EG 25/2023

Issue | Putanga 25/2023 Leaders by example Why engineers should step up to leadership roles

Inspiring the next generation Creating tomorrow’s engineers

Stabilising a landmark What did it take to complete the stabilisation phase of Christ Church Cathedral?

Enhancing Māori businesses through tino rangatiratanga The award-winning mahi uplifting Māori businesses

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In this issue I roto i tēnei putanga

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24 Enhancing Māori businesses through tino rangatiratanga The award-winning mahi paving the way for Māori businesses to win work and make sustainable profits.

30 Impacting on people and communities This engineer’s passion for buildings grew when he saw the significant impact big projects could have on people and communities.

32 Stabilising a landmark Christ Church Cathedral’s award-winning stabilisation phase is complete, marking a major milestone.

52 Inside job Find out why a diverse, high-tempo role sees this engineer thriving.

30 32 52

Features Ngā āhuatanga 8 PO Box 12 241, Wellington 6144 New Zealand 04 473 9444 hello@engineeringnz.org engineeringnz.org

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Leaders by example What makes engineers good leaders, why should they take on leadership roles, and what guidance is available?

14 Life changes, leadership and legacy A dashed dream to work on oil rigs turned into an award-winning career in roading.

16 Inspiring the next generation How does a country go about growing and retaining more engineers and how can current engineers help?

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Best practice Ngā mahi papai rawai 40 Towards true diversity in the industry What makes Downer’s LGBTTQIA+ StandOut community more than “just another HR initiative”?

41 Avoiding identity crises How can all engineers, firms and consultancies help ensure safe signing practices?

43 Business processes a strategic advantage Here’s why you should view processes as part of your company’s critical assets.

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Advertising statements and editorial opinions expressed in EG do not reflect the views of Engineering New Zealand Te Ao Rangahau, its members, staff, or affiliated organisations unless expressly stated.

This issue of EG was published in December 2023.

On the cover

Some of the team behind the 2023 ENVIs Supreme Award win, Height Project Management’s Claire McCarthy, Beaufa Brown and Warner Cowin. Photo: Emily Chalk Photography

24 Enhancing Māori businesses through tino rangatiratanga The awardwinning mahi paving the way for Māori businesses to win work and make sustainable profits.

30 Impacting on people and communities This engineer’s passion for buildings grew when he saw the significant impact big projects could have on people and communities.

32 Stabilising a landmark Christ Church Cathedral’s awardwinning stabilisation phase is complete, marking a major milestone.

44 Incorporating indigenous knowledge In Aotearoa, the engineering profession has slowly been opening to Māori world views, with positive outcomes.

46 Our dam spots Readiness, resilience and regulations: a spotlight on New Zealand’s dam infrastructure.

49 From the ground up Educating the next generation of geotechnical and engineering geology professionals.

50 Intersection Crossing paths with engineers.

Shorts

Ngā tūhinga poto me ngā pito kōrero 52 Secret life of engineers 54 Bedside table

58 Leading questions 59 Obituaries

55 Review 56 Inside job

60 Engineering genius

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Engineering Envy #10

Chosen by Te Ao Rangahau staff

MCG’s drop-in cricket pitches: Melbourne

HOWZAT?! You could be appealing to an umpire, or perhaps you’re wondering how a rough, cracked and deteriorated, fifth-day cricket pitch could become a lush football field less than 24 hours later? Engineering, of course. An enormous, 30-tonne StrathAyr cricket-pitch-moving machine was engineered to lift the pitches out of the centre of the field and replace them with ready-to-play grass – in just a matter of hours. The ability to cultivate cricket pitches and turf patches in controlled conditions, away from day-to-day sporting use, means a better quality of playing surface, and greater versatility for stadiums. The first portable cricket pitch was installed at the Melbourne Cricket Ground in 1996, with its success replicated closer to home. Eden Park in Auckland and Sky Stadium in Wellington are also home to portable pitches. It’s another example of creative engineering ensuring that the grass is green on both sides.

As a past cricketer and keen sports follower, I think drop-in cricket pitches exemplify how impressive engineering has transformed large stadiums so they become multi-sport facilities.

Brett Williams – General Manager, Global

Engineering skills shortage give you the

Fight them off with the Wonder Project Aotearoa is facing a huge skills and diversity shortfall across STEM. And 80% of our future jobs will require STEM skills. With scary stats like this, it’s clear the time to act is now.

By volunteering as an ambassador for the Wonder Project, you’ll support local ākonga in the classroom as they take on a fun, hands-on STEM learning experience. It only takes a few hours to inspire the next generation of STEM professionals and help fight off the STEM scaries.

Registrations are now open for 2024

Rocket Challenge Term 2 (May/June)

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Become a Wonder Project Ambassador wonderproject.nz

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@WonderProjectNZ

What they said

A rātou kōrero 06

EG 25/2023

In support of STEM

“If you are passionate about something, don’t let anybody tell you what you can or cannot do.”

Steel Construction New Zealand’s Young Achiever of the Year award winner, Emerging Professional Member Bridget Young from Grayson Engineering.

“We’ve put a lot of time and effort into working with our networks to get the word out there to find women for each job.”

Fletcher Living’s Aurelie Le Gall on the all-women tradies’ BUILDhers project.

“My vision was that our first-year students would go on to become tutors, mentors and professional engineers who would radiate a different set of values around inclusion.”

University of Canterbury Professor Philippa Martin MEngNZ won a national teaching award for work to transform engineering education for greater diversity, equity and inclusion.

“This particular award carries great mana for my wider whānau, who all place an emphasis on giving back to the Southland community that we serve.”

Matt Keil MEngNZ’s company Kewe Consultants won the Te Rūnanga o Ngāi Tahu Puna Pakihi Recognition of Achievement Award at the 2023 Kuma Māori Business Awards.

Nau mai koutou katoa.

As I write this column, work continues to fix the Watercare trunk sewer sinkhole outside my Parnell office window – another example of our country’s ageing infrastructure, and another reminder of the ever-increasing need for our members’ skills to help address some of society’s most complex challenges. It’s been a year that has continued to highlight this need, with engineers playing vital roles in communities after devastating weather events.

It’s important that we all ensure there’s a healthy pipeline of engineers to address the skill shortages in Aotearoa’s science, technology, engineering and maths (STEM) sector. I’m very concerned about Massey University’s proposal to cease vital engineering and food technology degrees.

It’s a symptom of a bigger problem we face as a country, as STEM education is crucial for our growth and sustainability.

In this edition of EG, we look at some of the international and local work that’s helping to encourage more young people into STEM, and specifically into engineering.

The Board has been very pleased to see our Chief Executive, Richard Templer FEngNZ, fronting the media for members on a range of issues. This work helps raise the profile of engineers, and the

importance of our work. See p13 for some tips on media interviews, in a wider article looking at engineers in key leadership roles in Aotearoa.

As 2023 draws to a close, I’m reflecting on the full and busy year that was, with highlights including the ENVI Awards, our Member Connect events, and the Wonder Project scooping two awards for vital work encouraging more young people to choose STEM careers.

I’m pleased so many of you supported the Rules changes at the recent Special General Meeting, and we can all look forward to these changes helping strengthen our governance structure.

And with the recent election bringing a change of government, we’re looking forward to briefing incoming ministers about our key focuses and initiatives.

As you reflect on the year that was, and on the year ahead, I encourage you to join me in thinking about what we can do differently in 2024 to bring positive change, both individually, and collectively as members of Te Ao Rangahau.

I wish you all a happy and restful summer.

Glen Cornelius FEngNZ CPEng President Engineering New Zealand Te Ao Rangahau

14 Life changes, leadership and legacy 16 Inspiring the next generation 24 Enhancing Māori businesses through tino rangatiratanga 30 Impacting on people and communities 32 Stabilising a landmark

Features

Leaders by example

Ngā āhuatanga

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Leaders by example

WRITER | KAITUHI MATT PHILP

Engineers bring something unique to the top tables of businesses, non-governmental organisations, government agencies and academia in Aotearoa, from problem-solving skills to pragmatism. So, what makes engineers good leaders, why should they step up to leadership roles, and what guidance is available?

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Alison Andrew FEngNZ remembers vividly the moment her path forked. It was the middle of the night, deep winter, northern Germany, and the University of Auckland engineering graduate was chasing down an argon leak on a cold box.

“I was standing on top of this structure in my Michelin overalls, it was cold, the sea was ice, and I thought ‘What the hell am I doing?’”

A nuts-and-bolts engineering career froze on the vine that night in 1986. Within a couple of years, Alison had completed an MBA with distinction at the University of Warwick and embarked on a life in business that culminated nine years ago in her appointment as CEO of Transpower. It’s a hefty responsibility, heading the entity that operates the national grid, but it’s entirely in keeping with a career that has included senior

and that’s quite a unique thing – and a real privilege,” she says.

There’s no overwhelming evidence that engineers are over-represented in the leadership stakes in this country, but they more than hold their own. Scan the academic credentials of corporate directors and executives, and you’ll find plenty of engineering degrees. Similarly with academia, public service and politics. Public figures with engineering backgrounds include business leaders and entrepreneurs such as Rob Fyfe CNZM DistFEngNZ, Rocket Lab's Peter Beck, businessman Chris Liddell CNZM, ACT Party Leader David Seymour and mayors Wayne Brown and Nick Smith FEngNZ. Leadership is only one aspect of engineering’s value to New Zealand – a recent PwC report shows engineering contributes between $14.6 and $18.1 billion every year

leadership roles at Fletcher Challenge, Fonterra, and mining and infrastructure solutions provider Orica. She is also highly experienced in governance, as a Director for Port of Tauranga and CIGRE, and was a Director for Genesis Energy.

Leading high-performing teams is what gets her out of bed in the morning.

“You get to attract, develop and grow great people,

to GDP – but it’s not inconsequential. Engineers bring something unique to the top tables of businesses, nongovernmental organisations and government agencies.

“I tell people I was programmed at university. They look at me like I’m saying something evil, but it really is a way of programming you to think in a certain way,” says Alison.

“Engineers bring problem structuring, problem solving, logic and pragmatism.”

Right: Transpower CEO Alison Andrew. Photo: Transpower Opposite: Dr Mahonri Owen, Senior Lecturer at the University of Waikato’s School of Engineering. Photo: Royal Society Te Apārangi

Feature | Āhuatanga

Using engineering to improve lives A senior lecturer at the University of Waikato’s School of Engineering, Dr Mahonri Owen MEngNZ’s research career has been focused on developing a “smart” prosthetic hand.

It’s potentially groundbreaking work in a fascinating field, but ultimately it matters not a jot unless it can improve the quality of life for amputees.

“Growing up, my grandmother taught me a whakatauki, ‘he aha te mea nui o te ao?’ or ‘what is the most important thing in this world?’ I saw by the way that she acted that people were the most important thing,” says Mahonri (Ngāti Hine and Ngāti Tuwharetoa). He also points to a seminal experience he had while on mission in South Africa when he met a young mother who had suddenly lost the ability to walk. He was 19 at the time.

“I thought that whatever I was going to do with my life, it had to involve helping people.”

After returning from South Africa, Mahonri finished his engineering undergraduate degree, then pursued doctorate research into a brain-controlled prosthetic hand.

It’s a fast-developing field, with efforts increasingly focused on muscle-machine interfaces, autonomous robotics and vision.

