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Sun over Te Aroha The country’s largest solar farm is now exporting into the national grid
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Consents up 21% but who will build them?
Waikato’s top apprentices named
The $11.8 billion cost of stop-start building
Will Hamilton get a 25-storey tower?
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Nation’s largest solar farm switches on, again Tauhei near Te Aroha on again after a 15-month build Consented, not built Consents up 21%, but how much will be realised?
22 When the work
returns, will we be ready? Mitre 10’s Mark Moffitt on the NZCBIA productivity report
26 Hiring boom brings
new focus to workplace drug risk Meth use climbs and pre-employment testing returns to the agenda
16 Waikato’s top
apprentices named Foster Construction’s Matt Strawbridge takes the region’s top title
20 Fuel price volatility
Te Waihanga’s Peter Nunns on diesel, bitumen and road maintenance costs
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34 No one builds alone
Live Well, Build Well on loneliness, and practical ways to stay connected
42 Up, not out
A 25-storey Victoria Street tower would reshape Hamilton’s skyline
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Welcome... The Tauhei solar farm near Te Aroha switched on in late June as the country’s largest, 202MWp built in 15 months, and it took the national record off a Canterbury farm barely a year old. A proposed 25-storey tower on Victoria Street would give Hamilton a skyline to match its growth, and nationally home consents are up 21% to 40,908, which raises the harder question of who is left to build them after three lean years.
Elsewhere, Mitre 10’s Mark Moffitt on a productivity report that found only 6% of workers stay in the same job for five years, Live Well, Build Well on loneliness on the tools, and Matt Strawbridge of Foster Construction taking the region’s top apprentice title. Plus, drone rules, workplace drug testing, and getting a site ready before the next big rain. Enjoy
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Powering the Waikato In parts of the Waikato, getting an electrician can still mean waiting days, sometimes weeks. That’s a problem when a milking shed goes down mid-season or a shop loses power on a busy day. Demand is rising, but the number of available tradies isn’t keeping up. Kiwitown Electrical, based in Otorohanga, is building its name by doing something simple: turning up when it matters. The team covers a wide area, including Te Kuiti, Kawhia and Marokopa, and runs a 24-hour callout service. For farmers and small business owners, that kind of availability is crucial. With more than 40 years of combined experience and led by owner Daniel Neal,
the business has grown steadily since 2010, expanding into areas like solar installation and backup power systems alongside its core electrical work. The work itself is broad. In homes, it might be as straightforward as replacing a faulty power point or as involved as rewiring an entire house or upgrading an ageing switchboard. For local businesses, Kiwitown handles fit-outs, data cabling and ongoing maintenance,
Kiwitown takes on both quick fixes and full system installs, which means farmers can stick with one provider who knows their setup. keeping things running without the need for in-house staff. Where the company really leans in is rural work. Dairy sheds, pump systems, stock water setups, jobs where failure isn’t just inconvenient, it affects output and animal welfare. Kiwitown takes on both quick fixes and full system installs, which means farmers can stick with one provider who knows their setup. They’ve also moved into appliance repairs, working as an authorised Fisher & Paykel service agent and
fixing brands like Beko. For many households, repairing a washing machine or fridge is far cheaper than replacing it, especially at the moment. What stands out isn’t flashy branding or big claims, but its consistency: jobs done properly, clear communication, and showing up when others can’t. In regions like this, that’s what builds a business. For enquiries or emergency callouts, Kiwitown Electrical can be contacted directly via phone or through their website.
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Nation’s largest solar farm switches on, again By Ben O’Connell
New Zealand has a new largest solar farm, and it took just over a year to knock the last one off the top spot. The Tauhei Solar Farm near Te Aroha in the Waikato was energised in late June and is now exporting into the national grid, with commercial operations expected around September or October. At 202MWp it will generate roughly 280 gigawatt hours a year, enough for around 35,000 households, comfortably ahead of the 63MWp Lauriston farm near Ashburton that held the title for barely a year after opening in 2025. Developer Harmony Energy New Zealand says construction took just 15 months from start to energisation, arriving ahead of schedule. That churn says more about the state of the sector than either project’s numbers do. Solar has gone from a marginal presence in New Zealand’s generation mix
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New Zealand has a new largest solar farm, and it took just over a year to knock the last one off the top spot.
to a source of back-to-back national records inside about 14 months. Part of the shift is defensive. Dry-year hydro risk sharpened after 2024’s wholesale price spikes, when gas shortages and low rainfall exposed how much the country still leans on hydro storage. Solar developers point to that period as the moment large-scale projects went from marginal to bankable. Harmony managing director Garth Elmes has also flagged that wholesale and forward power prices are now falling as more renewable generation comes online, a trend he reads as evidence the diversification is working, though it also raises the harder question of how easily new projects will keep clearing the return hurdles that got Tauhei built.
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The connection queue behind projects like Tauhei is significant. Transpower connected 650MW of new generation to the grid in the last financial year and has flagged another 900MW for this year, a scale of work that points to a steady pipeline of civil and electrical contracting tied to renewables rather than a one-off project. Meridian Energy has locked in all of Tauhei’s output for its first ten years under a power purchase agreement, the kind of long-term offtake deal that has become the standard way these projects get financed. One detail is worth watching. Harmony’s original joint venture partner on Tauhei was First Renewables, part of the Clarus group, but reporting around the energisation now puts Igneo Infrastructure Partners in
that role. The two are linked, since Igneo owns Clarus, so the move reads more as a stake shifting up the same ownership tree than an outside party stepping in. Even so, ownership changes inside a flagship renewable asset are worth tracking for anyone contracting into the project’s next phase. Harmony is not slowing down. A second project near Carterton in the Wairarapa is expected to reach a final investment decision later this year, and the company has flagged nine further projects in the pipeline, part of a broader wave of solar moving through New Zealand’s fasttrack consenting process. If Tauhei’s record lasts anywhere near as long as Lauriston’s did, the next headline may already be written.
