Brett Gliddon, Chief Executive, NZ Transport Agency
Last month, I officially started as the new Chief Executive of NZ Transport Agency Waka Kotahi (NZTA) after six years as Group General Manager, Transport Services.
Given my history at NZTA, I already had a good understanding of our work programmes and priorities, so I was able to hit the ground running. A key focus for me stepping into the CE role is delivery.
The Government Policy Statement on land transport 2024 (GPS) has clearly laid out what is expected from our land transport network and the 2024-27 National Land Transport Programme (NLTP) details how we will achieve that, including a greater focus on maintenance and renewals.
This summer maintenance season was one of the biggest in recent years. Thank you to those of you in the contracting market who have been part of the work programme on our state highway network this summer. We had a strong season with around 2000 kilometres of road renewals completed, and our suppliers did a great job in getting the work finished efficiently while still keeping people moving safely through our worksites.
The new GPS expects us to deliver more road rehabilitations than we have done in recent years, which means reducing the volume of reseal work.
This is a change to how we have operated, and we can expect a similar increase in rehabilitation work next season.
Rehabilitation is time-consuming and disruptive but investing in more high-quality rebuild treatments will mean a significant improvement in the overall network condition in the long-term.
We are doing so with a focus on more full road closures, as you would have seen on SH1 between Cambridge and the Desert Road this year.
This has allowed us to complete the work more quickly and to a better quality, and has helped to reduce costs, especially for TTM. We’re also building momentum with the Roads of National and Regional Significance (RoNS and RoRS) programmes around the country. These large-scale infrastructure projects will boost economic growth and productivity for all regions, helping traffic move more efficiently and improving the safety and resilience of our roading network.
Getting started on the RoNS programme is a big focus for us as we look to create a pipeline of infrastructure projects over the next decade.
Planning work on the first seven RoNS is already underway.
They are: Ara Tuhono – Warkworth to Te Hana;
Tauriko West – Omanawa bridge replacement; Mill Road Stage 1; Belfast to Pegasus Motorway and Woodend Bypass; Hawke’s Bay Expressway; Cambridge to Piarere; and Takitimu North Link Stage 2.
Much of the work to date is focussed on designation, consenting, property purchase and design work, with construction on all seven projects expected to be underway within the next few years.
Enabling works for the Hawkes Bay Expressway started last year and good progress is also being made on the Belfast to Pegasus Motorway and Woodend Bypass in Canterbury, where we recently awarded the design contract and are now working on the procurement plan for construction.
Meanwhile, formal procurement for the first stage of the Northland Corridor – Ara Tuhono – Warkworth to Te Hana – has begun with the opening last month of the Registration of Interest for procurement of the project as a Public-Private Partnership (PPP). A preferred bidder is expected to be announced in early 2026 with the PPP contract finalised by the middle of next year.
Excellent progress is also being made on large-scale infrastructure projects as part of our Roads of Regional Significance programme. That includes O Mahurangi-Penlink, Takatimu Northlink, and SH1 Papakura to Drury.
Meanwhile, Te Ahu a Turanga: Manawatu Tararua Highway, the new route between Ashhurst and Woodville replacing the old route through the Manawatu Gorge, is meeting all its project milestones and looks set to be completed in mid-2025.
We have continued to think and work differently over all parts of our business over the last few years as we look to be more efficient, and this won’t change with me as the Chief Executive.
As we profiled in last month’s issue of Contractor magazine, one of the biggest changes is the move to the Integrated Delivery Model (IDM) – the new delivery model for the majority of the state highway network’s road maintenance requirements.
In the coming years the NZTA needs to increase road rebuild work significantly to bring the network back to a suitable standard and the IDM will help us achieve that. Beginning in April 2026, the IDM will see a significant shift from the Agency, with more accountability and responsibility for asset management, greater cost transparency and a simplified and focused performance management framework.
Greater use of the wider supplier market through contestable work packages across the country will help build a healthier market.
The change to the IDM will drive greater efficiency of delivery and provide the value for money outcomes we are seeking across our network.
This model will position us to deliver on the current GPS, while ensuring we have the flexibility to cater for any future direction. There’s a lot to deliver this year; we don’t work alone, and strong partnerships are critical for our success.
That includes our links with the members of the contracting sector, who play such an important role in the delivery of vital roading infrastructure.
We share common goals, and as CE of NZTA, I’m looking forward to continuing to work closely with the sector to deliver outcomes that make a positive difference for all New Zealanders.
Parting words from Jeremy Sole- a final column