“We’ve come up with about five or six different ways you can control these prosthetic devices with different body signals. One of the main ones is EMG, or getting signals

from the muscles, which is quicker and more accurate than trying to do that from the brain,” he says, adding that for all the technical interest and challenge, he never loses sight of the ultimate goal.

“When you talk about amputees it’s never just the physical loss they’ve experienced. It’s social, it’s mental, it’s spiritual, it affects their family. So, you’re not just trying to restore a limb; you’re trying to restore a bit of all those other aspects of life as well.”

Leading Māori into STEM Mahonri’s other huge passion is encouraging young Māori into science, technology, engineering and maths (STEM) careers.

Previously, he worked for Palmerston North-based Pūhoro STEMM Academy, which was launched in 2016 to help address low engagement by Māori in STEM-related career pathways.

“I feel like I’ve grown up at the interface of Te Ao Māori and STEM, so it’s personal. I also feel I’m only where I am thanks to the opportunities that I’ve been given by good people. So, my view is that if I’m in a position to help support Māori coming into the STEM space, and specifically engineering, then it’s my duty to open doors for them,” he says. “I joke that although I’m at the University now, I’m still working for the academy. I love being able to get out to high schools to support those kids.

The benefit now is that I can say, ‘If you’re studying engineering, come and see me and I can look after you.’”

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“Have a go” Alison says one of the biggest curveballs in her career was when she was offered the position of Finance Director for Fletcher Challenge Paper, after successful leadership roles in the company’s energy and forestry businesses.

“The head of Fletcher Paper rang and said ‘I want you to be my CFO.’ I said ‘I think you have the wrong Alison; I’m an engineer.’ He said ‘That’s exactly who I want as my head of finance.’”

Of course, she took the job. It’s one of her pieces of advice to any young engineer contemplating stepping up to a leadership position.

“Have a go. Because otherwise how do you know what you’re good at, or what you like doing?” She adds that she wants to see more engineers take the leap.

“A lot of the jobs of the future are going to be in STEM, so being a role model for young people is important.

And engineering is such fantastic training because you can go in so many directions, from chief executive of a business to a technical expert to a project director running amazing projects.”

Having said that, the engineering mindset isn’t enough on its own to lead at the top level.

“It’s a really important perspective, but like any perspective on its own, it’s insufficient,” says Alison.

“You also have to possess or develop EQ [emotional intelligence] and people leadership skills. You have to like working with others and to find it interesting to develop and grow teams, and you need to surround yourself with people who bring diverse perspectives and to build on those.

“At Transpower, we do a lot of work behind the scenes to keep the lights on, and that requires really smart technical people. But the key is to get them working with all the fantastic people in property, environmental resource consenting, legal, commercial and customer service.

It’s all about getting people working together.”

Empowering the next generation For Professor Saurabh Sinha CMEngNZ CPEng, leadership is all about raising up others – or as he puts it in an online self-profile, “my mission is to leverage my expertise and network to empower the next generation of engineers and researchers”.

There’s plenty to leverage. Recently appointed as Executive Dean of the University of Canterbury’s Faculty of Engineering, Saurabh is an authority on the application of mm-wave integrated circuits for 5G and 6G telecommunications. But he also has international pedigree as an academic and industry leader, with his previous roles in South African universities including

Left: Saurabh Sinha CMEngNZ CPEng at the mm-wave laboratory at the University of Pretoria. Photo: University of Pretoria

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Engineering is such fantastic training because you can go in so many directions, from chief executive of a business to a technical expert to a project director running amazing projects.

– Alison Andrew

time as an institute director, executive dean and deputy vice chancellor for research and internationalisation.

Additionally, he served as a director at the global level for the Institute of Electrical and Electronics Engineers (IEEE).

Saurabh says his experiences with the IEEE and his exposure to the sustainable development goals changed his thinking.

“What became apparent during my journey within that organisation is that the big problems humanity faces really can’t be solved by a single discipline. You need the thread and weave of multiple disciplines to create the fabric that makes solutions acceptable to society.”

It’s a theme he brings to his role at the University – that as well as technical competency, engineers today also need to apply a social lens to their work – and it informs his view of what engineers bring to leadership roles. Like Alison Andrew, he believes the engineering mindset is valuable and important, but not sufficient.

“You need a blend of engineers with other disciplines in the leadership mix, I think.”

What do engineers bring to governance?

According to the Institute of Directors (IoD), the engineering perspective can bring the kind of diversity of thought that helps boards make better decisions.

“Engineers are trained to be problem solvers,” says IoD Chief Executive Kirsten Patterson. “They expect to assess data and reach logical decisions – and this may include working with limited data. Engineers are more likely to understand scientific ideas than people from other backgrounds, and this can bring valuable insights to boards on issues such as climate governance, for example.

“One of the IoD’s top five issues for directors in 2023 is ‘board agility’,” she continues. “That’s another way of saying boards need to find new ways to think and to operate in order to meet evolving governance challenges.

They need to be mentally and procedurally agile. It is likely that the perspective engineers bring to the table would help boards to think beyond their norms, and perhaps find ways to operate more efficiently and effectively.”

Fronting the media Engineers are an important voice in the media, providing expert commentary on issues of the day.

Here are some top tips from from Communications Manager at Te Ao Rangahau, Lachlan McKenzie, for when a reporter calls.

Have a plan News doesn’t wait, so take the call or respond as soon as you can. Ask about the reporter’s angle, deadline, and who else they’re speaking to. If you feel you can comment, arrange an interview.

Key messages Memorise the three things you want your audience to know and keep returning to these, no matter what you’re asked.

Sound bites Aim to express your key messages as a simple phrase, like “Drop, cover and hold” “Stay home, save lives.”

Keep it simple Know your audience. While you’ll be providing expert commentary, your audience might know nothing about your subject. Explain what has happened and why, what it means for them, and what to do. Speak slowly and clearly. Use easy words and avoid jargon.

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Life changes, leadership and legacy WRITER | KAITUHI ALEXANDRA JOHNSON

When Phillipa O’Shea was a child, her father worked on the oil rigs in the North Sea and at an early age, she decided she wanted to do the same. But an industry slump and a trip to Aotearoa led to an award-winning career in roading instead.

After gaining a degree in mechanical, maritime and offshore engineering to pursue her childhood dream of working on oil rigs, a slump in the oil industry prompted Phillipa O’Shea to return to university. She completed a PhD in civil engineering and worked in a range of roles in water and rail in the United Kingdom.

Then she took a life-changing trip to Aotearoa and fell in love with the country.

“That was it. I knew I wanted to live here, and when I got back to England, Downer was on a recruitment drive, so I applied for a position and moved here soon after.”

Eighteen years later, Phillipa’s work at Downer has been acknowledged with the Engineering Leadership ENVI Award for her exceptional leadership and passionate and innovative work in sustainability and New Zealand’s roading industry.

“I was totally blown away,” she says of her win. “It’s the icing on the cake. It’s a recognition of the work I’ve done in stealth mode and behind the scenes. My role

While long interested in sustainability, it wasn’t until 2015 when, as a participant in the Downer Inspiring Leaders Programme, she established ways to calculate the carbon footprint of Downer’s contracts.

“The industry wasn’t really ready to accept that then, but the work demonstrated that we were able to report on it and that our systems were good enough to do it.”

She says getting people on board has been a long journey.

“It’s been about planting a seed here and there, watering and nurturing them.”

In her own time, Phillipa took the lead in setting up knowledge-sharing sessions within the organisation to get staff involved in discussions about sustainability.

“I’ve also been fortunate in my role to do an annual review of the contracts from an asset management maturity perspective, and you get to know who wants to make a difference and help grow those people.”

“There’s been some good little nuggets come out of these contract reviews. It triggers people’s curiosity. It’s a very good platform to help bring our communities together.”

Phillipa says as a small country, the biggest impact Aotearoa can make towards shaping a more sustainable world

“By doing the right thing, we’re hopefully inspiring other countries to do the right thing, and of course, we will have an impact here – our waterways will be cleaner, our coastlines will be happier.”

Phillipa considers her work on pavement classification as her greatest achievement to date.

“Understanding what influences the performance of a road helps you understand what family group a section of road belongs to. Those that have the same geology type, rainfall volume, or the same rate of deterioration, can be modelled into the future with a deterioration rate that suits that family.

The greater the data pool, the greater the accuracy in order to predict the likelihood of renewal for a particular road.”

This system won Phillipa the Innovation Award at the Roading Infrastructure Management Support (RIMS) Conference in 2018, and she has since joined the RIMS conference committee. She was also part of a carbon calculation task team for Waka Kotahi, developing a framework for assessing carbon emissions in predictive modelling to understand the whole-of-life carbon costs for a road renewal and its associated maintenance.

has always been an influencer, building relationships.”

is by showing other countries what good looks like.

Phillipa says honesty and passion are key to strong leadership as is “having

Profile | Kiwhaiaro

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the courage to do the right thing, not necessarily the popular thing”.

“I believe if you’ve got a passion, anybody can be a leader because people are inspired by passion. And engineers have leadership in their DNA because we chose this profession to make things better.”

Phillipa’s leadership journey has not been without its road bumps.

“I was the only woman studying mechanical engineering at my university.

The industry has definitely changed, but back when I first started, there were still a lot of old boys’ clubs.”

“I think as a woman in engineering, there are always challenges.”

She says the skills women bring into engineering, which were once seen as “soft skills” are key for successful team collaboration.

“Many women have naturally high emotional intelligence and are resilient from tackling challenges given to us in life.

I’ve really seen an increase in the value our industry puts on these talents.”

Phillipa hopes her legacy will be that she has inspired people to grow and learn.

“It’s not really about my own individual achievements, but to grow others so they go on to inspire the next generation and the next, like a domino effect. That would be a lasting legacy.”

Photo: Brendan Lodge Photography

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Inspiring the next generation WRITER | KAITUHI RACHEL HELYER DONALDSON

Amid proposed cuts to Massey University’s engineering degree offerings, and an ageing population, Te Ao Rangahau is calling for “serious conversation and commitment with Government” about the country’s approach to developing skills in science, technology, engineering and maths (STEM).

So, how does a country go about growing and retaining more engineers and how can current engineers help?

Feature | Āhuatanga

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Felicity Furey. Photo: Supplied

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For award-winning Australian civil engineer Felicity Furey, raising awareness about what engineering actually involves – “helping people, creating the world around you, and making a difference” – is key to inspiring the next generation.

“Most teenagers don’t know what engineering is. But research shows that if young people, particularly young women, are given that information, they may be drawn to the profession.”

It will also, she adds, attract, and hopefully retain, a more diverse range of talent.

Growing up, Felicity wanted to be an artist. Engineering wasn’t on her radar until her physics teacher suggested it. She thought it “involved doing maths all day, and I didn’t like maths”. Engineering was her fifth preference at university, and she almost dropped out. She says

women, and women make up only 15 percent of Australia’s university-qualified engineering workforce. In New Zealand, as of 2018, women made up around 14 percent of the engineering profession.

Felicity says: “We live in a world of diverse people, and we need engineers who represent them.”

In Australia, Power of Engineering runs free one-day events for Year 9 and 10 students, and more than 14,000 teens have attended. Felicity says sustainability and climate change are top of mind for many. Most have no idea what engineers do, and 90 percent have never considered engineering as a career. Workshops, speakers and site visits to companies like Qantas show students real-life engineering. Felicity says that one day can make all the difference: approximately 80 percent of students who were a “no” to engineering beforehand, change their

it was really hard and she failed maths and found it disconcerting being one of 12 women in a class of 120, after attending an all-girls school. The turning point was learning about the psychology of road design in the second year.

mind to a “yes”.