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Consented, not built There were 40,908 new homes consented in New Zealand in the year ended July 2026, up 21% on the 33,879 consented the year before, according to new Stats NZ figures. “Annual home consent numbers have continued to strengthen in recent months, with increases in both standalone houses and multi-unit homes,” economic indicators spokesperson Michelle Feyen said. But consents are approvals not jobs on the ground. Westpac senior economist Satish Ranchhod expects that gap to start closing. “With a trend higher in consent numbers over the past year, we expect to see home building activity lifting through the second half of this year,” he wrote in the bank’s
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note on the June consents, adding that Westpac remains cautious about the outlook heading into next year. The work is not spread evenly. Auckland consented 17,260 homes, up 20%, and Canterbury 8,732, up 33%, with Selwyn district alone up 59%. Measured against population, Canterbury is now consenting 12.5 new homes per 1,000 residents against a national rate of 7.7, and at district level QueenstownLakes leads on 38.7 and Selwyn on 26.9. Multi-unit homes made up just over half the annual total at 22,024, with townhouses, flats and units at 17,829. That mix rewards firms set up for repetitive framing and shorter spans. A townhouse block is a different business to a one-off build. As for costs, Ranchhod pointed to “some large increases in building costs in the wake of the Middle East war”. Capacity is tighter
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again. Roughly one in five construction workers is 55 or older, apprenticeship completions are tracking lower, and MBIE data points to another wave of skilled tradespeople nearing retirement. Three lean years took crews, subbies and supply capacity out of the market, and 7,000 extra consented homes have to be built by whoever is left. Commercial contractors are reading a different release. Non-residential building consents totalled $8.8 billion for the year, down 2.5%. Offices, administration and public transport buildings fell 2.3% to $1.7 billion and storage buildings 1.2% to $1.3 billion. Education was the only major category to grow, up 8.4% to $1.3 billion. Stats NZ notes the series moves with prices as well as volume, and nonresidential construction prices rose 2.2% in the year to June.
The residential pipeline is filling while the commercial one thins, and the constraint has moved from finding work to staffing and pricing it. For builders, that argues for locking in labour and key subcontractors ahead of the lift Ranchhod expects, particularly in Canterbury and Queenstown-Lakes. For commercial and civil firms, education is the category still moving. One number complicates all of this. After seasonal adjustment, July’s consents fell 4.3%, following a 3.7% fall in June. Two down months do not undo a 21% year, but they are where a turn shows up first. Stats NZ releases the August figures on 1 October. Builders pricing 2027 work will learn more from that seasonally adjusted line than from the annual headline they are being congratulated on this week.
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Industry resilient despite headwinds New Zealand’s construction sector is shifting from cautious optimism to practical realism, according to Kennards Hire’s second annual Construction Confidence Check survey. 84% of construction leaders are confident in the industry’s growth over the next five years, even as businesses navigate cost pressures and economic uncertainty. 79% agree the sector has remained stable over the past 12 months.
That growth depends on investment, both monetary and regulatory. Key contributors to industry growth cited include private sector investment and housing demand (both 39%), infrastructure investment (38%), sustainability and ESG requirements (37%) and government policy and incentives (36%). Still, confidence has dropped 9% year-on-year, reflecting practical realities and market pressures around economic uncertainty, rising costs, tighter customer budgets, labour and specialist capability gaps,
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planning delays and margin instability. More than half of New Zealand decision-makers (55%) cited economic uncertainty’s impact on investment and housing demand as a factor that could contribute to industry decline over the next five years. 53% cited low margins and financial instability, 47% pointed to planning delays and regulation concerns, and 41% cited labour shortages and workforce constraints. 59% of businesses say they are concerned about insolvency, business closures or employment instability in the construction industry over the next 12 months. Cost of living remains a key concern, impacting 98% of respondents over the past year. For many, this is flowing directly into customer behaviour and project delivery. 60% of New Zealand decision-makers said tighter budgets have delayed customer project approvals, a notably larger impact than reported by Australian counterparts (48%). 52% have seen reduced customer renovation or project activity, and 54% are increasingly relying on hiring equipment rather than buying it. Over the two years of the Construction Confidence Check in New Zealand, “there is a shift, not an unexpected one, from cautious optimism to practical realism, especially in the wake of issues like the global fuel crisis and an upcoming general election,” said Richard White, Kennards Hire New Zealand general manager.
Richard White General Manager at Kennards Hire NZ www.kennardshire.co.nz
“Leaders have moved beyond a hopeful stage to look at solutions. Specifically, how they can train and retain staff, deliver cost-effective solutions to labour and logistics, and what’s needed to future-proof their businesses. And they’re doing it all while balancing global pressures, national cost-of-living roadblocks and the general uncertainty of an election year. “The businesses that remain resilient will be those that can adapt quickly, spend wisely, and keep projects moving despite the pressures around them.” The message from the 2026 Construction Confidence Check is clear. New Zealand’s construction leaders still believe in the industry’s future, but they are being pragmatic about what it will take to get there. The report, published by the trans-Tasman family-owned equipment hire company, surveyed over 600 business leaders and decision-makers across Australia and New Zealand, with more than 200 from New Zealand.
