price and potentially deliver works for your company. So the key is the opportunity that most are not getting at the moment. But it can be as simple as broadening your estimating or tendering departments supply database to allow new Māori and Pasifika tenders in to allow more Māori-Pasifika contractors to tender for your sub-contracting needs.

Gordon Harcourt: And why do you think supply diversity is important to the construction sector?

Adam Brown: I suppose, turning around the question, how can limiting the access for suppliers, including Māori-Pasifika be good for our industry? So it's only a good thing. Supply diversity supports more prosperous economic state for our society. It creates jobs, it up-skills businesses, it reduces unemployment. It supports the labour shortage and reduces the reliance on our overseas labour workforce. It attracts more Māori-Pasifika females to study construction and engineering in New Zealand. It gives contractors and consultants a better view of understanding cultural practises and the history of Māori. Gives Māori area a better representation.

It gives them a seat at the top table and it builds trust and supports client and contract and negotiations with local ewe. It also creates a competitive environment delivering greater value for money for our clients. They have far better representation in some of the scopes that aren't so available in our market. It also challenges the norm, it allows decision makers to have a seat at every level and to provide a diverse perspective. And this enhances, you know, better problem solving, gives better innovation and ultimately delivers a better outcome for everyone.

Gordon Harcourt: So as a contractor, how can you achieve diversity on construction projects?

Adam Brown: So primarily broader outcomes needs to be ingrained in your company's culture. It needs to be driven from the top down and it needs to have backing from the CEO and senior management. Contractors need a switch from their mindset of undertaking broader outcomes as a contractual obligation, more to an ethical decision. It needs to be part of a company's core offering rather than just a tick box exercise. All areas of the business need to be aligned to support the outcomes designed. And this includes from business development through to estimating, through to your commercial team. And most importantly, down to the operations and the team delivering the works. Each business needs to have a certain advocates or leaders to help drive and implement initiatives.

They don't necessarily need to be full-time, but they do need to have the manner and passion to make these broader outcomes work. Like myself, these advocates should be lead-- Should lead and develop the diverse relationships with a handful of contractors to start with.
These contractors that you select should predominantly undertake the works that your company doesn't self perform or who they should usually sub-contract. Where you can find these lists of Māori-Pasifika suppliers, in general, I use two companies, one, Amotai, which is a registry of Māori and Pasifika businesses in Aotearoa. Or through local ewe connections and representatives. They're two very good places to start to find these list of suppliers. We all need to keep in mind though that supply diversity we're works both ways.

It's not just beneficial for Māori and Pasifika businesses. There are many advantages that the main contractor or consultant will receive as well, such as providing key resources in such a constraint market, pricing efficiencies and competitive tendering. Also the feedback that they can give ourselves on cultural understanding and ewe partnerships. It's a very key part in today's RFT requirements. It's also vital that you ensure that you don't have a perception that Māori and Pasifika entities only undertake small uncomplex capabilities.

I've worked with many Māori businesses that are far more competent and commercially savvy than your everyday tier threes and fours. There is a responsibility also from the clients to ensure contractors can viably propose and deliver on supply diversity initiatives while still being able to be competitive at the tender stage. I think the chosen procurement model plays a crucial role in the ability for contractors to achieve outcomes. It defines the level of outcomes that a contractor can propose and implement while also being competitive enough to win initially. Contract models, such as lowest price conforming is not suited to achieve these outcomes where desirable ECIs or heavy weighted non-price attributes tenders are favoured. It's really great to see the government starting to have skin in the game and putting forward provisional sums for broader outcomes, or for example, a financial KPI incentive for delivery and implementation.

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Text on screen: https://amotai.nz/(external link) Leading supplier diversity throughout Aotearoa with the largest growing network and database of verified Māori and Pasifika businesses.

Gordon Harcourt: And the nitty gritty. What examples have you got?

