HEB Construction

CATEGORY 1B: Projects with a value of less than $5 million (Company turnover greater than $10 million)

PROJECT: Tug Berth Structure at the Waitemata Seaport. CONTRACTOR: HEB Construction

A new tug boat berth

In December 2015, HEB Construction was awarded a $4.3 million contract by Ports of Auckland (PoAL) to construct a new tug berth structure at the Waitemata Seaport.

The structure was designed to provide better berthing and mooring facilities for PoAL’s expanding tug boat fleet, as well as improving tug safety and security. The more central location of the new tug berth structure also offers greater efficiency and fuel savings for tug operations.

The finger type berthing structure, built between Bledisloe and Jellicoe Wharves, is made up of four tug berths suitable for modern tugs, plus a separate berth for work boats.

Each of the berths is formed by a piled reinforced concrete finger.

A further 550 square metres of new piled wharf deck was also constructed to provide access to refuel and service the tug boats.

The project was negotiated on the back of HEB’s successful completion of the Ferguson FZ Wharf Extension, and further strengthens HEB’s excellent working relationship with PoAL.

Initially intended as a variation to the Ferguson FZ Wharf Extension Project, HEB was awarded the Tug Berth Structure under a separate NZS 3910: Measure and Value Contract (Contract PJ-2239-AA).

The scope of works included the construction of a 50 metre by 11.2 metre reinforced concrete main deck structure and four 30.4 metre by two metre “fingers” running perpendicular to the main structure to form three internal berths and an external berth along the western edge of the structure.

HEB was principal contractor for this project, which was completed on time, within budget and to PoAL’s satisfaction.

PoAL wanted a top-class structure and that is what HEB delivered. The company says the overall success of the project, and the high quality workmanship outcome, was due to the high standards of the team involved in the project and their desire to see the completion of a facility that they and PoAL could be very proud of.

The project required a tremendous amount of planning and programming. The project manager prepared a weekly report to reflect progress and challenges and this was submitted to PoAL and discussed at weekly meetings. These meetings were critical in engaging with PoAL and ensuring that the project was on track. l