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Waikato’s top apprentices named Matt Strawbridge of Foster Construction has been named the Waikato 2026 Master Builders CARTERS Apprentice of the Year. Second place went to Jack Strawbridge of G.D Pringle Building, while Kaden Wenham of Whippet Builders placed third. All three apprentices were trained through BCITO. Matt stood out for the depth of his industry knowledge and the maturity of his approach, particularly given he has been in the trade for just two and a half years. His submission clearly explained the thinking behind key construction decisions, while his interview demonstrated an impressive grasp of both the Building Act and Building Code. Matt carried that same considered approach into the practical challenge, where he planned carefully, worked efficiently and maintained a clean, safe workspace
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throughout. His combination of technical understanding and professionalism made him a strong regional winner. Now in its twenty-third year, the Apprentice of the Year competition, delivered in partnership with CARTERS, is New Zealand’s leading competition for construction apprentices. It recognises and celebrates apprentices who are building strong skills and showing promise as the next generation of industry leaders. Master Builders Chief Executive Officer Ankit Sharma says the competition provides an important opportunity to recognise apprentices who are building strong foundations for their careers. “As our sector continues to evolve, skilled apprentices remain at the heart of delivering the high-quality homes and buildings New Zealand needs. Apprentice of the Year gives emerging builders the chance to demonstrate not only their practical ability, but also the
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professionalism, knowledge and leadership they are developing throughout their training. It is encouraging to see such strong talent coming through the industry, and the standard displayed throughout this year’s competition gives us real confidence in the next generation of builders and our future industry leaders.” Across New Zealand, 95 apprentices from nine regions took part in the 2026 regional competition. Each apprentice submitted a detailed overview of a building project they were working on before completing a two-hour practical challenge, which required them to build a project box revealed on the morning of the competition. The top 10 regional competitors were then interviewed by a judging panel and assessed during an on-site visit to their project, where they were tested on their technical understanding, communication, project
Jack Strawbridge, Matt Strawbridge, and Kaden Wenham
involvement and wider industry knowledge. The leading apprentice from each region will now progress to the national competition, which includes a 45-minute interview with a national judging panel and an intensive six-hour practical challenge. The national competition will take place on 7-9 October 2026 at The Cloud in Auckland. All regional winners will have the opportunity to attend a 16-day Outward Bound course, receive a ticket to the National House of the Year gala event including travel and accommodation, and a place at the National Final. The national winner will receive a CARTERS Career Advancement Grant and the use of a brand-new ute for one year, courtesy of CARTERS. For more information about the competition, visit www.apprenticeoftheyear.co.nz
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Fuel price volatility
Managing uncertainty in the infrastructure construction sector By Peter Nunns, General Manager – Strategy, New Zealand Infrastructure Commission, Te Waihanga
Recent events affecting shipping through the Strait of Hormuz are a reminder that fuel prices can change rapidly in response to global events. We don’t know how long this disruption will go on, or what impact it will have if it continues. But we do know that prices are elevated and volatile. We can expect global oil prices to flow through to local prices.
The New Zealand Infrastructure Commission’s research shows that increases or decreases to global oil prices pass through to New Zealand almost immediately. Paying those higher global prices is necessary to keep supplies flowing our way. We’re facing the biggest oil supply shock since the 1970s; however, the difference is that the New Zealand economy – like the world economy – is much less oil-intensive than it was back then. On the eve of the 1979 oil shock, New
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Zealand used roughly a third of a barrel of oil for every $1000 of GDP produced. Today that figure is closer to one-sixth of a barrel. Infrastructure construction remains exposed to oil prices, however. Diesel is the fourth largest material input to heavy and civil construction – behind only structural steel, aggregates, and concrete.
Construction firms’ direct purchases of diesel account for a bit under 2% of total spending in this sector, and diesel is also baked into transport costs and prices for other materials.
We expect impacts to be larger for road maintenance and resealing work than for new construction, because bitumen costs make up a greater share of the cost of road maintenance projects.
In the short term, there aren’t good substitutes for diesel or bitumen in construction, so infrastructure projects can expect to bear cost increases.
So, what can firms and clients do? Monitor prices. Look at forward contracts if volatility is a major risk. Understand project-specific exposure – a road renewal is not the same as a new build. And make sure input price escalation, not just from oil, is clearly addressed in contracts.
We’re facing the biggest oil supply shock since the 1970s; however, the difference is that the New Zealand economy – like the world economy – is much less oil-intensive than it was back then. On the eve of the 1979 oil shock, New Zealand used roughly a third of a barrel of oil for every $1000 of GDP produced. Today that figure is closer to one-sixth of a barrel.
Peter Nunns General Manager at Strategy, New Zealand www.tewaihanga.govt.nz
This isn’t the 1970s. But for road works especially, oil is a cost worth watching closely.
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When the work returns, will we be ready?
Mitre 10’s Head of Trade on the NZCBIA productivity report, and why building back better after the downturn depends on the whole supply chain, not just the site By Mark Moffitt, Head of Trade, Mitre 10
The biggest challenge facing construction is not a lack of future work. New Zealand still needs more homes, schools, hospitals and infrastructure. The real question is whether the industry will have the people and capability to respond when that work arrives. Addressing productivity issues created by high workforce turnover and lack of coordination across the industry was one of the central issues raised in the new 2026 Building Construction Sector Report, commissioned by the NZ Chinese Building Industry Association (NZCBIA) and co-sponsored by Mitre 10 and BCITO. The downturn has been difficult, but the report also offers clear pathways forward to build back better, with collaboration right at the top.
all have an important contribution to make. Productivity is not just created on site. It’s created throughout the value chain. The report shows only 6% of workers remain in the same job after five years. Many exit the industry entirely or head to Australia. Programmes like New Zealand Certified Builders Apprentice Challenge, which shine a light on emerging talent and help develop the future leaders of the industry, are one of the ways the sector is working to address this.
As merchants, we also have a role to play in improving productivity. One of our most important jobs is giving builders the certainty they need to plan confidently and
The report shows only 6% of workers remain in the same job after five years. Many exit the industry entirely or head to Australia.
