2. COMPELLINGEVIDENCE
Where previously the firm occupied five
floors in the Forsyth Barr building, the new
space encompasses the top floor of a new
commercial building on Victoria Street,
bringing their almost 200 staff together on
one 3,170m2
open plan floor.
The Building Intelligence Group worked with
architects Warren and Mahoney and brand
agency Insight Creative to create an open,
client and staff-focused space with engaging
imagery, contemporary furniture and atriums
all without an austere reception or traditional
office in sight.
The modern and light filled workplace
demanded a mix of areas, including high
quality client meeting spaces, a library,
collaboration rooms and a professional
reception. But it was equally critical that the
physical design represented what Meredith
Connell stands for.
Meredith Connell’s Chief Operating Officer,
Kylie Mooney, believes that the new office
space embodies the values of the firm.
“In 2014 we undertook a work space analysis
to determine what our ideal work space
should be in the future. At the same time, we
went through a rebranding exercise, both of
these exercises were invaluable in helping us
design our new space.”
“It was important that the design reflect
the firm’s values, for example, we are a
meritocratic organisation, therefore everybody
has exactly the same electric sit to stand
desk - there are no partner offices, there are
no offices at all. It doesn’t matter if you’re
a junior solicitor or a senior partner. We
have demonstrated other values such as
collaboration and collegiality with an open
plan environment and lots of glass so you
feel connected to the organization. This is the
case for both our staff and our clients.”
By creating an open working environment,
Kylie says they’re already seeing results
where junior solicitors are learning more with
greater exposure to the seniors in their team.
“They’re talking to each other more rather
than having to make an appointment to go
and see someone. That our team can work
more cohesively is better for the client and
better for staff development. This is another
example of where the values of the firm have
driven the success of the design.”
One of the most important aspects of
creating a new, modern work environment
was to ensure that the technology was
front and centre. Meredith Connell wanted
to provide a modern environment to reflect
their dynamic team, including superior IT and
mobility solutions. One of these solutions
has been the ability for staff to walk with a
wireless telephone headset and their laptop
into a collaboration meeting room, and with
the push of a button reflect what’s on their
laptop screens to a large LCD monitor. These
kinds of intuitive designs were key to the
planning of the new space.
The project management itself included not
just delivering a contemporary, design-led
fitout with relevant technology solutions, but
also working with multiple interests within
Meredith Connell to translate their vision.
Working with eight stakeholders, design
sub-committees and under the scrutiny of
the Equity Partners, created an enticing
challenge. The project was delivered on time
and to Meredith Connell’s brief.
This success was made possible through
ensuring a trusting and confident relationship
with all involved and detailed consultation
between The Building Intelligence Group
and Meredith Connell at the outset and
throughout the process.
Kylie Mooney comments:
“RECOGNISINGJUSTHOWBIGTHE
FINANCIALANDTIMEINVESTMENTISINA
PROJECTLIKEOURSMADEITABSOLUTELY
CRUCIALTOHAVEPEOPLETHATWE
COULDRELYONTOGETITRIGHT.”
Brent Thomson, The Building Intelligence
Group’s Auckland Business Manager, believes
the relationship between client and project
manager and understanding the client’s vision
are key. “The best corporate fitout stories are
always about recognising how you want to do
business with your customers from that very
first impression. The environment you work
in says much about your brand identity, how
you collaborate, and how you want to build
a relationship with your customers. Client
focused spaces talk to a company’s values
and we make sure the design fully reflects
our client’s business needs. Then our delivery
capability makes it happen through our
specialist project teams nationwide.”
Already responsible for delivering a range of
corporate fitouts, including Z Energy, Xero,
NZ Post, Spark and Chorus, the recent
fitout of The Building Intelligence Group’s
Auckland office enabled TBIG to ‘walk the
talk’, creating their own dynamic hub for a
growing team.
ONEOFTHELARGESTFULL-SERVICELAWFIRMSINTHECOUNTRY
ANDOFFICEOFTHEAUCKLANDCROWNSOLICITORSINCE1922,
MEREDITHCONNELLISDOINGTHINGSALITTLEDIFFERENTLYINITS
NEWAUCKLANDOFFICE.THENEWSPACEISCOMPELLINGEVIDENCE
OFNOTONLYAPHYSICALMOVEAWAYFROMTHETRADITIONAL
SHORTLANDSTREETLEGALPRECINCT,BUTANEWSTRATEGIC
DIRECTIONASADYNAMIC,PROGRESSIVEFIRMALIGNEDWITHCORE
VALUESTOBETTERREPRESENTSTAFFANDCLIENTS.