Outside the programme, parents play a big role in influencing a young person’s career choices, but all engineers can do their bit, says Felicity.

“There are so many programmes to get involved with.

Even contributing one hour a year makes a big difference, or talking to a young person at a barbecue.

“Not everyone’s going to go into engineering, but if you know what it is, then you have a choice.”

During the pandemic, Power of Engineering launched Engineering in a Box, sending educational kits into schools. It’s been popular, says Felicity, who remains on the organisation’s advisory committee and is still involved in overseeing school programmes, while running her latest venture, WeAspire. Set up in 2020, it works with emerging leaders in engineering and technical professions. She’s still focused on the next generation and diversity, but in the workplace as well as schools.

In a world increasingly impacted by artificial intelligence, Felicity believes the future of engineering is still human.

“We need to hone in on human skills like communicating and defining ideas, thinking through consequences and engineering judgement. They’re the ones that are going to set us apart.”

I could have an incredible influence on the world around me because I get to shape it.

– Felicity Furey

Maths, she found, was “the teeniest part” of engineering.

“I realised engineers get to design the real world.

I could have an incredible influence on the world around me because I get to shape it.”

Felicity went on to lead multi-million-dollar engineering projects across Australia in her twenties. At 23, she delivered a $45-million-dollar portfolio of transport infrastructure projects for Brisbane City Council. Her many awards and accolades include being named one of Australia’s most innovative engineers in 2018

by Engineers Australia’s create magazine.

In 2011, Felicity co-founded not-for-profit organisation Power of Engineering to change the perception of engineers among young people, with the aim of inspiring the next generation of engineers. The report Engineering a Better Future: Australia’s Growing Crisis in Engineering Skills projects a skills shortage of 200,000 engineers by 2040. Less than two in 10 engineering students are

Opposite: Award-winning civil engineer Felicity Furey co-founded Power of Engineering to inspire the next generation of engineers.

Photos: Supplied

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Disrupting engineering education In Britain, a new higher education provider is disrupting traditional tertiary engineering education. The New Model Institute for Technology and Engineering (NMITE) accepted its first cohort of 27 students in 2021. Its Head of Academic Skills, Associate Professor Dr Sarah Peers, says the Hereford-based university is “hugely different” in its approach, offering real-world learning, in a part of England that previously lacked a university.

NMITE works hard to widen access to engineering and technology degrees, including attracting women, mature students, ethnic minorities, and those from underprivileged backgrounds. It has removed a lot of the usual requirements for entry to engineering, such as maths and physics – maths is not a standalone subject but embedded in all modules. All courses emphasise sustainability and engineering for social good.

Sarah says industry leaders often complain that engineering and technology students are simply taught how to pass exams. NMITE’s pedagogy counters this by preparing students to do “what engineers actually do: participating in meetings, presenting to clients, solving real problems”. Students work 9 to 5, Monday to Friday, and frequently collaborate on industry-set challenge projects.

NMITE’s engineering partners have been “really impressed” by the way the students work, Sarah says.

Students are given minimal instruction.

“We’re asking them to become people who can go, okay, how do I find out about that? How do I learn about that? How can we solve this problem?”

She describes NMITE students as resourceful and not afraid of uncertainty.

Sarah is also the new president of the International Network of Women Engineers and Scientists (INWES), which aims to “build a better future worldwide” through the full and effective participation of women and girls in all aspects of STEM. In September, she presented at the International Conference of Women Engineers and Scientists (ICWES19) in Auckland, which Engineering New Zealand co-hosted.

One session focused on NMITE’s model of teaching and learning, while the other looked at perceptions of gender barriers in STEM. An international survey led by INWES found that men and women disagree on what it’s like to be a female working in STEM. Most leaders in STEM are men.

Worryingly, “they often don’t see the gender inequality,” Sarah says. But where male and female colleagues agree there are gender barriers, then, Sarah says, there is potential for progress. The work has led to a promising new gender index for STEM.

Left: Emerging Professional Member Irene Clausse.

Photo: Supplied

Above: Irene Clausse and Emma Lloyd at the International Conference for Women in Engineering and Sciences, held in Auckland in September 2023. Photo: Supplied

Opposite: First-year NMITE MEng Integrated Engineering students consulting the lead academic on a control systems challenge.

Photo: NMITE

Feature | Āhuatanga

Valuing all engineers Irene Clausse began her engineering degree at 31.

Despite her parents being nuclear engineers in Argentina, she didn’t consider engineering as a career. Moving to Aotearoa in her mid-20s she fell into admin work but soon wanted to do something technical.

“I realised my brain was wired this way.”

The Engineering New Zealand Emerging Professional Member is now an intermediate electrical engineer at Christchurch electrical design and construction business, Connetics. She describes the work as “very challenging, in the best kind of way”.

Not all engineers are analytical, some are creative, some are more chaotic.

We need every single one.

– Irene Clausse

At ICWES19, Irene and colleague Emma Lloyd presented on addressing the female engineering identity in STEM. Irene says studies have shown men readily identify themselves as engineers, but women are often reluctant to do so.

Irene says that once in STEM fields, women are made to doubt themselves, and she says the constant questioning – “I see it every day” – is wearying, and one reason so many leave.

What needs to change? Ask women to stop adapting, such as telling them to speak more assertively, Irene says, and ensure team bonding exercises are gender neutral: pottery painting is as valid as frisbee golf and bowling.

Finally, says Irene: “No more admin.” Women often take up this role by default, taking minutes and chasing up people.

“Make a point of not offering.”

A lack of relevant role models is also a massive barrier to change.

What can all engineers do to help?

“Stop generalising – saying ‘all engineers’ only makes people who don’t conform to the stereotype feel like they don't belong. Not all engineers are analytical, some are creative, some are more chaotic. We need every single one.”

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EG 25/2023

Early career engineer helps showcase profession Intermediate electrical engineer and Engineering New Zealand Emerging Professional Emma Lloyd was going to medical school when she had a last-minute change of heart. Attracted to studying decarbonisation and sustainability, she says she landed on her feet by becoming an electrical engineer, and wants other young people, especially young women, to recognise it is a possible, and varied, career.

At the University of Canterbury, Emma worked closely with the Māori Development Team, mentoring Māori students and showing secondary school rangatahi around university. She was part of the 2023 ENVI Awardwinning ENG ME! Mentors programme, designed to create an inclusive and supportive environment. She also helped run the WiE CAN Women in Engineering residential programme for Year 12 students.

“A vast majority go on to do engineering.”

Now at Connetics, she speaks at a number of events, encouraging young people into electrical engineering.

The sector is busy building new infrastructure and decarbonising, yet she says it has a “massive” talent gap.

Emma is also a Wonder Project Ambassador and believes the schools programme is the perfect way for engineers to showcase the profession.

“It’s really rewarding. All the prep work is done for you, so it’s really easy. It also counts towards your CPD hours.

It’s a no-brainer!”

Above left: Emerging Professional Member Emma Lloyd. Photo: Supplied Left: University of Canterbury WiE CAN cohort 2022. Photo: University of Canterbury Below: A Wonder Project Ambassador with St Mary’s Catholic School ākonga.

Photo: Tim Hamilton/VisionWorks Photography

The Wonder Project Winner of two awards at the TVNZ-NZ Marketing Awards 2023, the Wonder Project is Engineering New Zealand’s not-for-profit, free schools programme, designed to inspire rangatahi with STEM. It includes curriculum-aligned programmes providing awe-inspiring STEM learning experiences to Year 5–13 ākonga across Aotearoa. Since 2018, it has inspired 100,000+ ākonga, reached almost 4,000 classrooms, touched 1,422 unique schools and been supported by 2,600+ ambassadors. wonderproject.nz

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Lydia Graduate Engineer

8500 rangatahi engaging with the Wonder Project Power Challenge, envisaging a carbon-neutral energy future for New Zealand

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mas.co.nz

24

The Height team – from left: Esther Croft, Chris Lord, Kel McBeath, Georgia Richards, Warner Cowin, Beaufa Brown and Claire McCarthy.

Photo: Emily Chalk Photography

EG 25/2023

Feature | Āhuatanga

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Enhancing Māori businesses through tino rangatiratanga WRITER | KAITUHI KATHY CATTON

This year’s Engineering New Zealand ENVI Awards Supreme Award winners, Height Project Management and Te Puni Kōkiri, pave the way for Māori businesses to win work and make sustainable profits in government procurement.

EG finds out more about this kaupapa.

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EG 25/2023

Māori businesses pitching for government engineering and construction contracts can face huge challenges.

The process can be complex and the commercial risks are high. In some cases, there are inherent trust issues with the Crown and a system in which there has been a legacy of negative experiences and mistrust.

The government’s progressive procurement policy, in place since 2020, now requires all mandated agencies to ensure that at least eight percent of the total number of annual procurement contracts are awarded to Māori businesses. This is one lever being used to address the wealth inequities for Māori and promote supplier diversity across government agencies.

Founder and Chief Executive of infrastructure advisory business Height Project Management, Warner Cowin CMEngNZ CPEng IntPE, of Ngāti Porou descent, was well placed to help remove some of the barriers.

Warner finished his mechanical engineering degree at the University of Auckland in 1995 and his Associate Diploma in Engineering Aerospace Systems at RMIT

Royal New Zealand Air Force for six and a half years, which included operational deployment in East Timor. But there were other motivators at play for Warner.

“I’m Ngāti Porou on my father’s side and Pākehā on my mother’s side,” says Warner. “I’m proudly both Māori and Pākehā.”

He says this allowed him to see the way diverse perspectives and cultural values can become crucial in shaping a better future and tackling society’s biggest issues.

After working in the United Kingdom, Japan and France, Warner and his wife, Liz Cowin, returned to Aotearoa. Warner joined Downer as the National Business Development Manager and National Water Operations Manager. In 2013, Warner and Liz founded Height Project Management, to bid and deliver infrastructure projects that drive growth and improve how people work.

“We used to say, ‘Give us your shittiest project and we’ll manage it’, and that’s how we got started,” says Warner.

As the business evolved and started to work on more

University in Melbourne, Australia, in 1996. He was destined for a career in aviation and joined the

infrastructure projects, the Height team saw the potential within construction and asset maintenance to address

Feature | Āhuatanga

Opposite: Height Project Manager Georgia Richards and Programme Manager, Capability Uplift Beaufa Brown.

... if we can help build a strong locally based Māori economy within these communities, then prosperity and purpose are part of the solution to these problems.

27

Left: Founder and Chief Executive Warner Cowin.

Photos: Emily Chalk Photography

the challenges faced by Māori, Pasifika and marginalised groups through employment and direct business opportunities.

“Statistically, Māori men are going to live 10 years less than their Pākehā colleagues. Fifty-one percent of the prison population are Māori. Children are living in homes

procurement policy, if we can help build a strong locally based Māori economy within these communities, then prosperity and purpose are part of the solution to these problems.”

In 2021, Height and Te Puni Kōkiri (TPK) worked together to develop a Capability Uplift Programme, aimed at supporting Māori businesses, to not only win contracts but to be profitable and give their clients insight into who they are as uniquely Māori businesses. Since inception to July 2022, 70 Māori businesses have been onboarded into the programme, with $28.7 million worth of contracts being won by participating businesses. From the $1.39 million programme investment made, this is a return of $20.70 for every dollar.