Adam Brown: There's one example that resonates highly with me and it dates back a few months ago and it's basically at an Amotai Meet The Buyer event. I was approached by a small Māori owned business who came up to me and they said, hey, Adam, I'd love to be able to get some support to increase my revenue tender on my own and be able to actually deliver contracts as a head contractor rather than a subcontractor. I said, absolutely. So the first question I did ask was, what sort of prequalification levels are you currently at? And at this stage, the contractor was only at a site-wise level, but that did restrict him because his offering of services was quite in the high risk category because he delivered asbestos removal. So what I supported him with was gaining the-- Not only the national and industry standards of pre-qualification, which at the time was, is net for the clients that he was desired to work for.

But to get the IS net pre-qualification, there was a lot of it needed not only from a company perspective, but from an industry standard. And that covers everything from your risk profile, your insurances, your health and safety, which I all supported him to get. It was a 13 week process to get documents back and forth, back and forth. He needed to increase his insurance levels and needed to, you know, supply more information on his health and safety. But eventually he was very proactive and we got there in the end. And the great outcome for me was not only did he win projects for the company we're with, but he was able to go out and tender works on his own as a head contractor. Now, six months later, I still keep in touch with him, but we had a bit of a feedback in six months. And I said, how's things been since you gained this pre-qualification? He said, I cannot thank you any more. I've increased my revenue by 30%.

I've managed to take on four new staff, all from Maori staff from local iwi connections. And he's managing to learn a lot more about his business development, about estimating jobs and, you know, and there is still degrees where he is learning. He's not-- He's making sure he is not over-committing to resources or, you know, punching above his weight in projects that, you know, have a very high risk profile. So it's great to see, still keep in contact with him. And, you know, that's a good example of supply diversity and how we can help in the market.

Gordon Harcourt: So what can others in the sector be doing to support diverse suppliers?

Adam Brown: Yeah. So I think first and foremost, just like the example I gave above. The suppliers need to be proactive. You know, don't sit back and wait for the work to come to you. I always, you know, say to reach out to head contractors and discuss, you know, who do they build a new relationship with within the company? You know, understanding the tier twos, the tier ones, current and future workload. You know, and be asked to be invited to tenders, or what sort of pre-qualifications does the company require to undertake work for? You know, and once you are invited, be asked to come into discussions early. You know, and so that you can give the most aligned and appropriate offering back to the contractor.

A key thing, you know, discuss your capabilities, discuss your strengths and weaknesses to the head-contractor. Don't try and oversell yourself, be honest because end of the day, they're here to support you and watch you grow. And hopefully they want to watch you grow on a long term basis. So it works both ways, for both companies. I think it's important where you're not always going to be successful on tenders so that you're not successful, do request a debrief, take full advantage of all the lessons learned and room for improvement with whether you're direct to the client or to the, you know, to the leading contractors. Yeah, it's a tough game, tendering. You don't win them all, but definitely, definitely request debriefs and take as much information as you can. I think it's important to ask for advice on risk, contractual risk and delivery risk. It's also important to ask about health and safety improvements. Where could have they done better? What can be improved?

Also the levels of commercial and resourcing commitments. So just make sure that you're not over-committing to the project at hand, you understand the risk profile and all the contractual obligations that you're signing up to.
Hopefully the contractors are lenient and working with the supply chain to allow that to be as streamlined and friendly as possible. I think it's always important for the suppliers to maintain an up to date tender library. So that's including the area of their past and current works. You know, keep an attribute library of what projects you've delivered, what scale, what was the scope. They really do help when it comes down to the non-price attributes from a head-contractor back to the client.

And I always think it's, you know, a great thing to be affiliated with the likes of Amotai or ewe groups. So put your name out there, make sure that you're actually on the list of Māori and Pasifika registry so that companies like ourselves or the tier ones can find you and understand what your strengths are, your prequalification levels, what regions you work in. It's a great database and I think you should be at least registered to that. Another word of advice is introduce yourself to the clients themselves, be familiar with the local market.

