The Shared Path
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Awarded Contracts FY20 March 2020.Xlsx
AUCKLAND TRANSPORT CONTRACT INFORMATION Contract Number Contract Description Successful Supplier Contract Award Value Contract Create Date 102-19-743-BT BODY WORN CAMERAS BUSINESS DEPLOYMENT CERT SYSTEMS LTD $75,175 1 July 2019 250-13-848-BT MICROSOFT FINDME MICROSOFT NEW ZEALAND LIMITED $46,288 1 July 2019 336-20-001-TTG CENTRAL BUS STOP PACKAGE - 15 SITES AECOM NEW ZEALAND LIMITED $46,750 1 July 2019 360-19-662-PS PANMURE SWIVEL BRIDGE - HERITAGE NZ AUTHORITY REQUIREMENTS CLOUGH & ASSOCIATES - ROD CLOUGH $38,100 1 July 2019 364-19-682-AC TAMAKI DRIVE CYCLE ROUTE CONSTRUCTION SERVICE RELOCATION VISIONSTREAM PTY LIMITED $80,806 1 July 2019 369-20-005-PS ORMISTON MAIN STREET LINK - PEER REVIEW OPUS INTERNATIONAL CONSULTANTS LIMI $8,150 1 July 2019 488-19-106-PW3 TAHAROTO ROAD AND KARAKA ST INTERSECTION SIGNALS NAYLER CONTRACTORS LIMITED $219,525 1 July 2019 488-19-770-AC MANUKAU ROAD AND KING EDWARD AVE PEDESTRIAN CROSSING FACILITIES VECTOR LIMITED $37,017 1 July 2019 104-19-775-GS ORGANISATIONAL DEVELOPMENT LEAD Cathryn Boyd $31,200 2 July 2019 342-19-699-PS STAAI BUS PRIORITY AND CYCLING DESIGN AURECON NEW ZEALAND LIMITED $1,277,930 2 July 2019 343-19-711-PS DOMINION RD DD BUS - PUBLIC NOTIFICATION & HEARING SUPPORT FOR VERANDAH RESOURCE CONSENT GHD LIMITED $187,990 2 July 2019 363-19-757-PS THE STRAND, TAMAKI DRIVE AND SOLENT STREET IMPROVEMENTS BOFFA MISKELL LIMITED $44,500 2 July 2019 366-19-734-PS CBD GATEWAYS PLANNING ASSESSMENT CAMPBELL BROWN PLANNING LIMITED $17,300 2 July 2019 438-19-321-GS AT AMBASSADORS - CUSTOMER EXPERIENCE -
Taking Care of Tomorrow Port of Tauranga Limited Integrated Annual Report 2021 Port of Tauranga Limited – Integrated Annual Report 2021
Taking care of tomorrow Port of Tauranga Limited Integrated Annual Report 2021 Port of Tauranga Limited – Integrated Annual Report 2021 Port of Tauranga is New Zealand’s largest and most efficient port. It is the international freight gateway for the country’s imports and exports. It is the only New Zealand port able to accommodate larger container vessels, unlocking economic and environmental benefits for shippers. As the Covid-19 pandemic continues to wreak havoc on global health and international supply chains, Port of Tauranga’s people and processes have proven strong and resilient. Our customers, shareholders and the community continue to receive wide-reaching benefits from Port of Tauranga. Port of Tauranga is New Zealand’s Port for the Future. 1 Port of Tauranga Limited – Integrated Annual Report 2021 2 Table of contents 4 Highlights and Challenges 6 Chair and Chief Executive’s Report to Shareholders 16 Integrated Reporting 18 Company Overview – Our Purpose and Vision – Our Values – Our National Network – How Port of Tauranga Creates Value 24 What Matters Most 26 Managing Risks and Opportunities 28 Capital #1 – Our Relationships 34 Capital #2 – Our People 40 Capital #3 – Our Skills and Knowledge 44 Capital #4 – Our Environment 52 Capital #5 – Our Assets and Infrastructure 58 Capital #6 – Our Finances 62 Board of Directors 64 Senior Management Team 66 Consolidated Financial Statements 112 Corporate Governance Statement 120 Financial and Operational Five Year Summary 122 Company Directory 3 Port of Tauranga Limited – Integrated Annual -
Awarded Contracts FY21 Trent Jesso.Xlsx
AUCKLAND TRANSPORT CONTRACT INFORMATION Contract Number Contract Description Successful Supplier Contract Award Value Contract Create Date 233-20-815-GS RENELLA DRIVE WATERMAIN RELOCATION WATERCARE SERVICES LIMITED $86,972 1 July 2020 319-20-778-PS ASBESTOS MANAGEMENT PLANS - BRIDGES 4Sight Consulting Limited $13,755 1 July 2020 343-20-560-AC PEDESTRIAN GATING PROJECT – PHASE 3 LIBBET LTD $635,862 1 July 2020 430-20-735-SD TRAFFIC MANAGEMENT-COVID-19 TRAFFIC MANAGEMENT NEW ZEALAND LIMI $17,923 1 July 2020 343-20-766-TMS MANGERE CYCLING SURVEY ALEPH LIMITED $1,260 2 July 2020 462-20-784-TMS SUTTON ROAD TUBE COUNTS DATA TRAFFIC LIMITED $1,600 2 July 2020 486-20-782-TTG AHUROA RD STAGE 2 DETAILED DESIGN - REDUCED SCOPE TRAFFIC ENGINEERING SOLUTIONS $195,200 2 July 2020 363-20-756-AC CBD GATEWAYS NZTA - WELLINGTON $346,543 3 July 2020 363-21-002-AC TAMAKI DRIVE CYCLE ROUTE – VECTOR INFRASTRUCTURE AGREEMENT VECTOR LIMITED $728,820 3 July 2020 364-20-782-AC VICTORIA STREET CYCLEWAY - PIDS INSTALLATION CSL INFRASTRUCTURE LTD $85,240 3 July 2020 133-18-002-GS NEWSPAPER ADVERTISE FOR ALFRISTON RD/MAGIC WAY PROJECT CONSULTATION STANLEY ST LIMITED $625 6 July 2020 200-20-616-GS OPERATING EXPENDITURE REVIEW PRICE WATERHOUSE COOPERS $75,000 6 July 2020 258-20-785-TTG FIELD DEVICE CONTRACTS SUPPORT AECOM NEW ZEALAND LIMITED $26,250 6 July 2020 303-20-806-PT CRL OPERATIONAL READINESS SUPPORT DB ENGINEERING AND CONSULTING GMBH $65,740 6 July 2020 359-20-760-AC DIDP LABI VECTOR WORKS VECTOR LIMITED $329,000 6 July 2020 216-19-445-GS DIDP DJV SUBCONTRACTOR -
Environmental Scan