Warner says the programme has allowed Māori businesses to invest in their people, build core technical and management skills, and implement wider programmes in te reo Māori and tikanga.

TPK provides the funding, identifies businesses through its regional office network and prequalifies candidates

that are substandard,” says Warner.

“If you go back to the essence of the progressive

through a discovery pathway before referring businesses to Height.

– Warner Cowin

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EG 25/2023

Will Greenhalgh, Supplier Portfolio Manager at TPK, describes the programme as a game-changer. He says there isn’t anything else like it in Aotearoa where small- to medium-sized Māori businesses can learn how to engage with government practices at no cost to them other than their time.

“We work with a number of providers, with Height being one of them. If the Māori business is needing support on government tendering and business development opportunities, we will refer them to Height,” says Will.

Warner says: “We’ve been able to demystify and contextualise the government procurement process in a Te Ao Māori context. For us it’s all about tino rangatiratanga – empowerment and self-determination.

Fundamentally this is about controlling your own destiny.”

He adds, “For Māori, there is a strong sense of social

... this programme has been transformational in creating fiscally capable people and strong local leaders.

obligation. When your aunt tells you to employ your cousin who might have had a few hiccups along the way, there is an obligation and expectation there. What we see with our Māori businesses delivering work for government is that

pricing, contract review, HSEQ [heath, safety, environment and quality] compliance, negotiation, customer systems and business development. I’m grateful to all of my team, especially Claire McCarthy, Social and Sustainable

Sharing the success in the Far North As a programme participant, Yakas Construction secured a multi-million dollar contract for a Kāinga Ora housing development. Through this, Managing Director of Yakas Construction, Marty Yakas (Ngāti Rēhia), brought on board other Māori subcontractors, with the vision of making a difference to his community.

“After establishing my business in 2018 and building it up, I was looking at tendering for a multi-million dollar Kāinga Ora contract to build six social houses for my people in Kaikohe,” says Marty. “But at first, I wanted to walk away. It was really daunting with the amount of paperwork and documents required. But the Height team provided a lot of reassurance and helped me gather the required information. They helped and advised me on how to negotiate and I ended up winning the contract.”

An employer of many Kerikeri locals, Marty sees how the work he does affects the community.

“I employed 75 different contractors on that job, and each of them has a family, and they’re all part of a community. It’s been great to share my success with them.”

Marty also values the confidence he has gained from the programme.

“Since the Kāinga Ora project, I’ve tendered for other projects and I feel happy to negotiate now. My team now see me as strong, and that makes them stronger and together we grow stronger.”

– Warner Cowin

absolute integral social obligation and commitment to community.”

Given the complexity of bidding and the various levels of competency across the businesses, most of Height’s team works with programme participants.

“We cover market research, bid writing, pitch building,

Above: Kāinga Ora housing at Rankin Street, Kaikohe. Photo: Aerial Vision Opposite: From left – Warner Cowin, Beaufa Brown and Sustainable Outcomes Lead Claire McCarthy. Photo: Emily Chalk Photography

Feature | Āhuatanga

Outcomes Manager, for making this programme a reality,” says Warner.

“It was never a competitive advantage to be Māori,” he adds. “People were just trying to survive, but this programme has been transformational in creating fiscally capable people and strong local leaders. The way you employ people in Māori communities means you have wider pastoral obligations to these people. It’s been phenomenal to see the changes.”

This people-first approach has had ripple effects on team members, businesses and communities. Not only are the business leaders bringing in other Māori businesses as their subcontractors, but they are also employing rangatahi Māori as trainees and apprentices, fostering mana whenua and advancing the careers of their Māori staff at all levels. This, in turn, provides

“Programme participants are sharing their successes and becoming a point of reference for others interested in the programme” says Kellee Koia, Project Lead for the Progressive Procurement team at TPK. Judges of the ENVI Awards also commented on these ripple effects, noting the “legacy of great businesses that will be operating far into the future” as a result of this programme.

And Warner agrees.

“We hope this programme will be part of the solution to eventually lead to a more equitable New Zealand.”

people with the tools and support to grow their skillsets, confidence and capability. “It results in increased mana, increased economic security, and sustainable businesses and communities,” says Warner.

outcomes and engage with Māori, and working with Māori and Pasifika businesses, preparing them to successfully bid and deliver government contracts".

In September, Height co-founder and CE Warner Cowin won the ACE Awards 2023 President's Award.

Judges said he's "... a thought leader, influencing the way government buyers operationalise broader

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EG 25/2023

Impacting on people and communities

Photo: Tim Hamilton/VisionWorks Photography

Profile | Kiwhaiaro

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WRITER | KAITUHI ALEXANDRA JOHNSON

The winner of the Young Engineer Award at Engineering New Zealand’s ENVI Awards 2023 says his passion for buildings grew when he started working on projects where he saw firsthand the significant impact they

structures but gives a soft biophilic feeling for occupants.“ Kishan says because the site was a rural, live prison environment, they needed to create a design that was simple, safe,

solutions that some engineers don’t necessarily know of, or don’t realise that they are already doing a great job but with a few tweaks it could be much better.”

Kishan is passionate about sharing

had on people and communities.

Recognised for demonstrating outstanding leadership and his commitment to lowering carbon emissions, Southbase Construction's new Design Manager Kishan Seger CMEngNZ loves engineering because it involves constantly building on knowledge, and learning through experience.

“Also, it’s challenging, and being a problem solver at heart, I naturally gravitated towards it.”

Kishan says the building profession “is about everyone coming together to deliver a common goal”.

“It’s truly a team-first profession. And I’ve been fortunate to lead and be a part of some great teams.”

A project from his recent role as a structural engineer at Beca that illustrates his passions and strengths was for the Department of Corrections in the central North Island, for low-security inmates where he was Engineering Lead for Beca.

“What really resonated with me with this project was the Department’s vision to reimagine how we approach rehabilitation for prisoners by creating interactive spaces to promote rehabilitation, and mental and physical wellbeing, provide a sense of connection with the community, and allow for frequent korero with whānau.”

He adds, “Led by the architects, we got as much stakeholder feedback as possible to create a facility that was warm and welcoming, but still secure and robust.

and easy to build, so some structures were prefabricated and bolted together on site.

Kishan managed a team of more than 100 people across New Zealand, Australia, Thailand and Indonesia and coordinated several engineering disciplines, including sustainability, structural, civil, geotechnical, mechanical, electrical and surveying services.

“To make that project successful I tried to learn a bit about each discipline, sitting in on some of their meetings to hear what was important to them, because when managing a project, you’ve got to approach it with a considered outcome for everybody.”

As sustainability was a central focus, during the design phase Kishan measured and cross-checked the embodied carbon impact of potential designs by using an Excel-based embodied carbon calculator he’d helped develop.

“The majority of the embodied carbon in a building arises from the structure and gets locked in once the building is built, so structural engineers are best placed to help reduce the impacts of it. However, this requires engineers to be in the room early to influence decision-making and impact scope to deliver pragmatic, cost-effective, low-carbon solutions.”

He adds: “A project needs the right balance between sustainability, safety, function and cost – all aspects need to stack up if the project is to go ahead and have a positive impact on the community.”

Information sharing is vital to see a real

what he has learned.

“My vision is that everybody is on an even playing field and enhancing the built environment with environmentally considered designs, not only in structural engineering, but in all disciplines.”

He believes good leaders are approachable and can make decisions that are well considered, weighing out all the risks and opportunities.

“I can only talk from personal experience, but I think it is somebody who is empathetic, can listen, and has the ability to see things from other people’s perspectives. Someone who can bring everyone together from different backgrounds and create a fun working environment. I think it is very important to treat all people kindly and with respect.”

He says it has always been vital to him to learn and grow, and he enjoys helping others do the same.

“When I started out at Beca there was always someone to get advice from and I felt like it was my responsibility to do the same for others.”

Kishan advises young engineers intent on making an impact early in their careers to approach everything they do with a sense of purpose.

“Be willing to grow and learn and take on advice from others.”

Kishan hopes his legacy will be that he had an impact on the built environment, on community and sustainability.

“And I hope people will say they enjoyed working with me, that I cared about the

This led to the use of engineered timber, which is structurally efficient for low-rise

shift to more sustainable construction.

“There are a few key easy-to-adopt

people I worked with, and for.”

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EG 25/2023

Engineering hope

Stabilising a landmark WRITER | KAITUHI RINA DIANE CABALLAR

33

Christ Church Cathedral Reinstatement Project — Phase 1: Stabilisation.

— Phase 2: Strengthening and reinstating main cathedral and adding new tower.

— Phase 3: Providing visitors centre and cathedral centre.

— Expected completion of entire project: end of 2027.

Awards — 2023 ACE Awards Gold Award winner — 2023 Structural Engineering Excellence Awards, winner of Structural Heritage and Cultural Award — 2021 Steel Construction New Zealand Excellence in Steel Awards $500K to $1.5M category winner

Christ Church Cathedral’s awardwinning stabilisation phase is complete, marking a major milestone in the church’s reinstatement.

As an iconic structure at the heart of Ōtautahi, Christ Church Cathedral has been a vital part of the city’s identity for more than a century. Nearly 13 years after the devastating earthquakes that severely damaged the building, the cathedral is rising again, with stabilisation completed in March 2023. The foremost phase in the three-phase cathedral reinstatement project, stabilisation began in May 2020 A remote excavator enters the Cathedral to clear debris to allow safe access. Photo: Christ Church Cathedral Reinstatement Limited

and involved making the Christchurch building safe to enter and work in.

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EG 25/2023

“I don’t know of any other projects where a building has been stabilised to this extent in order to carry out the main strengthening works,” says Cameron Belliss CMEngNZ CPEng, pre-construction engineer at Naylor Love, the consultant contractors for the project.

“The premise was taking it from a building classified as dangerous to something more on par with what a typical construction site would be in terms of safety.”

At the same time, the stabilisation project had to facilitate the second phase of strengthening and reinstating the cathedral. To accomplish that, the team had to thoroughly review and understand the building’s state, from minor or undamaged sections that can take some form of structural load, to wrecked and ruined areas that needed to be deconstructed.

“It’s important to find ways to enable deconstruction,

specifically NZS 1170, for guidance on what loads to design a structure to withstand, such guidance does not exist for stabilising a badly damaged historic church.

“Setting this fundamental structural design criteria was one way to protect the building’s heritage,” Peter says.

“We had to find the right balance of putting in temporary work frames that are robust enough to make it not just a safer place to be around and work in, but also add a better degree of protection to a significant building, and not making it such a high level of load that you almost have to take the building apart.”

The structure’s intricacies pushed engineering boundaries and required creative thinking. Some large reinforcing cages for the foundations had to be prefabricated and lifted into place using cranes to reduce the time spent working in hazardous areas. This also

especially elements that don’t contribute anything structurally – all they do is add mass and increase risk,” says Peter Carney, a structural engineer at Holmes who led the stabilisation project.

“You take a bit of the building away to better protect the rest that remains.”

The team was also tasked with preserving as much of the existing historical fabric of the structure as practically possible, which entailed working closely with the stonemasons as key resources. And while typical buildings refer to New Zealand Loadings Standard,

encompassed removing the existing roof at the centre of the building – where the four major arches intersect – deconstructing the damaged arches from above, and putting in a temporary roof.