Meredith Connell’s dynamic new office on Victoria Street, Auckland is an open, vibrant and contemporary client and staff focused space. Photography by Jason Mann.
3. Fuji Xerox Technology Centre at The Landing, Auckland Airport.
Kylie Mooney believes similar values were the
key to success. “From the moment we met we
thought ‘they get it’. “TBIG are a New Zealand
business, they have that young, dynamic
approach, and even in their own space they’re
doing things differently. I was really, impressed
with the service we got, in particular the
passion and commitment the TBIG team
brought to the job as a whole.”
“IFELTTBIGBOUGHTINTOTHEPROJECT,
THEYWEREJUSTASCOMMITTEDTO
SEEINGAGREATRESULTASWEWERE.”
As Project Manager, Catherine Bannister
agrees the relationship between the client and
the company are integral to seeing a vision
through. “Successful projects are always about
the people. Project management experience
is a given, but it’s finding and building a real
team synergy and level of trust – that’s where
it all starts. Meredith Connell is a firm of real
people and we needed to ensure that their
values were captured and embraced within
the new work environment.”
The success of this relationship was echoed
by Kylie. “Catherine, as our Project Manager,
kept us well informed throughout the project
and helped create a dedicated project team,
she did a fabulous job. I can’t recommend
her enough.”
Catherine adds, “Constant communication
was the key and we worked with multiple
people within Meredith Connell to understand
their requirements and vision. The move
away from individual offices to open plan
was significant for the firm and multiple
change management strategies and design
workshops were necessary. People have
embraced the new open collaborative
office space, proving that the systematic
engagement and consultation during the
design phase was indispensable.”
Creating corporate spaces with identities
that reflect their inhabitants and the values
of the company is fundamental to what
The Building Intelligence Group does as
specialist project managers. This also reflects
a global shift towards more flexible, thoughtful
working environments. Perhaps one day
Google’s campus with its onsite cafes and
gymnasiums could be more norm than
novelty. These new spaces reflect not only the
corporate identity and staff but also create a
unique and engaging client experience. n
MAILCALL
NZPOSTHASTURNEDAFORMERPOST
BOXLOBBYINTOANEXCITINGPUBLIC
SPACETHATDELIVERSONALLFRONTS.
The ground floor of NZ Post House at
Waterloo Quay in Wellington has undergone
its own special delivery. The large open space
that housed post boxes has been transformed
into a welcoming hub as it provides a mix
of spaces for NZ Post customers and staff
to enjoy. There are several moving parts to
the ground floor explains Dennis Rodgers,
NZ Post Strategic Asset Manager. “The intent
of the redevelopment was to make a feature
of the box lobby as the heart of the ground
floor while unlocking the previously scarcely
used ground floor to provide a large open
zone that contains a consolidated reception
for NZ Post and Kiwibank, meeting room
suites, Customer Experience Zone, Retail
Service Centre, Box Lobby, and the new
Kanteen café. Behind the scenes is a new
loading dock and delivery branch interchange
as well as new staff facilities.”
“We wanted to create a space that our staff
can proudly invite our guests and customers
to undertake business in. We also wanted to
open up the ground floor to allow the public to
seamlessly pass through from one end to the
other under cover - and maybe grab a coffee
and check out the latest happenings at Post
Group. With all this, we needed to provide
the ongoing operational functionality that our
logistics network required.”
The project team that came together to
unlock NZ Post’s vision included The Building
Intelligence Group as Project Managers,
Jasmax, Hawkins Construction, Holmes
Consulting and Norman Disney & Young.
“With so many user groups within NZ Post
with different business requirements, the
ground floor was always going to be a
complex build to bring together” says Phill
Stanley, Senior Project Manager for
The Building Intelligence Group. “It has been
an incredibly challenging and demanding
project for everyone involved. I think what
has been achieved is testament to the
relationships forged at the start of the project.
We had the right people in the team who were
dedicated to getting the right outcome and
that has made all the difference.”