A statistic worth noting – around 70 per cent of the construction industry’s contribution to New Zealand’s economy flows through supplier industries. That reminds us that the strength of the sector depends on a much wider ecosystem than what happens on site alone. Builders, merchants, manufacturers, transport operators, distributors and training organisations
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The report highlights the need to provide more meaningful work for apprentices from day one as crucial in incentivising them to stay. Most people take pride in making a real contribution, so investing in upskilling and getting apprentices into productive work earlier can help to retain talent as well as increasing productivity.
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- Mark Moffitt
operate efficiently, so the real work can go ahead. When I speak with builders, the message is usually pretty clear: get the order right, get it there on time and, most importantly, don’t slow them down. As merchants, we need to make it easy for our builders to focus on building. That’s why innovation is not only about new technology – it’s about creating better systems, better service, more reliable supply chains, and products that help customers work smarter. We’ve already helped some customers analyse data on how many site deliveries or trips to pick up extra supplies they’re making. This has resulted in smarter quantities being ordered, fewer trips and suppliers offering a service that better meets customers’ needs. Time saved equals money saved, and that creates options like investing in upskilling people, so these businesses can take on bigger or more complex jobs and provide more career pathways to their people. In our own Trade business, we’ve worked with customers to conduct highly detailed advance planning on some major projects to calculate exactly how many loads of exactly which materials will be needed, when they’ll be needed, and where on site they should be delivered.
We’re working to create a highly efficient, repeatable model that will speed up the build process even further, sharing this with the sector to help others collaborate in similar ways across the industry. The challenges identified in the NZCBIA report are too large for any one organisation or part of the sector to solve alone. At a government level, the report
also notes opportunities to streamline the large number of policies and regulations that overlay construction, to create efficiencies and boost confidence. There’s also potential to bring forward public infrastructure projects when demand slows elsewhere, to keep momentum going in t he industry.
of everyone involved will be critical to building a more productive, efficient and sustainable sector. But if industry, government, educators, insurers and supply-chain partners work together, we have an opportunity to build a sector that is more productive, more resilient and better prepared for future growth.
Mark Moffitt Head of Trade, Mitre 10 www.mitre10.co.nz
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DESIGNED TO WORK WITH NATURE Across New Zealand, councils are being asked to respond to increasingly complex environmental challenges. More intense rainfall, expanding urbanisation and growing pressure on stormwater networks are driving a shift towards infrastructure that works with natural systems rather than against them. Traditionally, stormwater management has focused on collecting runoff and moving it away as quickly as possible. But as cities continue to grow, councils are increasingly exploring ways to manage water closer to where it falls. This is where Nature-Based Solutions (NbS) are gaining momentum. Recognised by organisations including the International Union for Conservation of Nature (IUCN), the UN Environment Programme and leading engineering bodies worldwide, NbS recognises the value of combining engineered performance with natural processes to deliver environmental, social and economic benefits. Councils own and maintain extensive networks of footpaths, cycleways and public spaces. Collectively, these surfaces have the potential to become one of the widest distributed stormwater management assets within a city – but only if those surfaces are constructed using a permeable concrete system. Where traditional concrete and asphalt are impermeable, preventing rainfall from soaking into the ground and causing high volumes of runoff, Permcon permeable concrete works differently. It allows rainfall to pass through the surface into an open-graded base course, where it can infiltrate the surrounding soil or be temporarily stored and gradually released. Imagine if every footpath within a city could perform this function. Small gains at an individual site become significant when repeated across a city.
THE PERFORMANCE CASE
In addition to managing stormwater at source, international research has shown permeable pavements can remove more than 80% of total suspended solids
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from rainwater and help prevent hydrocarbons and other contaminants from reaching waterways. Research has also demonstrated that microbial communities can establish within the pavement base, breaking down pollutants and creating a living treatment system. Unlike conventional pavements, Permcon permeable concrete maintains the movement of water, oxygen and nutrients into the ground. This supports soil health, vegetation and tree root zones while preserving the natural processes that healthy landscapes depend on.
THE CARBON EQUATION
For councils and project teams focused on carbon reduction, Permcon CarbonLow delivers up to 62% less embodied carbon than standard permeable concrete while maintaining the same structural and hydraulic performance. It has been independently assessed by Toitū Envirocare and verified to ISO 14067:2018. As councils increasingly incorporate NbS principles into procurement, water management and sustainability frameworks, Permcon permeable concrete offers a practical way to meet multiple objectives through a single solution. Every footpath, streetscape and civic space represents an opportunity to make our built environments function a little more like the natural systems they replace. Individually these may be small decisions but, across an entire city, they can become a powerful part of the stormwater solution. Perhaps the future of stormwater management is not about building bigger pipes; perhaps it is about asking our hard surfaces to do some of the work.
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Hiring boom brings new focus to workplace drug risk
By Ben O’Connell
Canterbury’s meth use is now almost 40% above its average level from last year, recent wastewater testing shows. National consumption has risen to an estimated 36.6kg per week. This level of methamphetamine use has a weekly social harm cost of almost $40 million. Cocaine use has decreased since it spiked in the October 2025 quarter, but remains above average nationwide. For Glenn Dobson, chief executive of The Drug Detection Agency (TDDA), the figures reinforce what workplace testing providers are already seeing on the ground.
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Getting recruitment wrong is costly. Job search site Seek Australia estimated that a poor hiring decision can cost small and mediumsized businesses more than $16,000 once lost productivity, recruitment expenses and management time are taken into account Workplace drug trends are evolving. Cannabis continues to be the most commonly detected drug in workplace testing programmes, but meth remains a major issue due to its impact on safety. The former New Zealand Police Senior Sergeant says employers need to think about substance use as part of a broader workplace safety strategy, especially during periods of rapid recruitment. “Pre-employment testing is one of the most effective tools for keeping substance use out of the workplace from day one – and setting workplace expectations straight away,” he says.