“The best way to carry out the work was to lower everything in from above, as opposed to coming in from one side and building a structure from the ground up,” says Cameron, adding, “That enabled us to do the work without having anyone standing under a damaged archway that could potentially have stones fall off it from up to 20 metres.”

Left: Steel is lifted onto the south transept of the Cathedral during the stabilisation process.

Opposite: Lifting west wall frame into place. Photos: Christ Church Cathedral Reinstatement Limited

Feature | Āhuatanga

Such a complex project also required engineering ingenuity, and the team turned to innovative technology, such as sending in a remote-controlled robotic digger to excavate and clean up the rubble on the inside and outside of the building.

“It was one way to remove some of the health and safety risks because the operator was outside the building in a safe area,” Cameron says.

Crucial to the project’s success was the open, collaborative relationship between Holmes, Naylor Love and client, Christ Church Cathedral Reinstatement Limited (CCRL), plus clearly defined guidelines, which “... served as a decision-making framework for us to fall back on when we came up against these different questions that the building posed to us,” Peter says.

Completing this initial phase is a turning point for the cathedral’s reinstatement, and entering it for the first time was a proud occasion for Peter.

“To have those moments like we had inside the building is a recognition of getting one step closer to the end of the journey,” he says.

“I like working on these kinds of buildings because they have a strong civic connection. People talk about the Cathedral as a landmark in Christchurch because the spire would help them get their bearings around town and we’re going to help reinstate that.”

People talk about the Cathedral as a landmark in Christchurch because the spire would help them get their bearings around town, and we’re going to help reinstate that.

Stabilising the cathedral was no easy feat, and with such a lengthy timeline, progress sometimes felt slow.

“I’d like to think that reinstating the cathedral will be the final piece of earthquake recovery for Christchurch.”

– Peter Carney

“But then you step back and see how much has been achieved in the last year,” Cameron says. “Now the construction site is humming and there’s work happening everywhere.”

As an Ōtautahi local, Cameron notes that “the progress we’re making is starting to give people hope that the Square will be returned to what it used to be, and there is a lot of clever engineering work going on behind the scenes to make that happen”.

35

Snapshot In August, bulk carrier Pyxis Ocean set sail on its maiden voyage from China to Brazil with retrofitted WindWings, a wind-assisted propulsion system aimed at helping decarbonise the maritime industry. Folded down when in port, the 37.5-metre-tall, rigid sails use wind power to help propel the vessel. John Cooper, CEO of BAR Technologies, which developed WindWings, says: “WindWings are expected to save 1.5 tonnes of fuel, per wing installation, per day, and save 4.65 tonnes of CO2 per WindWing per day, if using heavy fuel oil.” Photo: BAR Technologies

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43 Business processes a strategic advantage 44 Incorporating indigenous knowledge 46 Our dam spots 49 From the ground up 50 Intersection

Best practice

41 Avoiding identity crises

Ngā mahi papai rawai

40 Towards true diversity in the industry

EG 25/2023

40

Towards true diversity in the industry JAMES DAVIES

For members of diverse groups to perform at their best, they need to feel genuinely valued, respected and able to be themselves at work. Downer New Zealand is pursuing this goal through the StandOut LGBTTQIA+ community, winner of the 2023 Engineering Diversity ENVI Award.

Many companies use some variation of “diversity is our strength” in their messaging. This is true, with robust statistical correlations identified between increased diversity and higher innovation and productivity. But StandOut, Downer’s community for staff identifying as lesbian, gay, bisexual, takatāpui, transgender, intersex, queer/questioning, asexual and others (LGBTTQIA+), is more than “just another HR initiative”. Founded in May 2022, the StandOut community is run by members, for members. It has operational executive support from NZ Country Manager Craig West, and governance including quarterly reports to senior leadership. The group has autonomy over its activities and budget allocation.

The initiative has a number of key achievements to date: — StandOut Forum – a two-day forum held at Downer’s head office in February. It included a discussion by rugby player Ruby Tui, rainbow community member and Downer’s ambassador for diversity and inclusion, and closed with a queer magic show. One group member who wanted to remain anonymous commented: “My favourite part of the forum was meeting each other in person and forging a better relationship

because of the interactions we had face-to-face. It felt personal and gave everyone a chance to share their story in a safe space without judgement.”

— Sponsoring University of Auckland’s Rainbow Engineers’ Group – to help support young engineers who are apprehensive they will face career difficulties just because of who they are.

— Active allyship and rainbow education sessions – including the “whys” of acceptance, allyship and preferred pronouns; the role of empathy; and a chance for people to share their own connections to LGBTTQIA+ communities. In the fourth quarter of 2022, 150 people attended 10 sessions across the country.

— Allies and members' register – a PowerBI dashboard displaying self-registered allies and community members by NZ region. Since 2022, the register has gained 181 members and allies from Whangārei to Dunedin.

— Distributing rainbow StandOut stickers for display on phones, notebooks, and around depots, enabling people to passively display allyship. Importantly, StandOut gained senior executive team buy-in for this national rainbow branding rollout, a first for Downer.

So, what sets StandOut apart? The steering committee, elected by and from the membership and headed by the governance lead, meets monthly and reports quarterly to a governance team comprising executive sponsor Craig West and other senior leaders. StandOut’s

budget is overseen by the steering committee and reported to the governance team. This sets StandOut apart as there’s the freedom to allocate the budget to selfformulated initiatives that members know, from their own lived experience, can help support other members of the rainbow community in the workplace.

Collectively, this approach allows for the group to have self-determination.

It’s more than just “tick-box” diversity support. The StandOut group membership democratically chooses its leadership, who in turn collaborate with the membership in formulating, choosing, funding and carrying out initiatives. The steering committee is only accountable to the governance team for budget renewal.

Importantly, this approach shows respect for something common to the histories of most diverse groups: being seen as what people think they are, rather than understood as what they actually are. Having the freedom to build such understanding into its own initiatives from the ground up enables StandOut to help rainbow community members genuinely feel free to be themselves at work.

None of this would be possible without the dedication, hard work, deep thought and empathy of StandOut’s members and leaders. I look forward to their example being taken as a blueprint not only by other diversity groups in engineering, but by all of us, who ultimately benefit from true diversity in the industry.

James Davies is Senior Bid Coordinator – Transport at Downer.

Best practice | Ngā mahi papai rawai

41

Avoiding identity crises JESSICA PALMER

A high-profile case involving the misappropriation of the identities of two engineers made headlines in 2023. And while potential industry reforms will help strengthen the building system, all engineers, firms and consultancies can help ensure safe signing practices.

In May, Te Ao Rangahau was informed of allegations that an engineering technologist member misappropriated the identities of two Chartered Professional Engineers to sign producer statements and other documents. The alleged conduct has affected more than 1,000 properties and 42 building consent authorities, across an estimated period of six years. To address the situation, we notified the affected authorities and the police, and the matter is now before the court. We also suspended this person's membership and commenced the disciplinary process. As a professional association, we acknowledge the significant impact of the events on building owners, authorities and the engineering community.

The Building Code plays a key role in the building sector, setting out minimum performance standards that new building work must meet. When building work requires a building consent or code of compliance certificate, a building consent authority (BCA) may request a producer statement from the applicant. This is a professional opinion based on specialist expertise and sound judgement. Whoever signs this is stating they believe on

reasonable grounds that the building work will or does comply with the Building Code. The BCA may use the producer statement in their assessment of whether they believe on reasonable grounds that the work meets the Building Code and approved consenting requirements. The producer statement template provided by Te Ao Rangahau and ACE NZ should only be signed by a Chartered Professional Engineer, which the member was not.

At its core, this case is about the misappropriation of the signatures and authority of Chartered Professional Engineers and undermining the regulatory system they work in.

The Ministry of Business, Innovation and Employment (MBIE) is the building system regulator and its vision for its regulatory strategy is, “High-performing building regulation supporting better buildings for New Zealanders”. In June, MBIE released an options paper, as part of its review of the system, acknowledging that there are issues with the use of producer statements. The paper sets out the preferred option for addressing the matter: to amend the Building Act 2004 so it refers to producer statements and how they should be used, and lays out factors to assess producer statement reliability.

As with any systemic change, any regulatory reform would take time so we urge engineers, firms and consultancies to take steps to ensure safe signing practices. As a Chartered Professional Engineer signing producer statements

and any other document, ensure you are aware of and follow all sign-off processes and responsibilities. As a person editing a document that will be signed by an engineer, ensure the engineer consents to any document changes before they sign it, and if any change is made after the document is signed, ensure it was done with the engineer's recorded consent.

Consultancies or firms should also check they have, and share with staff, a policy on signature use, and review who has access to any stored signatures. With MBIE’s preferred option of setting factors to assess producer statement reliability, digital signing may become more commonly used in the profession. This involves an electronic signature with an added layer of security that prevents the signature being modified in transit.

Lastly, we remind all Chartered Professional Engineers and Te Ao Rangahau members of your duties under the Code of Ethical Conduct, to not misrepresent your competence and to act with honesty, objectivity and integrity.

Jessica Palmer is a Legal Advisor at Te Ao Rangahau.

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Best practice | Ngā mahi papai rawai

43

Business processes a strategic advantage ROBERT MASZKOWSKI

If you list your company’s critical assets, you’ll likely include vehicles, computers, buildings and people – the tangible assets.

Hopefully, you’ve also included intellectual property (IP), contracts, brand, patents and copyrights. But, did you include processes?

Here’s why you should.

A process is any activity that turns an input into an output. Quoting for or planning projects, hiring staff, developing a design, purchasing goods are all examples of processes. Like other assets, processes create value – they are value-creation engines. If I asked you to describe what your business does, you would describe a process. “We design buildings” or “we provide engineering solutions”.

These examples consist of many, often complex processes, each affecting one or more aspects of the business such as quality, delivery time, customer experience, and safety. The quality of these processes ultimately determines the profitability and success of the business.

Sadly, in my 15 years working in processcentric roles, I have come across too many organisations where processes serve only two purposes: to convince an auditor that the company has them, and to be ignored. This is indicative of a false belief that investing in good processes lacks tangible benefit. Yet, the opposite is true. Take Toyota as an example.

The company is famous for the Toyota Production System (TPS), a manufacturing

while consistently maintaining one of the highest profit margins in the industry.

We don’t often think of a manufacturing process in terms of an asset, but it's one of Toyota's greatest strategic assets, as is its brand (by no small part thanks to TPS itself). The company clearly understands this and goes well beyond upkeep, continuously adding value to the asset through unrelenting optimisation and innovation.

If you’re looking for another example of how processes have created extraordinary company value, consider why a Big Mac (usually) tastes the same wherever you go.

The principles remain the same for all businesses. Consider an engineering firm’s robust review process which earns it a reputation for quality, so it retains loyal customers. It’s a process that adds significant value to the business.

Therefore, It’s a strategic asset.

Many processes aren't visible and are therefore easy to neglect, especially during a recession, when there’s pressure on management to cut costs swiftly. Then, management often responds by taking a knife to the company’s greatest (and most visible) assets – the people. And with that, they lose years of valuable skills and knowledge, damage the customer experience, and put stress on their quality control. This is short-term thinking and a false economy: how much does it cost to train a graduate until they produce a profit? How much business is risked by

process responsible for building some of the most reliable cars in the world,

tarnished customer relationships? And how much does rework cost the business?