Jasmax summarises the design objectives
that embodied the business; one group under
one roof. The aim was to create an open and
diverse environment that allows agile and
effective business. Jasmax took its design
cues from the nature of the core business
– the distribution of mail and parcels. The
design repositioned the private mail boxes at
the heart of the floor in quirky folded pods.
The meeting rooms and PO Box entities were
expressed as a series of boxes or parcels.
New frameless external glazing provides a
transparent connection between the street
and the interior, where the public space is
given a lift through the cafe and many varied
seating options.
“We now have a front of house that we
can be proud of.” says Dennis Rodgers.
“Feedback has been overwhelmingly positive.
Primarily the ground floor is an extension of
our workspace and we have spaces that can
cater for one-on-one business meetings, right
through to seminar spaces for 120 people.
We’re very happy with the outcome.” n
Shared reception for multiple co-located Government agencies
at the BNZ Centre, Christchurch.
The NZ Post Ground Floor at Waterloo Quay, Wellington is now
a welcoming customer hub.
FUJIXEROXTECHNOLOGYCENTRE
THENEWTECHNOLOGYCENTRE
FORFUJIXEROXNEWZEALANDISA
FUTURE-PROOFEDFACILITYWITHTHE
EXCELLENTLOGISTICSBENEFITSOFITS
AUCKLANDAIRPORTLOCATION.
A decade of outstanding growth and
technological advances meant Fuji Xerox had
outgrown its previous Auckland premises.
With market share increasing, so too did
the need for logistical effectiveness and
efficiency, and the ability to showcase its
products to clients. Expansion into Wide
Format and 3D printing capabilities created a
real need to develop a world class work and
sales environment for New Zealand.
Not only is it triple the size of the previous
space, but the new Technology Centre enables
Fuji Xerox to better share its products with
clients and actively promote its New Zealand
HQ globally as a great place for teams to visit.
And its location close to Auckland Airport
means it’s better connected than ever.
Four showrooms showcase the latest Fuji
Xerox technology: clients can view every
product available, with a dedicated 3D
showroom demonstrating cutting edge 3D
printers. There is also a spacious open plan
office space, with a sunlit cafeteria and
courtyard for staff to enjoy, as well as teaching
rooms for sales engineers. Already having
hosted many customer groups, the generous
space enables better demonstration facilities
that reflect real world production environments.
Peter Thomas, General Manager of Fuji
Xerox NZ says the team has already received
positive feedback on the space. “Customers
are very impressed with the size and scale
of the showrooms where they can now
experience the full range of equipment we
offer. The centre houses our iGen5 flagship
digital press which weighs 3.6 tonnes and
outputs 137 pages per minute in full colour.”
Importantly, the move has brought 180+ staff
under one roof, and fulfils a suite of roles
for the business. A large warehouse and
covered forecourt includes specialist racking,
and a hygienic, static proof workshop
means machines can be customised to the
requirements of the customer prior to delivery.
The biggest project challenge lay in achieving
rapid design consultation and a workable
programme to meet construction deadlines
– making it critical to eliminate delays that
could risk the timeline. “The timeframe to
bring Fuji Xerox’s vision to life in 12 months
was ambitious, but achievable with a lot of
problem solving and finding solutions quickly
on our feet to de-risk the tight timetable.
It was a highly collaborative team effort of
all involved” says Terry Mansfield, Project
Director for The Building Intelligence Group.
Peter Thomas comments on the solid
relationship formed between their teams during
the project. “TBIG’s project management
approach was thorough, detailed and they
were not afraid to tackle any questions or
issues that were raised through the project.
We were always assured that they were in our
corner during any tough negotiations.”
“The location has outstanding connectivity,
but what really sets it apart is the quality
working and showroom environment we
have created.” n
FIRSTGOVERNMENT
CO-LOCATIONINCHCHCBD
NEWBNZCENTREAT120HEREFORDST
ISHOMETOMULTIPLEGOVERNMENT
AGENCIESINTHECHRISTCHURCHCBD.
The Canterbury earthquakes resulted in
private and public sector accommodation
shifting outside the Christchurch CBD. The
Christchurch Central Recovery Plan (CCRP),
is committed to restoring confidence to the
central city through bringing Government
office accommodation back to the city
centre. The Christchurch Integrated
Government Accommodation (CIGA)
Programme will provide new accommodation
for approximately 1500 staff from multiple
Government agencies across four separate
new buildings in central Christchurch.