Environmental Scan March 2020 www.mdc.govt.nz Environmental Scan 2020 1 Contents INTRODUCTION 5 SOCIAL AND CULTURAL PROFILE 11 ECONOMIC PROFILE 21 ENVIRONMENTAL PROFILE 31 MAJOR REGIONAL DEVELOPMENTS/PROJECTS 37 GOVERNMENT PROPOSALS, LEGISLATION, 39 INQUIRIES AND NATIONAL TRENDS BIBLIOGRAPHY 60 2 Environmental Scan 2020 Environmental Scan 2020 3 Introduction An Environmental Scan looks at what changes are likely to affect the future internal and external operating environment for Manawatū District Council (Council). It looks at where the community is heading and what we, as Council, should be doing about it. It should lead to a discussion with elected members about what tools Council has available to influence the direction the community is taking. The purpose of local government, as set out in the Local Government Act 2002 includes reference to the role of local authorities in promoting the social, economic, environmental and cultural wellbeing of their communities. The indicators included in this report have been grouped into each of the wellbeings under the headings of “Social and Cultural Profile,” “Economic Profile” and “Environmental Profile.” However, it is recognised that the many of these indicators have impacts across multiple wellbeings. Council has used the most up-to-date data available to prepare this Environmental Scan. In some cases this data is historic trend data, sometimes it is current at the time the Environmental Scan was finalised, and in some cases Council has used data and trends to prepare future forecasts. Council does not intend to update the Environmental Scan over time, but the forecasting assumptions contained within Council’s Ten Year Plan will be continually updated up until adoption. -
NZ Gazette 1876
This sampler file contains various sample pages from the product. Sample pages will often include: the title page, an index, and other pages of interest. This sample is fully searchable (read Search Tips) but is not FASTFIND enabled. To view more samplers click here www.gould.com.au www.archivecdbooks.com.au · The widest range of Australian, English, · Over 1600 rare Australian and New Zealand Irish, Scottish and European resources books on fully searchable CD-ROM · 11000 products to help with your research · Over 3000 worldwide · A complete range of Genealogy software · Including: Government and Police 5000 data CDs from numerous countries gazettes, Electoral Rolls, Post Office and Specialist Directories, War records, Regional Subscribe to our weekly email newsletter histories etc. FOLLOW US ON TWITTER AND FACEBOOK www.unlockthepast.com.au · Promoting History, Genealogy and Heritage in Australia and New Zealand · A major events resource · regional and major roadshows, seminars, conferences, expos · A major go-to site for resources www.familyphotobook.com.au · free information and content, www.worldvitalrecords.com.au newsletters and blogs, speaker · Free software download to create biographies, topic details · 50 million Australasian records professional looking personal photo books, · Includes a team of expert speakers, writers, · 1 billion records world wide calendars and more organisations and commercial partners · low subscriptions · FREE content daily and some permanently This sampler file includes the title page and various sample pages from this volume. This file is fully searchable (read search tips page) but is not FASTFIND enabled New Zealand Gazette 1876 Ref. NZ0110-1876 ISBN: 978 1 921315 21 3 This book was kindly loaned to Archive CD Books Australia by the University of Queensland Library http://www.library.uq.edu.au Navigating this CD To view the contents of this CD use the bookmarks and Adobe Reader’s forward and back buttons to browse through the pages. -
A Whitepaper on the Nz Building Code B2 (Durability) Issues, Solutions and Where to Go from Here
A WHITEPAPER ON THE NZ BUILDING CODE B2 (DURABILITY) ISSUES, SOLUTIONS AND WHERE TO GO FROM HERE Prepared by Raed El Sarraf, Corrosion and Asset Integrity Consultant, WSP in New Zealand Contents 1 INTRODUCTION ................................................................................................................................................................................... 4 1.1 Clause B2.2; Functional Requirement ................................................................................................................... 4 1.2 Clause B2.3.1; Performance ............................................................................................................................................ 4 2 A Conundrum: Producer Statements and How to Demonstrate Compliance? .................................. 5 3 Proposed Pathways and Solutions ........................................................................................................................................ 6 3.1 Review of the B2 Durability Clause ......................................................................................................................... 6 3.2 Demonstrating Competency to sign off PS1 and PS2 ............................................................................... 6 3.3 Signing off PS3 and PS4 ...................................................................................................................................................7 3.4 Other Materials ........................................................................................................................................................................7 -