Rarely does management look to cut costs by improving wasteful processes.

By flipping their thinking, leaders can reduce or avoid layoffs, and position their company for growth when others take a step backwards.

Viewing processes strategically, a business creates a powerful force multiplier of all the other business assets, including raw materials, time, people, knowledge and IP, which can set a business apart from its competition.

While process strategies differ between businesses, all good strategies require some key compoents.

— An understanding of existing processes Map, document and evaluate to identify pain points and areas for enhancement.

— Alignment with business goals Identify the processes key to the company's strategy and market advantage.

— Measurement, monitoring and reporting Establish good quality metrics/KPIs to understand current performance, set targets and report on progress.

— Investment Allocate the required resources to achieve targets.

— Improvement Establish a culture and programme that drives process innovation and improvement, ensuring benefits are sustained and built upon.

Robert Mazkowski is Director of Touchstone Consulting.

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Incorporating indigenous knowledge CINDY JEMMETT

Māori have always been engineers, skilled at observing and responding to their environment. In Aotearoa, the engineering profession has slowly been opening to Māori world views, with positive outcomes for communities and the environment.

Māori design of pā, waka and textiles; food gathering, cultivation and storage techniques; and navigation are all engineering skills. Yet in the past, western approaches to engineering have largely ignored indigenous knowledge.

In Te Ao Māori, people and environment are connected through whakapapa.

Central to an engineer’s role is the practice of kaitiakitanga – an obligation to be a good steward or guardian of the environment. The engineering that Pākehā settlers brought with them to Aotearoa in the 19th century was rooted in a world view in which financial gain was placed above environmental stewardship. In Aotearoa, engineering has been complicit in environmental and cultural degradation.

Māori concerns and objections, raised through petitions, court cases or other legal means, were ignored.

Works proposal to channel treated sewage from Rotorua city into the Kaituna River prompted the Kaituna claim (1984).

And in Auckland, the Manukau claim (1985) centred on the cumulative effects of industrial waste, effluent, chemical residue and sediment run-off on the Manukau Harbour.

In all three cases, the Crown accepted the Tribunal’s recommendations, and engineers instead developed land-based wastewater treatment solutions. The cases also prompted legislative change and informed the development of the Resource Management Act 1991 (RMA). The RMA made legal provision for Māori to have a voice in resource management planning, marking a shift in natural resource management in Aotearoa.

Waitangi Tribunal cases prompt change In the 1980s, three landmark Waitangi Tribunal cases forced engineers to take notice and respond. Each involved the treatment and disposal of wastewater.

The Motunui claim (1983) opposed plans to discharge untreated outfall from the Motunui synthetic fuel plant into the sea,

A new discussion begins The Waitangi Tribunal cases received a lot of media attention and sparked discussion within the engineering profession about engineers' responsibilities, not just to a project's client, but to the wider community. A 1983 article in the then Institution of Professional Engineers New Zealand’s journal, New Zealand Engineering, argued that for the profession to be credible for Māori, engineers would need to take the initiative to understand Māori values and to work with communities “to ensure that implementation of engineering schemes makes a tangible response to the values of the community”.

polluting the Motunui Reef, a traditional seafood gathering area. A Ministry of

Discussion within the profession continued throughout the 1990s. As part

of the then Institution’s 1990 conference, members heard presentations on “Maori issues and engineering” and were encouraged to increase their knowledge of the Māori world and its values. In the journal, a series of articles by Morris Te Whiti Love gave readers an introduction to navigating the RMA, consulting with iwi, wāhi tapu and resource consenting, Treaty claims and concepts such as kaitiakitanga.

Māori representation in the profession Given the dominance of Western values in engineering practice in Aotearoa, it is not surprising that Māori are underrepresented in the profession. Nor is it hard to understand why the profession has not been an inviting or attractive one for Māori to join. In 1983, only one percent of graduates from the University of Canterbury’s school of engineering were Māori, despite Māori making up 5–9 percent of the population in that age group. Data from the 2018 Census indicates that seven percent of engineers in Aotearoa identify as Māori, while Māori make up 15 percent of the population.

It’s important that the engineering profession looks like the communities it serves. History has also shown us the value of a profession that looks a little more Māori in its values and outlook. When we work together, everyone benefits.

Cindy Jemmett is Heritage Advisor at Te Ao Rangahau.

Best practice | Ngā mahi papai rawai

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Bay of Plenty Young Farmers raft race at Kaituna River, February 1976. Photo: Tauranga City Libraries (gca-22477)

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Our dam spots KALEY CRAWFORD-FLETT

Readiness, resilience and regulations: a spotlight on New Zealand’s dam infrastructure.

It’s likely that most Kiwis fail to appreciate Aotearoa’s reliance on dam infrastructure in our everyday lives. We can thank a dam engineer when we turn on a tap, switch on a light, or consume locally grown or processed food products.

Local government records suggest there are at least 3,200 dams of various sizes in New Zealand. The exact number is unknown due to regional variation in reporting requirements (with a focus on larger dams). Research suggests the number of dams of all sizes here could be up to 10,000. While this may seem like a large number, it’s important to note that dams range from very small farm dams, “dry” dams in parks and reserves that only hold water in storm events, through to large hydroelectric dams such as Benmore Dam, at 118m high.

Dams in Aotearoa typically serve one of four purposes: agriculture or horticulture; flood protection; water supply; and hydropower – powering us with up to 55 percent of the country’s electricity. They also provide reservoirs for firefighting, snowmaking, processing, waste management, water treatment and recreation.

experience both more extreme rainfall, and more dry days in the coming decades. Dams are one solution that – when appropriately scoped – can help communities mitigate climate impacts.

In recent years, we’ve seen wellpublicised examples of dams serving our communities, in terms of both water security (protection from drought), and flood mitigation. In the 2000s and 2010s, off-stream water storage in Canterbury increased by millions of cubic metres per decade. Outside of Canterbury, we’ve seen the completion of significant dam infrastructure projects in 2023. This includes the Waimea Community Dam, a 53m-high dam capable of storing 13 million cubic metres of water and the largest dam built in New Zealand in more than 20 years. Other examples include the Matawii reservoir, providing 750,000m3 of water storage – the first of three planned reservoirs for the Te Tai Tokerau water storage project in Northland.

We’ve also witnessed the need for post-construction dam safety practices.

Extreme rainfall events in the upper North Island have contributed to extreme loading on dams and ponds, contributing to several performance incidents and the failure of a stormwater dam in Glenview, Hamilton, in June.

(MBIE) Building System Performance, the Building (Dam Safety) Regulations 2022 specify minimum dam safety requirements for classifiable dams. Classifiable dams are those meeting either of the following height and stored volume screening thresholds: 4m height and 20,000m3 stored volume, or 1m height and 40,000m3 stored volume. Dam owners, technical practitioners and regional authorities can learn more about the regulations and resources at building.govt.nz/managingbuildings/dam-safety In preparation for the start of this regulation, many government, sector, consultant and owner groups have invested significant time preparing supporting resources, processes and communication. Throughout the country, we’re witnessing a step change in dam safety engagement within local government and the rural sector. While the new regulations provide an opportunity to reduce post-construction risks associated with unsafe dams, they also provide an opportunity to expand the dam safety community and to work together to understand and address needs in the broader dam sector.

Helping mitigate climate impacts Climate projections from the National

Regulation an opportunity for advancement In May 2024, the country’s first postconstruction dam safety regulations will

A robust dam safety toolbox Recent media attention has focused heavily on the new post-construction dam safety regulation. This new regulation brings us in line with most other Organisation for Economic Co-operation

Institute of Water and Atmospheric Research (NIWA) suggest Aotearoa will

come into effect. Owned by the Ministry of Business, Innovation and Employment

and Development member countries who have a consistent regulatory dam safety

Best practice | Ngā mahi papai rawai

framework. However, we must remember that a post-construction dam safety regulation is just one of many tools owners and engineers use to ensure safe and appropriate dam operation.

Dam safety requirements and performance practices evolve over the lifecycle of a dam and involve a range of regulations, guidelines and recommendations, people and roles, often spanning generations. Design and construction requirements for large dams continue to be regulated under the Building Act (2004), including provisions for dangerous dams, and flood- and earthquake- prone dams.

While MBIE is responsible for setting minimum regulatory requirements, the New Zealand Society on Large Dams (NZSOLD) continues to recommend the adoption of industry-recommended practice as outlined in the New Zealand Dam Safety Guidelines. Updates to NZSOLD’s New Zealand Dam Safety Guidelines are underway to encompass changes in recommended practice. While post-construction dam safety regulations may prove a useful entry point for some dam owners new to dam safety, NZSOLD continues to recommend the New Zealand Dam Safety Guidelines as the essential reference toolbox for any owner, operator or professional working with dams.

Dr Kaley Crawford-Flett is a Technical Project Manager, Honorary Academic at the University of Auckland, and Chair of NZSOLD (nzsold.org.nz).

47

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49

From the ground up ELENI GKELI MEngNZ

Educating the next generation of geotechnical and engineering geology professionals.

Conversations in the industry in Australia and New Zealand have highlighted challenges related to the education of geo-professionals (geotechnical engineers and engineering geologists), industry expectations of university graduates, and a severe workforce shortage.

In response, a panel discussion at the Australia and New Zealand (ANZ) Conference on Geomechanics, in Cairns, Australia, in July aimed to understand the perspectives of different stakeholders and to formulate a plan, supported by the Australian Geomechanics Society (AGS) and the New Zealand Geotechnical Society (NZGS). It also formed the two countries’ contribution to the International Society of Soil Mechanics and Geotechnical Engineering Heritage Time Capsule project, which shows the Society's history and current goals. The panel included a young geotechnical professional (YGP), an industry representative and an academic from both Australia and New Zealand. The discussion was focused on the geotechnical and engineering geology fields, but similar problems may apply to other engineering disciplines and similar debates may be stimulated.

A fundamental question was posed: Is geotechnical engineering/engineering

The connection of curriculum for geo-education with industry practice was discussed, with courses in Aotearoa influenced by the Professional Body of Knowledge and Skill for geotechnical engineering and engineering geology prepared by the NZGS. Universities have to balance financial pressures with setting minimum standards and expectations, finding the right balance of technical and soft skills.

Technical content is reduced if more soft skills content is added. Students are now also working more in industry while completing their studies. This may be to the detriment of their learning, diverting attention away from the development of fundamental skills.

Master’s degrees could provide the specialised education industry requires, particularly with engineering geology. However, the offering of some of the relevant master’s degrees in Australia and New Zealand is limited, and these programmes involve significant investment, for which universities would like satisfactory return.

Improving retention in the geotechnical workforce is fundamental. Providing inclusive work environments with fulfilling careers for all, and especially for people in minorities – including gender – that are widely underrepresented within geo-professionals were suggested as key factors for workforce retention.

The YGP panellists carried out informal

the workforce. While limitations of these surveys are acknowledged, the surveyed YGPs consistently considered courses teaching the fundamentals, field courses and postgraduate studies as the most useful and applicable parts of their education. They also recommended more overlap between geotechnical engineering and engineering geology, and more training on relevant standards/guidelines.