The Building Intelligence Group was
appointed as Project Manager to deliver the
agency fitouts within the buildings to the
quality and standards required by the Crown
to support objectives under the Government
Property Group (GPG) (ex PMCoE) Workplace
Standards and Guidelines. The four new
build developments comprise an Agency lead
for each building – Statistics New Zealand
(BNZ Centre stage 1), MBIE (Grand Central
New Zealand), ACC (BNZ Centre stage 2)
and MOE (Ngāi Tahu King Edward Barracks).
Objectives from the co-locations are to
increase flexibility for Government agencies
to easily expand and contract across the
campus of buildings. Other benefits will
include enhanced collaboration and cross
government work by multiple agencies
sharing facilities, resources, and adopting a
common ICT system for shared amenities and
security whilst meeting any unique business
requirements and identification for each site.
The new BNZ Centre is the first of the CIGA
projects to complete and accommodates
400 government employees from multiple
government agencies with Statistics New
Zealand as the lead agency. They are
co-located with NZTA, DIA, Te Puni Kokiri,
Human Rights Commission, Ministry for
Pacific Peoples, Energy Efficiency and
Conservation Authority, Creative NZ and the
Health Promotion Agency.
Marie Rodgers, Project Manager for Statistics
New Zealand comments “Bringing these
agencies together has been all about
the holistic impact of the new co-shared
environment from opening up collaboration
with new colleagues to the sharing of
resources, reception and technology. The
space over three levels is largely open plan
with a shared reception, with customer
service pods, shared meeting rooms,
breakout spaces and a central kitchen hub.”
Stuart Lyons, Senior Project Manager for
The Building Intelligence Group comments
“We worked with GPG, the Lead Agency
and design teams to extract and develop
the requirements from the completed test
fits to preliminary design and frozen layouts
followed by management of the hard
fitout design in accordance with agreed
programmes. Our strategy of using experts
from our Wellington and Christchurch offices
proved effective with our Wellington team
providing design and procurement expertise
and our Christchurch team leading delivery
on site.” n
4. Spectacular at night, the Nanpu Bridge and its spiral approaches are also a major connection across
Shanghai’s Huangpu River, contributing to the ongoing and rapid development of the Pudong District.
5. WORLDWIDENEWSANDTRENDS
Artist impression of Uber’s new HQ.
Read online at tbig.co.nz/latest_think
RISEOFTHEDRONES
WHETHERTHEY’REUSEDFORSURVEYING,
PROVIDINGANAERIALVIEWOFAPROJECT
ORINSPECTINGSTRUCTURALDAMAGE,
DRONESARESETTOBECOMEVITALLY
IMPORTANTTOOLSINCONSTRUCTION.
Unmanned aerial vehicles (UAVs) are already
surveying and mapping construction sites
worldwide. They’re light, agile and can boldly
go where humans and heavy machinery fear
to tread. But do these flying robots have more
to offer?
In Japan, an aging population and a shrinking
workforce has the construction industry
turning to new technology – including drones
– to help build future infrastructure. Global
manufacturer Komatsu’s service Smart
Construction is filling the void of a fit young
workforce with state of the art technologies.
Komatsu works with San Francisco-based
Skycatch to deploy UAVs, conducting surveys
and producing 3D models, culminating in
live interactive maps of project sites. The
map comes to life on a dashboard, and it’s
possible to impose overlays of plans onto
what’s been built so far, calculate volumetric
measurements, and make annotations.
In Austria, Siemens conducts surveying work
via UAVs above the huge Aspern Vienna
Urban Lakeside project, combining collected
aerial data with image processing software
to visualise energy loss from the project’s
buildings. The data is presented in thermal
maps, identifying which buildings could be
made more energy efficient.
Mining engineering firms are now using
drones to monitor mining and heavy industry
sites in Australia, investigating large concrete
structures, boilers and skyline conveyors to
pinpoint hard-to-spot structural problems
before they become a danger.
In general, UAVs can support remote
methods of working by providing a consistent
pair of eyes on the site. Captured video
footage can be converted into 3D images of
the site, while software compares the image
to architectural designs and against the
construction work plan. The software shows
how the project is progressing, and highlights
elements that are behind schedule.