You know, introduce yourself, grab a coffee with someone from the client that you-- You know, tell them about your aspirations and your desires. The lawyers have time for coffee, and they also wanna support you. And the last but not least, I think look into all the available online support, you know, including the construction, Accord Broader Outcomes guidance. Amotai have some great courses available to support yourselves. So that's both the buyers and the suppliers from Māori-Pasifika backgrounds in order to support the broader outcomes. So yeah, there's plenty to do, but the best thing is to reach out. Yeah, advocates like myself are always happy to help.

Gordon Harcourt: Kia ora, Adam. Good stuff. Hey, look, I reckon that shows that diversity is nothing to freak out about. It is good for your business.

Finally, today, Prakash Ramasubramaniam. He is the Senior Project Manager of Infrastructure for Downer in New Zealand. Kia ora, Prakash.

Prakash Ramasubramaniam: It's my absolute pleasure to be present here. And I thank you sincerely for the opportunity given to me to present the learnings that we have had in delivering to Tamaki Drive project.

Gordon Harcourt: The Tamaki Drive Cycle Route aims to increase connectivity and safety for cyclists, pedestrians, and drivers, by providing a 2.3 kilometre bi-directional off-road cycle way on the Northern side of Key street to Tamaki drive in Auckland. And anybody who's tried to drive past cyclist or ride a bike along there will know how cool that is. Downer is the main contractor for the project. Environmental broader outcomes have been a key focus. So reducing emissions, enhancing the local ecology. Firstly, Prakash, tell us a bit more about the project and those environmental goals.

Prakash Ramasubramaniam: On a project like this when we are implementing and delivering it affects the environment significantly and we need to do all that we possibly can to minimise impact on the environment. Construction projects do generate lot of emissions and wastage as well.

So it's important that we do all that we possibly can to protect and preserve the environment that we work in so that we can maintain the sustainability of the current environment going forward for our future generations to enjoy. The broader outcomes that were chosen as key focus, keeping that in mind, because we are working in the coastal marine area and also a very busy road corridor. Dotted with plenty of protected heritage trees. So any damage would be irreversible and would have long lasting impact.

So the key broader outcomes we proposed at the project beginning was to have the greenhouse gas emissions minimised, material usage is also a key focus and make sure of minimising wastage that potentially comes out of the project and also reduce recycle potential materials that come out including the asphalt materials and any granular material. And minimise usage of virgin material and used where possible recycled materials that are acceptable comply with the standards. The material disposal also should be environmentally friendly. And in one instance we found oil contamination where it had to be disposed of in a safe manner. So those were the key goals and it is important while you deliver a project we also look after the environment.

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Text on screen: Tāmaki Drive Cycle Route project environmental goals: Reduction of greenhouse gas emissions, focusing on energy and materials used in construction, enhancing local ecology.

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Gordon Harcourt: Okay, this is the guts of it. How as a contractor, are you delivering environmental broader outcomes on site?

Prakash Ramasubramaniam: Firstly, replacing the diesel generators with power from the grid. When the project was established and the site office was located in Tamaki Drive on the corner of Okahu street and Tamaki drive. We had Protacom buildings that had to be powered for obvious uses and we did not have any nearby power supply. On contacting Victor, they come up with a proposal which will cost about $30,000 to establish a separate connection. And we did require power from day D, day one. Therefore we used a 100 KVA diesel generator until such time we get the power from the grid. This proved to be A, expensive, B, not matching with the environmental goal. We wanted to minimise the gas emissions. Therefore we revisited, had a conversation with Victor for alternative source of power supply. Which we found onsite itself and a Revised quote was established with just three and a half thousand dollars. We accepted that and implemented it straight away.

What it did was it reduced 78% on the cost savings straight away, roughly about $823 a month. Not only that, the key environmental benefit was we saved 94% of the greenhouse gas emissions. So whilst a diesel generator puts out 0.93 of emissions per month, it was reduced just 0.06. Just had a four month payback period for the savings that we made for the initial cost. Not only from cost point of view, even from nice point of view and the sheer operational constraints of starting and stopping a generator was a huge benefit, which went a long way throughout the life cycle of the project. Considering that we were meant to be only there for 12 months and six of those went in just in establishment. It would've been a disaster, however, we were there for a year and a half.