The industry is seen as contributing to the training and development of the workforce at a reasonable level. In-house developed training programmes are well established in bigger consulting firms, representing an important investment by the industry, improving culture, engagement, job satisfaction and retention. Smaller firms rely more on training from external providers such as NZGS. This highlights technical societies' important role in upskilling the industry.

Suggested improvements included more collaboration between industry and universities, and shifting the focus of career progression away from years of experience and towards level of expertise.

Session attendees engaged in an interesting discussion with a range of international views. This conversation will continue, to develop a vision, mission and strategic goals. The AGS and the NZGS support these activities, with regional and national sessions under development.

geology education and training meeting the needs of graduates and the industry?

surveys among their colleagues, asking how well education prepared them for

Chair of NZGS and a Technical Director Engineering Geology – Stantec.

Eleni Gkeli MEngNZ is Immediate Past

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Intersection

Intersection Crossing paths with engineers.

Moko Tepania Role: Far North Mayor Based in: Kaikohe, Far North Education: Bachelor of Teaching (Secondary) and Bachelor of Arts (te reo Māori/Anthropology), University of Waikato, 2013; Diploma in Te Pīnakitanga ki te Reo Kairangi, Te Wānanga o Aotearoa, 2018; Certificate in Translating and Interpreting te reo Māori, Te Taura Whiri i te Reo Māori, 2021; Master of Education (First Class Honours), University of Waikato, 2023

In 2022, Moko Tepania became the Far North’s youngest, and first Māori, Mayor.

Prior to that, he’d spent 10 years as a teacher, and for the latter four of these, he was also a councillor for the district.

He describes the Far North, which was hit hard by Cyclone Gabrielle in February, as “the historical and cultural homeland for all of Aotearoa”. He says one of his key focuses is to see the infrastructure and standard of living for Far Northerners match the outstanding natural landscape that they call home. Earlier this year, Moko was recognised as one of the world’s most promising young leaders after winning a One Young World Politician of the Year Award which salutes outstanding politicians aged 18–35 making a positive impact on young people. He received the award in Belfast, Northern Ireland, in October.

How do you work with engineers as Mayor?

You aren’t going to get anywhere in local government without engineers! Working with engineers could be anything from on-the-ground site visits, to reading their technical reports, or hearing their advice or background information in our Council Chambers.

How do engineering decisions impact on your mahi?

I think the challenge for engineers at times is when elected members’ great ideas, or expectations don’t match what we can financially achieve. So, engineers are often given the hard task of finding costeffective solutions for us that still meet the outcomes we require for our communities.

What are three observations you’d make after working with engineers?

1. They have a language of their own.

2. A pen and paper or a whiteboard are still some of their greatest tools.

3. I love that they are also the best translator devices to help nonengineers like me understand that language.

What do engineers all seem to do so well?

My dad is a civil engineer. I’d have to say one of my favourite things about him and all engineers is their ability to think outside of the box.

How does your work impact on engineers?

I struggle to think of a workstream within council that doesn’t at some point require the technical expertise engineering brings to help us with our decision making. Our communities tell us what they want or

What do you wish all engineers understood better about your role?

The vision of the Far North District Council is He whenua rangatira – a district of sustainable prosperity and wellbeing.

The ongoing drive to realise this vision is always going to be challenged by the funding we have available, but I hope engineers know to never underestimate a Mayor with a mission! Engineering

need, and more often than not, engineers will be required to help us achieve this.

solutions are going to help us get there, so thank you and kia kaha.

56 Review 55 Bedside table 57 Preview 56 Inside job 58 Leading questions 59 Obituaries 60 Engineering genius

Shorts

51 Bedside 54 Inside job table

Ngā tūhinga poto me ngā pito kōrero

52 Secret life of engineers

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Secret life of engineers While studying engineering, spending six months as an exchange student in Singapore had a big impact on Richard Greatrex CMEngNZ IntPE(NZ). He says he came back from the exchange the richer

What do you love most about this work?

Seeing young adults grow in selfawareness, life skills and leadership ability. Graduates of the New Zealand Cadet Forces programme, at the age of

Tell us something about your involvement with this work that might surprise people.

Teenage cadets will readily follow instructions! There is a high standard of discipline required from adults and cadets

after living and working in Singapore's diverse society and taking the opportunity to travel extensively. After graduating, Richard worked on major transport projects in New Zealand, geothermal fields in Indonesia, and generalist civil work after moving to Nelson. Designing stormwater basins and then farm dam safety upgrades led to a broader interest in dam engineering, and his current role. Outside of his mahi, Richard is heavily involved with the New Zealand Cadet Forces, where he’s been a member for more than 20 years.

18, are exceptionally talented and capable individuals and it’s a great feeling seeing them go on and make their mark in the world. Their skillset is a direct result of a structured, disciplined training programme that has staged opportunities to apply the learning and receive feedback.

alike. I iron my uniform, polish my shoes, call my superior officers “Sir” or “Ma’am”.

The teenage cadets do the same and pride themselves on their appearance and teamwork.

What does your role as Unit Commander of the Nelson Air Cadets unit entail?

I lead a team of 10 adult staff to make sure that the activities we provide for 50 teenagers are safe and engaging.

How much time does this involve?

I tell people it’s a two night a week job being a Cadet Forces Officer. One night is spent with the cadets at our base, teaching and mentoring. The other night is spent on planning, administration and logistics. There are also weekend activities and occasional professional development courses hosted by the New Zealand Defence Force.

Where has this mahi taken you?

All over the country, from the mountains to flying gliders solo. It has also resulted in several new qualifications (bushcraft instructor, range safety officer, New Zealand Qualifications Authority assessor) and I’ve represented Aotearoa at the International Air Cadet Exchange. Most of all, I’ve got a deeper understanding of my own strengths and weaknesses as a team member and leader.

What has been your biggest challenge with this mahi?

There is always more you can do, and cadets are always willing to turn up to more activities. It’s a challenge to keep lifestyle balance.

How did you first get involved with this mahi?

I was a cadet myself all through high school. I’d been looking for something to occupy me outside of school hours and one of my friends had already joined. I saw

What would you say is your greatest achievement in this area?

The Nelson Air Cadet unit is now one of the largest in the country, punching well above our weight for a provincial centre. Sustainable growth like this is an indication that our cadets enjoy coming, are developing into capable leaders, and are staying on a pathway to becoming good

some recruiting material and joined up.

It played a huge part in my “growing up”.

citizens. We can’t grow any more because our building is too small for us now.

Why did you choose engineering as a career?

I thought engineering played to some of my strengths like attention to detail, logical approach, interest in science and the need to organise work in teams. I had enjoyed things like debating and audiovisual work in theatres through school and realised that engineering needed people who could communicate and organise technical complexities.

Does being an engineer bring any advantages to the way you approach your mahi with cadets?

I warn people “expect me to ask about your plan”. Cadets taught me to plan early on, but my engineering work has exposed me to more useful procedures like stage gates, document control, and how to run meetings and report to boards.

What’s next for you with this work?

In January there will be 100 cadets mustering from around the country for a week of adventure training and tramping expeditions in the Southern Alps. You can find out more about the New Zealand Cadet Forces at cadetforces.org.nz

Shorts | Ngā tūhinga poto me ngā pito kōrero

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Photo: Tim Cuff/Nelson Creative

Richard Greatrex CMEngNZ IntPE(NZ) Based in: Whakatū Nelson Role: Owner’s Construction Manager and Engineer’s Representative for Waimea Community Dam Education: Bachelor of Engineering (Hons) Civil, 2010, University of Auckland

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Bedside table

Priyanka Dhopade MEngNZ Role: Lecturer and researcher, University of Auckland.

Based in: Tāmaki Makaurau Auckland Education: Bachelor of Engineering (Hons), Toronto Metropolitan University, Toronto, Canada, 2008; Master of Engineering, Monash University, Melbourne, Australia, 2010; Doctor of Philosophy, University of New South Wales Canberra, Canberra, Australia, 2014

Dr Priyanka Dhopade MEngNZ’s background is in aerospace engineering.

After completing her PhD, she worked on improving the fuel efficiency of commercial jet engines through an industrial partnership between Oxford University and Rolls-Royce Holdings plc, a British multinational aerospace and defence company. Since moving to New Zealand in 2020, Priyanka’s multidisciplinary research has focused on sustainable engineering, incorporating aerospace, energy, housing, Te Ao Māori and equity in engineering.

What’s on your bedside table?

Lamp, water bottle, phone, coffee mug and occasionally a cat.

What have you been reading lately?

Inferior by Angela Saini; Dr Space Junk vs The Universe: Archaeology and the future

by Dr Alice Gorman. Also, Tāwhaki Joint Venture: Statement of Strategic Intent 2022–2024, and the paper Culture and sustainable development: Indigenous contributions by Krushil Watene and Mandy Yap. Plus, the book Advice to Rocket Scientists: a career survival guide for scientists and engineers, by Jim Longuski, along with Project Hail Mary

by Andy Weir. This list includes books I’ve been recently reading, and some I keep coming back to. They combine

my interests and values in aerospace, sustainability and equity.

How do they help you in your role?

These texts have influenced my approaches and pushed me to broaden my mindset. Engineering research is about thinking outside the box, and contextualising our knowledge, so the systems we create actually serve the societies we live in. For example, the values-based strategy outlined by Tāwhaki Joint Venture indicates a paradigm shift in sector development and the type of engineering that could be done. Dr Alice Gorman’s archaeological take in Dr Space Junk vs The Universe highlights that how we engage with space is a mirror to our societies on Earth.

Which group of engineering professionals are these books most helpful for and why?

Engineering professionals who want to increase their impact on society and are willing to learn from others.

What is the top book you would recommend to other engineers and why?

The 2015 paper Culture and sustainable development: Indigenous contributions.

It challenges the current model of sustainable development to be more holistic and inclusive of the value of culture.

Shorts | Ngā tūhinga poto me ngā pito kōrero

55

Review

© Whakaarahia anō te rā kaihau Te Rā Project. Photo: Cultural Heritage Imaging

Te Rā: The Māori Sail What book has most influenced the way you work?

Inferior – the history of gender science presented in this book reminds me that science is not always as objective as we think. It is, after all, done by scientists, who are real people. I always keep this idea in the back of my mind as I approach new engineering problems, teams and areas of research.

What work-related books are on your must-read list?

Advice to Rocket Scientists: a career survival guide for scientists and engineers. I like the practical suggestions on navigating office politics and interpersonal skills in the aerospace industry, but much of the advice is applicable to other sectors too.

What do you read for fun?

I recently read Project Hail Mary and loved the creativity in imagining our potential encounters with alien intelligence.

SPEED READ Ebook/paper copy Borrow/own Bookmark/turn down page; I like making my own bookmarks with watercolour

Tāmaki Paenga Hira Auckland War Memorial Museum November 2023 – May 2024 Free exhibition If you weren’t lucky enough to be one of the thousands of (often repeat) visitors to Christchurch Art Gallery Te Puna o Waiwhetū earlier this year to visit Te Rā: The Māori Sail, there’s still a chance to experience this taonga in the North Island.

I say experience, rather than just view, as there really is something very special about this exhibition.