Drones start at around $500 for a very basic
model, but investment in more advanced
UAVs pays off, thanks to their ability to fly
higher, further and be programmed with more
predetermined GPS waypoints for capturing
images from different perspectives. Beyond
the ability to monitor safety, an image this
clear enables easy remote site monitoring.
Closer to home, UAVs were used in 2011 to
assess the damage to some of Christchurch’s
landmarks, including the Cathedral of the
Blessed Sacrament. For unstable buildings,
the proposition of sending in a drone is far less
risky than sending in a team of engineers. n
CORPORATEIQ
FROMUBER’SSTRIKINGNEW
SANFRANCISCOHQTOGOOGLE’S
SPRAWLINGGOOGLEPLEX,THEWAY
ACORPORATEOFFICESPEAKSTOITS
CLIENTSISNOWESSENTIALTOITSBRAND.
Traditional ways of designing corporate
buildings are changing. Companies are
designing their global offices to make sure
their brand and way of working starts with
first impressions, first and foremost.
Foyers that feel more like stylish cafes, spaces
that showcase a company’s products and
technology that interacts with clients are all
new and innovative ways commercial spaces
are communicating what they’re all about.
Internet radio company Pandora’s corporate
office in Oakland reflects its brand by
streaming music wherever you go and even
includes a café with seating booths inside
giant letters spelling the word ‘radio’; while
crowd-sourced review site Yelp boasts
reception areas on different floors in a ‘general
store’ theme to encourage socialising.
However, more than an inviting and practical
environment, companies are now seeing
ways in which their buildings can be an
extension of their brand.
Uber’s headline-grabbing HQ in progress
features clear glass walkways linking two
open and modern skyscrapers, designed
to reinforce the company’s values of
transparency, connection and openness.
On the other hand, Google’s new high rise
London offices send a different message:
“It’s all about human beings and that’s it.
Think sunken snugs, comfort, fun, comfy
slippers, squishy carpets, cushions, daybeds,
nice fresh food, gardening, vegetables,
health, visual stimulation, relaxation, exercise,
fresh air and you’ll get what it’s all about as
an HQ,” says Lee Penson of Penson, the
design company behind the fitout.
Closer to home, Brisbane architecture studio
Hassell wears its green credentials on its
sleeve, incorporating rainwater harvesting,
natural ventilation and lighting and recycling
into its own fitout. The impression for clients
is a welcoming example of the company’s
eco ethos and its environmentally sustainable
design skills.
The Building Intelligence Group’s Auckland
Business Manager Brent Thomson welcomes
the trends he sees emerging in recent fitouts.
“Redesigning work spaces to better represent
your identity can also result in a more relaxed,
engaging way to do business.” n
The Singapore Helix Bridge mimics the DNA structure.
Read online at tbig.co.nz/latest_think
Unmanned Aerial Vehicles are prevalent in construction,
infrastructure and mining projects.
Read online at tbig.co.nz/latest_think
BUILDABRIDGE
MODERNBRIDGESAREPOWERFUL
SYMBOLSOFADVANCEMENTS
INDESIGN,ENGINEERINGAND
TECHNOLOGY.ARCHITECTSAND
ENGINEERSAREUSINGTHELATEST
TECHNIQUESTOBUILDTHEMLONGER,
TALLERANDSTRONGERTHANEVER.
It’s undeniable that San Francisco, Florence,
London or Brooklyn wouldn’t spark the
imagination as much without their iconic
bridges. But a bridge not only has the
potential to become an iconic landmark,
it can become the conduit and connector
of a divided city or a way of solving the
tensions between population and usable
space. Perhaps this is why so many recent
innovative bridges exist in populous Asia.
Here are a few of our favourites.
Hong Kong’s Tsing Ma Bridge is the largest
suspension bridge with two decks and both
road and rail. Pre-construction, components
were subjected to extensive wind tunnel
testing, as Hong Kong is buffeted by regular
typhoons. With no walkways on the bridge,
it instead features sheltered carriageways on
the lower deck to protect vehicles against the
strong winds.
The gossamer Sri Wawasan Bridge in
Putrajaya, Malaysia could simply be included
in this list based on beauty alone. But it
is also rather remarkable for its complex
asymmetric cable stays and 75° forward-
inclined pylon. Equally beautiful, Singapore’s
Helix Bridge is 280 metres of stainless steel,
carefully assembled over two years with great
precision to mimic the structure of DNA.