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Businesses routinely screen candidates through interviews, reference checks and licence verification. Dobson believes drug screening should be viewed in the same way. “You interview candidates, screen CVs, check references, check driving history and then complete a drug test. It’s another step in making sure you’re not potentially hiring an issue and bringing negativity into the workplace.”
Getting recruitment wrong is costly. Job search site Seek Australia estimated that a poor hiring decision can cost small and medium-sized businesses more than $16,000 once lost productivity, recruitment expenses and management time are taken into account. Dobson says workplace drug trends are evolving. Cannabis continues to be the most commonly detected drug in workplace testing programmes, but meth remains a major issue due to its impact on safety, behaviour and performance. At the same time, TDDA is seeing growing interest in emerging risks, including opioids and cocaine. The rise in cocaine use is particularly noteworthy. Dobson recently presented at an industry conference in the United States, where fentanyl and cocaine were major topics of discussion. Wastewater
testing reflects this. National cocaine use remains well above historical averages. While New Zealand is some distance from the scale of America’s opioid crisis, he says the country is still connected to global drug supply networks. “We’re part of a global supply chain. The more we can advise employers to be aware of changing drug trends, the better prepared they’ll be.” For many businesses, the primary concern is safety. Industries such as construction, transport, logistics and manufacturing often involve heavy machinery, working at height, operating vehicles or performing tasks where impaired judgement can have serious consequences. “At the end of the day, people need to get home safely,” says Dobson. “Drugs can amplify risk, particularly in safety-sensitive roles. That’s why having a robust policy is so important. It’s about being fair to employees while also protecting their safety and the safety of others.”
Prescription medications are another consideration. Dobson says many businesses struggle to distinguish between detecting a substance and assessing whether someone can safely perform their role. “A positive test doesn’t necessarily mean someone has done something wrong. They may be taking legitimate prescription medication. The bigger question is how that medication affects their ability to work safely.” Rather than focusing solely on identifying illicit drug use, employers are increasingly considering overall fitness for work and the factors that may influence performance, decision-making and risk. Reputation is another concern. While safety remains the primary driver behind workplace testing programmes, Dobson says businesses are becoming more aware of the potential
Rather than focusing solely on identifying illicit drug use, employers are increasingly considering overall fitness for work and the factors that may influence performance, decision-making and risk. Reputation is another concern. While safety remains the primary driver behind workplace testing programmes.
reputational damage that can arise when substance-related incidents occur. “Companies don’t want their brand or organisation appearing on the front page of the newspaper because someone made a poor decision influenced by drugs.” As New Zealand grapples with record drug use and changing trends, Dobson believes workplaces have an important
role to play. The more employers the TDDA can make aware of these issues, the better. “Employers are part of the community. If we can help prevent and reduce demand for drugs through education, awareness and good workplace practices, that contributes to the wider solution.”
Employers once adopted a strict ‘one strike and you’re out’ approach, but now many organisations recognise that support and rehabilitation pathways matter. Dobson says a positive test result does not automatically mean someone is a bad employee or unwilling to contribute positively to a workplace. “There are several reasons why someone fails a drug test. Culturally, employers have matured around this. Most modern workplace policies now include rehabilitation and assistance options.”
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Tyres. Wheel alignments. And more. 28
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The drone is the easy part
A drone can survey a roof in minutes, but flying it legally over a live site is a job for a certificated operator, not whoever owns the gear On 22 December 2025 the Civil Aviation Authority (CAA) updated its rules for drones and advanced aviation, and it has signalled the rules will keep moving. For a building firm, a drone now does real work. It surveys a roof, tracks progress across a pour, inspects a facade or checks a site after hours, often in minutes and without putting anyone at height. What decides whether that work is lawful is a single line the rules draw between routine flying and the rest. That line is the difference between Part 101 and Part 102. Most low-risk flying sits under Part 101, the rulebased path that needs no certification, and it comes with firm limits. The aircraft must weigh under 25kg, stay within the operator’s line of sight, and stay below 120 metres (400 feet). It must not fly within 4km of an aerodrome without meeting set conditions, must fly only in daylight, and must have the consent of anyone it flies over and the owner of any property beneath it. Controlled airspace needs air traffic control clearance.
or operating in controlled airspace all cross into Part 102 territory, and a live construction site tends to cross at least one of those lines. CAA is blunt about the order. You follow Part 101, and if you cannot, you must hold Part 102 certification. That certificate is exactly the kind of proof the rest of a well-run site already asks for. It is the drone equivalent of a certificated scaffolder or a licensed removalist, and the compliant answer is to engage an operator who can produce the certificate rather than assume the person holding the drone has one.
Three sets of rules, one flight A site drone answers to more than the CAA. The
A provider who understands all three regimes is doing the job properly. One who only knows how to fly leaves the privacy and safety exposure sitting with the firm that hired them.
When you need a certificated operator The moment a job cannot be done inside those limits, it needs a Part 102 certificated operator. Flying over people or property without consent, flying beyond line of sight,
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The rules are also a moving target. The December 2025 package added a new Part 107 framework that lets approved organisations test emerging aviation technology in defined areas, and CAA has a trial advisory circular due early in 2026 to help operators adjust. Reading the current rules as the floor, and best practice as the standard, is how a firm stays clear as the framework keeps changing.
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footage it gathers is personal information, and the Office of the Privacy Commissioner treats a camera drone much as it treats CCTV. The operator has to think about what is being filmed, whether that collection is necessary, and how the people on and around the site are told it is happening. The drone is also equipment working over a live site, so a firm’s duties under the Health and Safety at Work Act apply as they would to any plant. WorkSafe expects workers to be told when and where a drone is operating, and clear boundaries kept between the aircraft and the people below. A provider who understands all three regimes is doing the job properly. One who only knows how to fly leaves the privacy and safety exposure sitting with the firm that hired them. Before the next drone job goes ahead, the questions are plain. Does the work stay inside Part 101, and if not, can the operator show current Part 102 certification. Is there proof of insurance. How will the footage be handled and stored. The authoritative rules sit with the CAA at www.aviation.govt. nz and the privacy guidance with the Office of the Privacy Commissioner at privacy.org. nz. Ask for the paperwork, and keep it.