Described as an extraordinary piece of Māori cultural heritage from Aotearoa, Te Rā is the only known customary Māori sail in existence. More than 200 years old and nearly four and a half metres long, it’s made from harakeke (flax), kererū, kāhu and kākā feathers and dog skin. It’s only on loan to Aotearoa – it’s held in the British Museum and has been shown to the public only once. It’s not known who made Te Rā (circa 1770–1800) but it’s thought to be one of the earliest surviving examples of Māori weaving. With a complex threeway pattern woven from harakeke, Te Rā has been described as a feat of weaving technology and a reminder of the rich history of Māori sailing and navigation. The sail is seen as a symbol of expertise, exploration, and adaptation, as well as the centrality of voyaging to Māori culture. The feather adornments on Te Rā are notched and split, allowing them to blow freely – possibly to help navigators work out the wind direction. Experts believe this sail has been actively used.

This taonga travelled back to New Zealand rolled up and transported in a crate, with two kaitiaki (guardians) from Aotearoa. And while it remains a mystery how it ended up in British hands, Te Rā will go back to the British Museum after the exhibition in Tāmaki Makaurau Auckland.

paint.

Jennifer Black is Editor of EG magazine.

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Flight Lieutenant Donté Kelly MEngNZ Role: Deputy Maintenance Flight Commander, No. 6 Squadron, Royal New Zealand Air Force (RNZAF) Based in: Auckland Education: New Zealand Diploma Engineering (Mech), Manukau Institute of Technology, Auckland, 2015; Master of Science (Aerospace Vehicle Design), Cranfield University, Bedfordshire, United Kingdom

Photo: New Zealand Defence Force

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Inside job I describe my role to non-engineers as… leading a system of teams that fix aircraft and conduct aviation operations.

My luckiest break was… not sure if I’ve had a lucky break, but I believe you create your own fortune/luck.

The part of my job that always

The bravest thing I’ve done to get where

surprises people is… that there is more airworthiness compliance, technical and staff management than engineering design. It is natural to assume all engineering officers are specialist aircraft design engineers.

I am today… continued to work at my craft by taking risks to develop and grow. You have to put yourself out there.

The best emoji to sum up me on a typical workday is…

The best thing I’ve introduced in my role is…

I try to understand what the unit and team needs are, whether it is safety, workflow systems, morale or welfare, and do my best to introduce solutions that work.

In my role, I always challenge… my personnel to explore solutions rather than getting caught up on the problem.

At work, I’ve never been afraid to… make the right decision, and offer praise and development feedback when due.

In the past year, I’ve pushed boundaries by… exploring more ways to stretch my capacity in order to futher learn and develop.

I admire engineers who… can very clearly articulate their thoughts and intent, both verbally and in writing.

At school, teachers always described me as… honestly, I can’t remember, but I would assume it was hardworking and dedicated!

Best career advice I’ve received…

— There are no hard decisions – there are only right and wrong decisions.

— Be authentic – you are the only version of you. As a leader, authenticity builds trust.

— Make the most of every opportunity presented – you never know where it may lead you to.

I’d advise other people interested in my type of role to… commit. It’s one of the most diverse, sometimes complex, but very fulfilling roles I’ve done!

3 things I love about my job: — The diversity of the role. No. 6 Squadron is the RNZAF's and Royal New Zealand Navy’s naval aviation capability, operating in the maritime environment either from the back of ships or from ashore.

This environment brings an exciting and dynamic aspect to the role of an engineer. The operational elements test your agility, critical thinking, leadership, management and communication skills.

— People. Our team of around 70 technicians of different trades are all working towards a common goal.

Whether it’s training outcomes, humanitarian relief or operations, it’s the team, their attitudes and professionalism that make it all happen.

— Service to New Zealand. Contributing to our community, the security and national interests of New Zealand has always been a driver for me. I come from a background of those who have served and I consider this history part of my whakapapa.

2 reasons why I chose engineering: — Problem solving. I’m solutions-focused and I've always enjoyed doing things with my hands. I gravitated initially to a role as an aircraft technician where it was very hands on.

— Diversity of roles. A lot of the skills gained in the different roles available in the RNZAF are transferable to other engineering streams, both internally and externally.

1 thing I wouldn’t change about my workday: — The tempo.

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Leading questions Fonterra’s General Manager Group Engineering, Graeme Hill CMEngNZ CPEng, leads a team providing professional engineering and asset management

What inspired you to become an engineer?

I’ve always been interested in how things work, and in designing, creating and improving. My father is very practical

across Fonterra’s manufacturing assets, distribution centres and infrastructure portfolio with a key focus on Aotearoa, while supporting offshore business units.

Graeme joined the Royal New Zealand Navy mid-way through his university studies and after graduating, served as an Engineering Officer in various roles, including as a United Nations peacekeeper in the Middle East.

He then moved into the electricity sector.

Graeme volunteers for Land Search & Rescue New Zealand (LandSAR) as a Field Team Member and with the LandSAR search dog group as a trainer/assessor.

and had no shortage of tools for me to use when I was growing up. This helped lead me down a science/engineering path at high school, where I also had the opportunity to work for surfboard manufacturer Wayne Parkes on work experience. This led to a part-time job and sparked an interest in materials (composites). Another school holiday job at Masbros Engineering in Penrose sparked more interest in how things are designed and made with precision engineering. These small opportunities at school were major catalysts. Plus, after a lab tour at a University of Auckland open day l chose to study chemical and materials engineering.

What attributes make you a good leader?

I have a wide range of experience and I’m able to draw on my own technical/ engineering and project background.

I have a collaborative style, focusing on teamwork and communication, and a genuine interest in the development and success of others.

At the end of each day, what tells you whether you’ve been successful?

My perspective on success in my role centres around adding value for our farmer shareholders and internal customers/stakeholders. Fonterra is a co-operative, meaning we’re all working together to achieve a common goal. I measure success by our achievements as a team delivering our plans, responding to the unexpected, and making a positive impact on the development of others.

Who opened a key door for you?

Early in my career, I was fortunate to work for Paul Mayer, then the Marine Engineering Officer on ANZAC Frigate HMNZS Te Mana, as an Assistant Engineer. Paul was a great mentor and very supportive of broader development leading to career opportunities, such as peacekeeping in the Middle East.

Name: Graeme Hill CMEngNZ CPEng Role: General Manager Group Engineering, Fonterra Co-operative Ltd Based in: Hamilton Education: Bachelor of Engineering (Chemical and Materials) University of Auckland, 1998; Master of Engineering Studies (First Class Honours), University of Auckland, 2003

our economy. We’re focused on reducing carbon emissions and optimising our process to get out of coal by 2037.

Who is a leader in New Zealand you admire?

I have had the pleasure of working with Giuseppe (Jo) Grilli DistFEngNZ, an inspirational leader in the hydropower engineering community, for a number of years, including while on the Executive Committee of the Hydropower Engineering Exchange.

How do you connect your work with a sense of greater good?

At Fonterra, we strive to ensure our manufacturing processes and supporting infrastructure assets are as efficient as they can be, while exploring innovation opportunities and technological advances, and considering commercial imperatives.

The aim is to enable the manufacture

What questions have you been asking yourself lately?

Broader topics related to environment and climate, capital efficiency and asset stability, and the significant influence engineers can have in contributing to the appropriate responses to these topics.

Also, the development of engineers. We’ve piloted a development and mentoring programme for engineers progressing towards CPEng and we’ve recently

of high-quality dairy products, and in return a highly valued contribution to

welcomed our first intake in Fonterra's Engineering Graduate programme.

Obituaries | Ngā rārangi ingoa mate

Obituaries

Robin Kingston (Bob) DistFEngNZ

Winston Miskelly (Win) FEngNZ (Ret.)

1926–2023

1936–2023

Bob Kingston DistFEngNZ’s legacy as an engineer will be one of pioneer and explorer. He’s been described as leaving the world a better place and having had a positive influence on many engineering and architectural careers, plus helping improve lives in developing countries through geothermal power and other developments.

Born in Auckland and living most of his life there, Bob was self-driven to achieve from a young age, mainly to rise above living in poverty. Studying engineering at Seddon Memorial Technical College in Auckland, he was a top student. He was also an accomplished cornet and trumpet player, and a gifted swimmer and athlete.

He joined civil engineers and bridge designers Jones and Adams as a cadet civil engineer in the mid-1940s, with the firm later becoming Kingston Reynolds Thom and Allardice (KRTA – eventually becoming a part of Jacobs), with Bob a founding partner.

In the 1960s, he began exporting consulting services and in the 1970s and 1980s, established his firm as an internationally-recognised source of geothermal engineering expertise. The firm built on the expertise available from the development of the Wairakei Geothermal Power Station to work with governments and other agencies around the world wherever the potential for geothermal energy existed. He sustained his drive for work offshore for more than two decades and saw the firm involved in developments in Thailand, the Philippines, Indonesia, Japan, Kenya, the United States, Jamaica, Canada and Papua New Guinea.

In New Zealand, KRTA’s clients included central government agencies, notably the Ministry of Foreign

Win Miskelly FEngNZ (Ret.) was born in Taranaki and moved frequently during his childhood, as his father taught in rural schools.

After serving his apprenticeship and cadetship as a fitter-turner in the Union Steamship Company, Win worked his passage to Scotland on one of their vessels.

As families were not allowed to travel on the same vessel, his wife Dorothy had to travel on a different ship.

They returned to New Zealand in the late 1960s and settled in Howick, Auckland. Win became a member of Engineering New Zealand Te Ao Rangahau in 1983, and a Fellow in 1991. During his career, Win worked for a number of manufacturing engineering companies in Auckland, notably Mason and Porter (manufacturers of Masport lawnmowers) and Tasman Engineering. An active member of Engineering New Zealand’s Mechanical Engineering Group (MEG), Win held both the Treasurer and Chair roles over the years. Having only stepped down as Treasurer in recent years, he’s been credited with keeping the Group in sound financial shape, and securing and maintaining the link to the Institution of Mechanical Engineers (IMechE) and its New Zealand-based members. Win was recognised for 50 years of IMechE membership, where he held the designation of Fellow.

He was also actively involved in Rotary, Scouting and the Pakuranga Golf Club.

Outgoing and generous with his time, Win actively looked for opportunities to help people from all walks of life. He coached and mentored a number of young mechanical engineers, sponsoring them for IMechE and Te Ao Rangahau membership and Fellowship as they

Affairs Aid programme, local authorities, universities, Fisher & Paykel, New Zealand Steel and Air New Zealand.

progressed and carried out work to encourage students to pursue their engineering aspirations.

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EG 25/2023

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Kiwi company Aerosearch recently completed the first flights of its in-house designed and built Remotely Piloted Aircraft System (RPAS) Aerosearch25. Managing Director, Michael Pervan FEngNZ, says by combining “the latest in aircraft design with the newest, lightweight, high-performance electronics from outside aviation” Aerosearch's RPAS will be used to carry out long-range, remotely-operated research, surveillance and search missions, including tracking wildlife and working in austere locations such as the Antarctic, mountains and deserts. One of six engineers at Aerosearch, Michael says, “A piloted aircraft is more expensive to operate, has a much larger carbon footprint and puts people at risk when flying in remote unpredictable rugged landscapes and oceanic domains with unpredictable weather.” Potential clients range from government agencies through to climate and wildlife research institutes.

Engineering genius

Mastering their craft Detailed design ensures redundancy at all levels.

Weighs 40kg at takeoff.

Carbon fibre and fibreglass to achieve lightweight, robust structure.

Aerosearch25 cruises at approx 110kph with up to six hours’ flight time.

Components primarily from Australia and New Zealand.

Engine to use biofuel or electrofuel.

Main structure designed and manufactured in Aotearoa.

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