It is illuminated at night by LED ribbons to
emphasise its design.
The Nanpu Bridge across Shanghai’s Huangpu
River is China’s first cable stayed bridge with
a span of more than 400 metres. Its spiral
design reduces the gradient of the approach
to the bridge, while minimising land use. When
viewed across the span, its appears to coil
like a dragon across the River, linking the old
and new city. It’s credited with stimulating
Shanghai’s economic development.
More than 600 experts spent nine years
designing the longest trans-oceanic bridge
in the world. At 36km, the Hangzhou Bay
Bridge is the world’s longest ocean-crossing
bridge, spanning the Hangzhou Bay and
the Qiantang River. The S-shaped Bridge
shortens the distance from Ningbo to
Shanghai by 120km. Not only is it long, but it
was constructed in an extremely challenging
environment, facing one of the three biggest
tides on earth, typhoons and the instability of
the sea soil.
Completed in 1998, Japan’s Akashi Kaikyo
Bridge, (aka Pearl Bridge) is the longest
suspension bridge in the world. Before
it was built, ferries carried passengers
between Kobe and Iwaya. However, two of
these sank in 1955, killing 168 people, and
sparking demand for a bridge. Construction
took twelve years, during which – when only
the two towers were in place – the Great
Hanshin earthquake moved them further
apart, requiring the span to be increased by
approximately one metre. n
Read more online at:
Pandora: http://tinyurl.com/jn3q3ns
Yelp: http://tinyurl.com/h27n7u7
Google London: http://tinyurl.com/hafjhey
Uber: http://tinyurl.com/jhem9a2
Hassell Studio: http://tinyurl.com/hjdfeql
6. David Kolien brings over 22
years’ experience in the UK
and New Zealand and has
a strong knowledge of the
current rebuild environment in
Christchurch. His experience
includes commercial, heritage, industrial,
education, sporting and rebuild projects.
Project Manager David Hopkins
has delivered a wide range of
post-earthquake projects from
new builds to refurbishments.
David has worked on tertiary,
retirement housing, residential,
commercial, and warehousing projects.
YOUNG TALENT
Investing in the project leaders of tomorrow, we
have four new Assistant Project Managers to
support our teams. Left to Right, we welcome
Lee Courtney, Hayley McCarroll, Nicola Harrison
and Tom Ranier (not pictured).
AUCKLAND
Andrea Hamilton is an
experienced Project Director and
accredited Value Management
facilitator who employs a best
practical approach to project
delivery, leading teams to project
success. Andrea has joined us from a senior role
with a major New Zealand FMCG.
Simone Sharp has rejoined
our team as a Senior Project
Manager after returning from
Sydney where she worked
on the Gosford Hospital
redevelopment project.
Hamish Logan, Project Manager,
joined our Auckland team. He is
currently working on Ministry of
Education school projects in the
Auckland region.
CHRISTCHURCH
Senior Project Manager Stephen
Threadgall offers over 15 years’
experience in the construction
industry from the UK and
Christchurch. His speciality
areas include heritage, retail,
commercial, wineries and cold storage facilities.
CONTACTUS
Auckland
Level 5, West Plaza Building,
3 Albert Street, Auckland
PO Box 6588, Wellesley Street,
Auckland 1141, New Zealand
Tel 09 300 9980
Tauranga
Tenancy 1C, Level 1, 2 Devonport Road, Tauranga.
PO Box 13117, Tauranga 3141, New Zealand
Tel 07 571 1643
Wellington
Spark Central, Level 5, Boulcott Tower,
42-52 Willis Street, PO Box 830
Wellington 6140, New Zealand
Tel 04 499 0881
Christchurch
HSBC Tower, Level 11, 62 Worcester Boulevard,
PO Box 448, Christchurch 8140.
Tel 03 961 2760
TBIG.CO.NZ
WHATWEDO
The Building Intelligence Group provides project
management services nationwide from our
four offices in Auckland, Tauranga, Wellington
and Christchurch and our track record spans
many sectors including: Government, health,
education, commercial, seismic, heritage,
custodial, hospitality, retail, defence, residential,
warehousing, cultural, community and more.