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No one builds alone
Live Well, Build Well’s tradie wellbeing surveys keep finding loneliness near the top of the list — here are practical ways builders can stay connected The Live Well, Build Well initiative began in late 2022 to help residential construction workers improve their mental health and wellbeing. Backed by the Mental Health Foundation and ACC, the programme is designed to help builders and tradies build the mental strength and resilience needed to cope with the demands of working in a challenging and constantly changing industry. Its annual New Zealand tradie wellbeing surveys consistently show that loneliness is one of the most common challenges facing Kiwi builders and tradies. That can come as a surprise. Construction is a people-focused industry. But loneliness isn’t about how many people are around you. It’s about feeling disconnected, unsupported, or like you’ve got no one to talk to when things get tough. The good news is there are practical things you can do that can help.
The important thing is not to sit with it alone. Reach out. Talk to someone. Take one small step. Connection often starts with a simple conversation. No one builds alone, and you don’t have to carry things alone either. A simple habit that can help is taking a moment each day to notice what’s going right. It doesn’t have to be anything big. It could be a good chat with a mate on site, knocking off a job you’re proud of, a laugh with the kids, a decent coffee in the morning, or simply getting home safely after a long day. You could jot down a few things you’re grateful for, think about a couple of wins from the day, or simply thank someone who helped you out. Small moments add up.
Take notice of the good stuff When you’re stressed, tired or feeling isolated, it’s easy to focus on what’s going wrong.
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Don’t sit in silence Many tradies spend long hours driving between jobs, working alone, or doing repetitive tasks. If the silence starts getting heavy, fill the space. Listen to music that lifts your mood, podcasts about topics you’re interested in, audiobooks while driving, or talkback radio and interviews that help you feel connected to what’s happening around you. Sometimes having another voice in the background can make a surprisingly big difference.
Pick up the phone A quick text is easy, but a phone call is often better. If someone pops into your head, give them a call. You don’t need a reason. A ten-minute chat with a mate, family member, former workmate or someone you trust can help you feel more connected and remind you that you’re not carrying everything on your own. Focus on real conversations Being around people doesn’t automatically stop loneliness. You can be on a busy site all day and still feel isolated. What often matters most is the quality of your conversations. When you’re catching up with someone you trust, ask how they’re really doing. Share what’s happening in your own life. Talk about more than work, and listen properly instead of rushing to solve problems. You don’t need deep and meaningful conversations every day, but genuine connection goes a long way.
Get outside Most builders already spend plenty of time outdoors, but this is about getting outside for yourself, not just for work. Go for a walk, take the dog to the beach, get out on the bike, head fishing, or simply sit Continues over page >
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somewhere quiet and clear your head. Nature has a way of helping put things into perspective and can improve both mental and physical wellbeing.
Share what’s going on inside A lot of tradies are good at solving practical problems but less comfortable talking about what’s going on inside. Keeping everything bottled up often makes things feel heavier. Talking to someone you trust doesn’t mean you need all the answers. It simply means you’re not carrying it alone. Whether it’s your partner, a mate, a workmate, a mentor or a professional, having a conversation can take some of the pressure off.
Get stuck into something you enjoy When loneliness starts taking over, it can feel like nothing
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is worth doing. That’s usually the time to do something anyway. Think about what you enjoy outside of work. It might be hunting, fishing, sport, woodworking, music, gardening, DIY projects at home or learning a new skill. Doing things that give you a sense of purpose and enjoyment can help break the cycle of isolation.
Spend time with animals Pets don’t solve everything, but they can provide great company. Walking a dog gets you moving and often leads to conversations with
other people. If you don’t have a pet, consider helping at a local animal shelter or spending time with friends or family who do.
Be careful with social media Social media can make it look like everyone else is winning. Perfect holidays. Perfect families. Perfect businesses. The reality is most people only share their highlight reel. If scrolling leaves you feeling worse, take a break and connect with someone directly instead. A phone call, coffee or catch-up is usually far more valuable than another hour online.
Share what’s going on inside. A lot of tradies are good at solving practical problems but less comfortable talking about what’s going on inside. Keeping everything bottled up often makes things feel heavier.
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Remember: it won’t last forever Loneliness can feel overwhelming when you’re in the middle of it, but it isn’t permanent. Many builders and tradies experience periods where they feel disconnected, especially during stressful projects, business challenges, relationship changes or difficult life events. The important thing is not to sit with it alone. Reach out. Talk to someone. Take one small step. Connection often starts with a simple conversation. No one builds alone, and you don’t have to carry things alone either. Live Well, Build Well are looking for partner sponsors, as funding from ACC is becoming increasingly unpredictable. Interested parties can reach Rafael at rafael@livewellbuildwell.com.
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A commercial edge in business brokerage improved. This commercial insight allows him to identify value drivers that others often overlook, and to position businesses in a way that resonates strongly with serious buyers.