So definitely proved to be beneficial to have a grid supply. The second one I wanted to talk to you about was the replacing of the raised pavement section. As per the project scope we were meant to raise couple of areas near OBC by about half a metre. The proposal was to do removal of the existing pavement and replace it with the granular pavement to about half a metre. Our tender proposal was to divert the traffic for two weeks from Ngapipi road through to Rocky and Shore road, to build the granular pavement. This would've certainly created a lot of traffic, disruption and congestion, and also significant greenhouse gas emissions as well. We thought of a proposal to provide an alternative pavement solution.

Our solution was to replace the granular material with asphalt infill. We discussed with the consultant, Baker, on this, and also looked at all the technical parameters to make sure that it is feasible and it does not add more cost to the job. It almost came cost neutral, there was a saving of about $23,000 with the alternative proposal. And instead of an estimated two weeks for construction, it reduced to five nights of construction. And besides this, the detour was restricted to only at nights, which means there was no congestion during the day.

Plenty of benefit doing this alternative pavement, it was faster construction as well as reducing emission in addition to avoiding ground disturbance activities in Coastal Marine area. The third one was preserving the pohutukawa trees within the project boundaries. This was basically an initiation from the tender stages itself. There as part of the project, there were three trees that had to be removed and three trees had to be relocated. We were working around more than 200 pohutukawa trees along the corridor and protection of those was very, very paramount. So we engaged with the project arborist in making sure all the ground disturbance works are done under his supervision by using appropriate methods like hydro vac or RVac, hand digging near the tree roots and minimising usage of equipment driving over those tree roots. And avoiding it completely.

Making sure the roots are protected and are not exposed to the drainage infrastructure and will not pose further damage to the existing roadway. The work was done safely and the tree relocations were also undertaken under arborist supervision, successfully. And two new trees were planted in the reserve, and one tree was planted in the road corridor itself. The outcome was excellent. We also avoided removing two trees by slightly realigning the curb alignment. That's another big success for the project. The last point was it is a cons-- It's a resource consent condition that we walk over with Auckland councils environmental officer every fortnight. And he comes and looks at all the erosion sediment control measures, environmental measures that are undertaken during the course of construction. And we had a straight score of one throughout the project duration, which is a significant achievement.

Gordon Harcourt: Finally, what's your advice to others in the industry hoping to deliver on broader outcomes, similar to the way that you are doing so on this Tamaki Drive Cycleway project?

Prakash Ramasubramaniam: Traditionally construction projects in general tends to generate lots of waste and also greenhouse gas emissions. So it's important to find ways and means of either eliminating it completely where possible or minimising it to a maximum possible extent that possible we can.

Because environmental sustainability will become, or has already become one of the major goals and key deliverables going forward. So to that effect, my suggestions would be, firstly, having a clear vision at the start of the project to identify and deliver on the outcomes, involve clients, consultants, sustainability champions, subject matter experts and workshop all possible opportunities. And identifying those opportunities is the key.

Once the opportunities are identified, we need to also find out methods of data collection and reporting it quite regularly on an ongoing basis and share the information of the outcomes with peers and the industry so that we can all learn from it. We can all put our efforts to continue to preserve and enhance the environmental sustainability for our future general relations to enjoy. So when we are working in projects, we do impact. Our efforts of preserving the environment should be taken to the future generations as well. We'll be focusing on environmental sustainability measures going forward. What we have done on this project will continue in future projects too.

Gordon Harcourt: Kia ora, Prakash.

Look, I reckon there was some great stuff in there and from all our speakers today. Thank you to them all. Thank you to you for watching today. Have you got any questions? Email the Accord, the addresses on screen. The website's there too, and keep an eye out for the next, in our Towards High Performance webinar series. Hei konā mai, mauri ora. Have a great day.

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Logo: Construction Sector Accord

Text on screen: If you have any questions, please send to: accord@mbie.govt.nz For more information visit: https://www.constructionaccord.nz/

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