Hamilton to Auckland Intercity Connectivity Interim Indicative Business Case
Project Number: 1-C1975.00 Hamilton to Auckland Intercity Connectivity Interim Indicative Business Case 7 July 2020 CONFIDENTIAL Project Number: 1-C1975 Hamilton to Auckland Intercity Connectivity Interim Indicative Business Case Contents 1 Introduction .......................................................................................................................................................................................................... 1 1.1 Purpose of the business case ................................................................................................................................................................................................................................................................................. 2 1 2 Business case format .................................................................................................................................................................................................................................................................................................... 2 2 Hamilton to Auckland Connectivity .............................................................................................................................................. 4 2.1 Strategic context and vision .................................................................................................................................................................................................................................................................................. -
Woodville Wastewater Treatment Plant Proposed Wetland Construction
Project Number: 5-P0531.04 Woodville Wastewater Treatment Plant Proposed Wetland Construction Erosion and Sediment Control Plan - DRAFT 30 April 2021 Contact Details WSP 49 Victoria Street Palmerston North 4410 New Zealand Telephone: +64 6 350 2500 Document Details: Date: April 2021 Reference: 5-P0531.04 Status: DRAFT Prepared by Georgia Rolfe – Graduate Civil Engineer Reviewed by Shane Stanfield – Design Team Leader Approved for release by Tabitha Manderson – Project Manager ©WSP New Zealand Limited 2020 i Document History and Status Revision Date Author Reviewed by Approved by Status 1 30-04-21 GR SS DRAFT Revision Details Revision Details 1 Issued for Resource Consent Application ©WSP New Zealand Limited 2020 ii Contents Disclaimers and Limitations .................................................................................................................................................................................. 1 1 Introduction ........................................................................................................................................................................................................ 2 2 Site Description ................................................................................................................................................................................................ 3 3 Work Description ........................................................................................................................................................................................... -
ANNUAL REPORT 2020 OUR DIVERSITY WORKS WHĀNAU We Are the National Body for Workplace Diversity and Inclusion
G.57 ANNU AL REPORT 2020 ABOUT THIS REPORT CONTENTS Tēnā koutou katoa The primary goal of Diversity Works New Zealand, as the 4 OUR PURPOSE national body for diversity and inclusion, is to support organisations in their journey to unlocking the potential from 4 OUR VISION a diverse workforce. Since being established as the Equal Opportunities Trust in 1992, we have been sustained by a 5 OUR DIVERSITY WORKS WHĀNAU unique partnership between government and employers, aimed at building an increasingly inclusive Aotearoa. 6 HOW WE DID THIS YEAR In order to achieve this goal, we need to implement a 7 HOW WE CREATE VALUE business strategy that responds to the interests of all our stakeholders, supported by an annual workplan that secures 9 CHAIR’S REPORT the resources and reputation on which our organisation depends. 10 CHIEF EXECUTIVE’S UPDATE This understanding informs our approach to our annual FUTURE FIT reporting. In this report we aim to provide a succinct 12 assessment of our current and longer term strategy in OUR BOARD OF TRUSTEES relation to the key considerations for diversity and inclusion 14 in New Zealand, our performance against financial and non- OUR FINANCIALS financial objectives, and our priorities and expectations for 17 Financial Statements the year ahead. Notes to the Financial Statements This annual report was approved by the Board of Trustees Independent Auditor’s Report on 15 October 2020, and we present this to our members and the wider stakeholder community as a basis for 30 OTHER INFORMATION engagement, with an invitation for any feedback. -
ANNUAL REPORT to MEMBERS and SUMMARY FINANCIAL