With more than two decades of international commercial and leadership experience, Rick Johnson brings a grounded, results-driven approach to business sales and acquisitions through LINK Business Brokers. The award-winning Waikato broker has a simple yet exacting focus: maximise business value, match the right buyers with the right opportunities, and guide transactions through a structured, confidential and outcome-focused process. Specialising in SME and midmarket businesses, especially in manufacturing, engineering, distribution, import/export and services, he works with
transactions typically from $500,000 through to multimillion-dollar sales. What sets Rick apart is the depth of operational experience behind the brokerage service. Before moving into advisory and deal-making, he held senior leadership roles across engineering, electrical distribution and manufacturing sectors, giving him firsthand understanding of how businesses are built, scaled and
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A 25-storey tower on Victoria Street signals a new, upward phase in Hamilton’s growth By Ben O’Connell
For most of its history, Hamilton has grown out rather than up. Wide suburbs, industrial parks and shopping centres spread steadily across the Waikato, while the city centre remained relatively low-rise. That could soon change. Plans for a 25-storey mixed-use tower on Victoria Street signal a new phase in Hamilton’s evolution, one where height becomes part of the city’s identity. Proposed by Templeton Group and designed by Ignite Architects, the development would rise beside Victoria
on the River, creating what the company describes as a “vertical city”. The roughly $100 million project includes a 200-room five-star hotel, serviced apartments, branded residences, restaurants, wellness facilities and a public sky bar overlooking the Waikato River. If built, it would comfortably surpass Hamilton’s current tallest building and establish a new skyline landmark. The proposal reflects broader changes shaping the city. Hamilton remains one of New Zealand’s fastest-growing urban centres, fuelled by strong population growth, major
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infrastructure investment and its strategic location within the Auckland–Hamilton– Tauranga “golden triangle”. A council-commissioned study estimates the city will need around 500 additional hotel rooms within five years to meet growing demand from events, conferences, tourism and business travel. More importantly, the tower may be the beginning rather than the peak of Hamilton’s vertical future. Intensification policies, increasing land values and continued investment around the CBD and riverfront are encouraging developers to think upwards. As more
residents choose apartment living and commercial demand grows, taller mixed-use developments are likely to become increasingly common. While Hamilton is unlikely to rival Auckland’s skyline, a cluster of high-rise buildings could emerge over the next decade, transforming the city’s profile. The tower remains in the proposal stage, with resource consent still to be lodged and construction unlikely before 2028. But regardless of whether this project proceeds exactly as planned, it reflects a city growing in confidence. Things are looking up in Hamilton.
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Before the next big rain In practice that means:
Heavy rain turns a building site into two problems at once.
• An erosion and sediment control (ESC) plan for the site, with one named person responsible for installing, checking and maintaining the measures
While the downpour is on, the question is where your dirty water is going. Once it clears, the question is whether the site is safe to walk back onto. Both sit with the person in control of the work, and both are easier to answer with a plan written before the clouds arrive than worked out in the mud afterwards.
• Minimise what you expose. Stage the earthworks, and stabilise or cover bare ground and stockpiles you are not actively working • Divert clean water around the disturbed area with bunds or channels so it never picks up sediment in the first place
The water that leaves your site is yours Bare, disturbed ground sheds sediment-laden water fast, and that runoff carries silt, cement washings and fuel residues straight off the site unless something stops it. The water that leaves your site is your responsibility, and a brown plume reaching the kerb is visible to the neighbours, the council and anyone with a phone. There is a regulatory floor under this. The Resource Management (National Environmental Standards for Freshwater) Regulations 2020, in force since 3 September 2020 and amended again in January 2026, set national rules for earthworks near water; including thresholds on the area you can expose and a requirement that disturbed ground be stabilised on completion and that soil and debris not be placed where they can reach a water body, drain or race. On top of that sit regional council rules and consent conditions, which often bite well before the national thresholds do. Get it wrong
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• Silt fences and sediment retention on the down-slope side to filter and pond runoff so the heavy material drops out before discharge • A stabilised entranceway — a metalled pad — so trucks aren’t tracking mud onto the road
Bare, disturbed ground sheds sediment-laden water fast, and that runoff carries silt, cement washings and fuel residues straight off the site unless something stops it. The water that leaves your site is your responsibility, and a brown plume reaching the kerb is visible to the neighbours, the council and anyone with a phone. and the exposure runs from an abatement notice through to enforcement and the reputational hit of being the site that silted the stream. The controls are not exotic. Auckland Council’s GD05 — the standard New Zealand reference for erosion and
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sediment control, last updated in August 2023 — and Waikato Regional Council’s guidelines for soil disturbing activities both work from the same hierarchy: keep clean water clean, slow dirty water down, and catch the sediment before it leaves.
• Dewater deliberately. Pump from excavations to a treatment or settlement point, never straight to the gutter. Install the controls before you break ground, then check them after every significant rain — a silt fence full of sediment or a blocked diversion does nothing. Getting the crew back on safely When the storm passes, the instinct is to get straight back to work. WorkSafe NZ’s stormrecovery guidance, issued 22 January 2026, is a useful brake on that. Continues over page >
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Jason Gibson, WorkSafe’s Acting Northern Regional Manager at the time, set out the hazards a flooded or stormhit site presents — and they are not the obvious ones. Floodwater and silt top the list. “Always assume that debris, flood water and silt is contaminated,” Gibson said — with farm run-off, sewage and chemicals — “stay away from it, or wear the right protection if you have to work in it.” Contaminated water also raises the risk of leptospirosis, so hand-washing and PPE matter. Treat every downed power line as live and keep clear, and have an electrician check any gear that won’t start once power is
The takeaway is the same for both halves: the work that protects you happens before the weather, not during it. Before the next big rain, confirm your ESC plan and who owns it, walk the controls, and agree how a storm-hit site gets inspected and signed off before the crew steps back on.
back, rather than switching it on and hoping. Run generators only with good ventilation and never use portable LPG indoors; carbon monoxide is
the quiet killer in recovery work. The ground itself is the next hazard. Waterlogged terrain is unstable, excavations and trenches may have collapsed or
filled, and familiar routes can’t be trusted. Walk the whole site and reassess before anyone works on it. Finally, manage fatigue, recovery work is long and hard, so watch hours and conditions, and set up a checkin plan so no one is working alone out of contact. The takeaway is the same for both halves: the work that protects you happens before the weather, not during it. Before the next big rain, confirm your ESC plan and who owns it, walk the controls, and agree how a storm-hit site gets inspected and signed off before the crew steps back on.