Our services include:
• Project viability
• Design team management
• Project planning
• Programme management
• Strategy and programme development
• Procurement
• Value Management
• Risk Management
• Cost Control
• Tenancy coordination
• Stakeholder communications
UNDERSTANDINGOURCLIENTS’
SUCCESSFACTORSANDADDING
VALUEISWHATWEDO BEST.
As project management specialists, we make a
difference through our independence, experience
and knowledge to add value and ensure project
success for our clients. It’s what we’ve done for
over 25 years.
We tailor our services to specific projects and
client’s needs:
• For some, those needs begin with a feasibility
study or business plan, which we can
contribute and add value to, working through
the options and providing recommendations.
• Then comes the essence of project
management – project planning. 70% of the
success of a project is determined by what
happens at this stage. We evaluate the risks
and make sure everyone involved understands
our clients expectations for the project.
• Then we get into the nitty-gritty of project
design and delivery, where we make it happen.
Our end to end approach includes managing
the design process, procurement, contracts,
managing risk, construction activities, right
through to successful delivery.
• Value Management and Risk Management
are where we really add value through our
understanding of our client’s needs, project
risks, stakeholder requirements and market
conditions. We concentrate on ensuring that
our clients receive the best value relative to
their objectives and success factors.
FIRSTPROJECTMANAGEMENT
CONSULTANCYINNZTOREACH
THEISO9001:2015STANDARD.
Henry Ford once famously said “quality means
doing it right when no one is looking.” As a
champion for quality long before the concept of ISO
was established, Ford was a visionary where doing
it right was a given.
Our own roadmap for quality across all our
processes and systems that support our business
has just been reaffirmed by achieving the new
ISO 9001 : 2015 Standard, making us the first
project management consultancy in our industry
to do so as well as being among the leading
companies in NZ to make the transition to the new
2015 Standard.
Getting it right is fundamental to what we do as
project managers. The quality of our processes and
systems underpins everything we do and how we
make project success happen for our clients. We
saw stepping up to be assessed against the new
2015 Standard as a goal rather than a deadline for
our business, choosing to be measured well ahead
of the three year required transition period.
Businesses today need to do more than respond to
change, they need to lead it. The new Health and
Safety at Work Act 2015, that came into effect in
April 2016 is just one of the game changers on the
table. Measuring up against the new ISO 9001 : 2015
Standard raises the bar again.
TRANSITIONING TO THE NEW STANDARD WASN’T
AN ISOLATED DECISION, I SEE IT AS CENTRAL TO
OUR WHOLE OF BUSINESS APPROACH WHERE WE
WILL CONTINUE TO INVEST IN OUR PEOPLE, OUR
SYSTEMS AND OUR CAPACITY TO DELIVER AS A
TRULY NATIONAL BUSINESS.
As our business has grown we have been
focusing on investment in our people and tools to
continue to deliver the project outcomes the TBIG
professional services reputation has been built on.
Robust and measurable quality assurance is just
one of the many initiatives we have drawn a line
under. We have a whole of project life Health Check
initiative that monitors and drives accountability
for performance across a project. We also have a
dedicated high level Project Director driving our
Health and Safety obligations. It’s all about living
up to our promise of service delivery, certainty and
success in a changing industry.
THINK®
is published by The Building Intelligence Group. Every effort has been made to ensure accuracy in this publication, but The Building Intelligence Group
accepts no liability for any errors of fact or opinion expressed herein. We are committed to reducing our environmental footprint. This newsletter has been printed
on 100% recycled paper.
ISO9001:2015CERTIFIED
GREAT PEOPLE. GREAT TEAMS.
We welcome Auckland Business Manager Brent Thomson and Wellington
Business Manager Byron Roff as shareholders. In joining Ian Macaskill
and Dave Mann, ownership of The Building Intelligence Group is firmly in
the hands of a solid and experienced team.
What are your thoughts on this subject?
Share them at tbig.co.nz/latest_think.html
CHRISTCHURCHTEAM
INHSBCTOWER
Our Christchurch team has grown rapidly to meet
the needs of our clients and projects and we are
excited to work from our central new location.
HSBC Tower
Level 11, 62 Worcester Boulevard
Christchurch
Tel 03 961 2760
Ian Macaskill
i.macaskill@tbig.co.nz
Managing Director
The Building Intelligence Group