ANNUAL REPORT TO MEMBERS and SUMMARY FINANCIAL STATEMENTS ________________________ Year ended 30 June 2020 ________________________ SCHEME STATISTICS Page 1 INTRODUCTION On behalf of the Directors of WSP Downer Retirement Trustee Limited I am pleased to provide the thirtieth Annual Report and Summary Financial Statements for the Scheme, for the year ended 30 June 2020. The Directors held a full meeting in each quarter during the year. At those meetings, reports from the Administration Manager, the Investment Consultant and the Investment Managers, as well as from the Scheme’s external advisers (as required), were received and considered. While the market reaction to the COVID-19 outbreak in 2020 was severe, the subsequent recovery was strong. Taking account of the good results from investment markets prior to COVID-19, the Scheme’s investment performance remained pleasing despite the challenging market environment in 2020. Results remain strong over the medium and long-term. The New Zealand share market had a relatively good year, although the return from most other share markets around the world was low. The downward trend in interest rates resulted in the fixed interest investments earning some positive capital gains along with low levels of interest income. The Balanced Fund concluded the year with a respectable return while the Cash Fund return has remained low, reflecting the fixed interest market. The Directors will continue to focus on the Scheme’s investment performance and strategy and, as in the past, continue to take a long-term view. OPERATION OF THE SCHEME In the year ended 30 June 2020 the total assets of the Scheme decreased to $80.1 million, from $82.5 million in the prior year. -
The Motoring Lobby in New Zealand, 1898–1930
The Motoring Lobby in New Zealand, 1898–1930 AUSTIN GEE AND ALEXANDER TRAPEZNIK Abstract This article examines how motoring organisations in New Zealand sought to influence local and national government during the first three decades of their existence. It shows that motor clubs formed alliances with other pressure groups which changed according to the issues at stake. These allies included local government bodies, urban and provincial promotional leagues, chambers of commerce, tourist organisations and representatives of other road users. Automobile associations sought to gain a favourable public image for motoring through the press, both through newspapers and their own publications, as well as by self-policing and charitable activity. This article looks at the lobbying of parliamentarians regarding legislative measures that affected motorists such as roading, taxation and regulation. It concludes that motoring organisations’ demands in general received a favourable response so long as there were no major implications for government revenue. Early New Zealand motorists exerted influence on local and national government largely by means of their clubs and associations. It was not, however, a straightforward case of a small, wealthy interest group pursuing its own interests; rather, the first decades of motoring show a complex picture of shifting alliances. Motor clubs, in order to achieve their aims of promoting motoring and the interests of motorists, formed ad hoc arrangements with other organisations that varied according to the circumstances and the issue at stake. These organisations included local government bodies, urban and provincial promotional leagues, chambers of commerce, tourist organisations, commercial vehicle operators, cycling clubs and motor sports clubs, among others. -
Strategy 2002-2003
Strategy 2002-2003 (left to right) Sukhi Turner (Dunedin), Chris Lux (Thames-Coromandel), Basil Morrison (Hauraki), Graeme Ramsey (Kaipara) and Pat O’Dea (Buller). goals By 2005, no young person under 25 years will be out of work or training in our communities. By 2009, all people in our communities will have the opportunity to be in work or training. critical issues objectives The ability to : • influence real job creation • to provide a national focus of • apply longer-term thinking to the leadership on the jobs issue employment issue through co-operation between Mayors concerned about • devise programmes which are employment issues in their effective in addressing the Maori and Pacific Island unemployment in communities mission our communities • to share best practice on what we • halt the decline of rural and can achieve on employment at working towards the local level regional communities the “zero waste” • to create local and national • advocate for the re-building the forums which address the “big of New Zealanders not-for-profit and community sector picture” of trends on the issues of • develop a more active partnership income and work between local and central • to link with imaginative private government sector initiatives that are • encourage government addressing unemployment organisations to be flexible in the way they allocate resources at a local level • access local funding for projects and initiatives we believe that Mayors, irrespective of their different political persuasions, can work together for this common purpose