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Secure foundations. Empowered futures.
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The cost of stopping Civil Contractors NZ has put a crossparty, depoliticised infrastructure pipeline at the top of its election manifesto, and its Cost of Stopping report estimates the alternative has cost New Zealand $11.8 billion. Civil Contractors New Zealand has set out what the industry wants from the next government, and its central demand is one every contractor working on public projects will recognise. Stop starting and stopping the work. The industry body launched its 2026 Election Manifesto on 1 July, built from 12 member workshops held around the country. Its members construct and maintain the country’s horizontal infrastructure,
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including transport, water and energy networks, and its biggest challenge is the uncertainty created by the boom-bust cycle. When most of your clients are central or local government, as chief executive Alan Pollard put it, what politicians do or say lands directly on the industry. The manifesto attaches a number to the problem. The Cost of Stopping report, cited alongside the National Infrastructure Plan, estimates that stop-start infrastructure investment has cost New Zealand $11.8 billion over the past 25 years, through higher costs, lost productivity and delayed public benefits. For the firms that carry the staff, plant and training through those gaps, it is a familiar kind of waste. CCNZ frames its asks around five themes. The loudest is a stable, depoliticised pipeline, a long-term cross-
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party commitment with independent accountability for delivery, so a change of government does not mean a change of work. The rest follow from it. A nationally consistent procurement framework with early contractor involvement. A common-sense, risk-based approach to compliance and site safety that is rightsized rather than blanket. Workforce settings that back apprenticeships and on-the-job training and fix immigration for the civil trades. And a proactive approach to resilience and maintenance, including a formal package of resilience works and formal recognition of civil contractors as essential first-response partners when the weather turns. “Contractors have practical knowledge that can inform whether policy that works in theory works in practice,” Pollard said, urging parties
across the spectrum to avoid delaying or cancelling projects already under way. The pitch is aimed at every party rather than one. Founded in 1944, CCNZ represents more than 800 organisations, including more than 530 civil construction businesses, and the manifesto is aimed at the incoming government rather than a preferred side of the House. For the wider building sector, the manifesto reads as the civil arm making the case for greater certainty in infrastructure investment. CCNZ’s argument is that the work needs to be planned and delivered consistently rather than repeatedly paused, cancelled or delayed. W hether the next government takes the point is now an election question.
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Recruitment with a conscience
The ethical evolution of better trade solutions Better Trade Solutions set out to “do better” when it comes to recruitment for New Zealand’s construction sector. Richard Giftkins, Founder and National Operations Manager at BTS, has seen cycles come and go, and has more than 25 years of experience in the industry. For Richard, the solution is not just about filling immediate gaps without considering what might come next. It involves taking a measured approach, responding to the market with the right actions. Being responsible and ethical are a large part of the equation. Instead of just filling roles, BTS has focused on building real, lasting partnerships. For employers, that means taking care of all the moving parts that tend to slow projects down or create risk when it comes to recruitment and HR. It gives businesses space to focus on delivery, rather than constantly managing workforce issues in the background. For employees, this means having a close personal connection. Despite his workforce growing, Richard still connects one-onone with his staff. He is a boss who cares. Unlike many other labour hire businesses, BTS started out only employing local talent. That Kiwi-first mindset is a strong pillar for the business that sets it apart from others. There is a genuine focus on building local capability, despite this sometimes being
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As an employer myself, I also see the pressure and the stress experienced by employers when businesses face growth or when there just isn’t enough time in the day to take care of recruitment and HR properly. challenging. Richard enjoys mentoring and developing local talent, and this is how he has built a strong team of senior and permanent workers. Even with a strong local focus, there will always be gaps. Specialist roles, large-scale projects, or work in remote locations do not always get filled domestically. When it comes to delivering on those challenges, BTS relies on VisaLegal to provide support for their visa processes. BTS and VisaLegal have built a strong foundation, sharing the same set of values and beliefs around what New Zealand’s goals should be and how migrant labour fits into that picture.
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“I’ve got teenagers, and it’s pretty easy to see how important it is to invest locally for the future of our workforce,” says Melanie Bradley, founder of VisaLegal. “As an employer myself, I also see the pressure and the stress experienced by employers when businesses face growth or when there just isn’t enough time in the day to take care of recruitment and HR properly. Visa processes can be onerous on employers who want to recruit their own offshore labour. It can be costly, and there is a steep learning curve involved. That’s where connecting with Better Trade Solutions may be a really good option. Using a third-party
accredited employer takes a lot of that weight off, leaving you with the workers you want, without the hassle of the paperwork. “We really enjoy working with Richard and the team. They’re highly ethical and, compliance-wise, they are the best of the best, but aside from that, they also understand the bigger picture.” That bigger picture is what ties it all together. Supporting local workers where possible, bringing in people when there is a genuine need, and doing it in a way that is compliant, responsible, and sustainable. Better Trade Solutions is not trying to overcomplicate recruitment. It has simply taken a straightforward idea and applied it consistently. “Our focus is simple. People.” Everything else follows from that.
027 289 5249 mel@visalegal.co.nz visalegal.co.nz
Your trusted immigration experts in New Zealand The services we provide include: Employer Accreditation with Immigration New Zealand
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TOGETHER, WE MOVE FORWARD We connect skilled tradespeople and site crews with New Zealand’s leading companies. With roles available nationwide, we’ll match you with the right job and get you started quickly.
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National Operations Manager
027 370 8545 admin@bts.nz www.bettertrade.nz
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