Avik Halder
Company: Stantec
Job title: Technical Development Leader, Water
Avik Halder
About Avik
Based in Nelson, I am a Civil Engineer with over 20 years’ experience in the consultancy sector. I specialise in the planning, design and construction management of 3 waters projects.
Whakapapa pepeha
Tēnā koutou katoa
Ko Scafell Pike te maunga
Ko Thames te awa
Nō India ōku tupuna
Ko toku wāhi whānau ko London
Kei te Whakatu toku Kāinga ināianei
Kei Stantec ahau e mahi ana
Ko Avik Halder taku ingoa
Nō reira, tēnā koutou tēnā koutou tēnā tatou katoa
Strategic vision
Much of ACE New Zealand’s vision, purpose, values, foundations and strategy resonates strongly with me. There are some areas that I am particularly passionate about and believe are key.
As noted in your strategic vision document we are about to enter an exciting time for our sector with numerous opportunities with advances in technology as well as challenges to overcome such as sweeping reforms in legislation and regulation, the legacy of under-investment, and a critical shortage of resources. The sector needs to embed a robust framework now in order to be well prepared for what is to come. I believe that ACE New Zealand must help its members to be suitably equipped for these changes, particularly for SMEs, and has a key role in providing the tools and resources.
I believe another main focus for ACE New Zealand is ensuring the credibility of our sector with both the public and government. Unfortunately, in recent years much of the media coverage has centred on industry failings which have undermined public trust. ACE New Zealand needs to be seen as the leading advocate for the sector and a respected, trusted voice at central and local government. ACE New Zealand needs to be the ‘go to’ organisation to help inform discussion on legislative and policy discussions. ACE New Zealand needs to be seen to be engaging with the public and the media and again be that respected, trusted ‘go to’ organisation.
It however cannot be fully achieved without raising the profile of ACE New Zealand. Prior to becoming a Regional Chair for ACE, I had heard very little of the organisation. Interactions between ACE and its member firms tended to consist of very few touchpoints of limited staff e.g. directors from the member firms. ACE New Zealand needs to be able to engage with all staff from member firms, not just a select few. In recent years the profile has been raised significantly through well-embedded initiatives such as the ACE New Zealand Awards, the Emerging Leader Award and thought leadership such as the ACE New Zealand conference. Locally, there have been more ACE New Zealand events and targeted Young Professional events. ACE New Zealand needs to continue to build upon these good foundations particularly as the sector diversifies and the potential for membership grows.
Strengths
As a former ACE New Zealand Regional Chair for Nelson Blenheim from 2014 to 2017, I have a good understanding of the organisation at both a regional level and also from a board perspective. I believe that I would integrate well with the current board members some of whom were Regional Chairs at the time that I was.
During my time as Regional Chair, I attended and participated in a number of board meetings and strategic workshops. While I am familiar with the organisation, the role of board members, and know some of the current board I believe that I would bring a fresh perspective and I am not afraid to challenge the status quo. Additionally, my experiences as a Regional Chair of one of the provisional regions and given me a good understanding of some of the challenges our smaller, locally-based organisations face. I believe this regional focus is a key part of ACE New Zealand’s value proposition for potential members across the breadth of New Zealand.
Aside from my previous involvement with ACE I have governance experience with Engineering New Zealand where I currently serve on the Standards and Accreditation Board, am part of the working group for the CPEng Review and Industry Advisory Group member for Professional Development. I was also previously chair of the Nelson Marlborough branch where I spearheaded the inaugural Nelson Week of Engineering. I am also chair of the Industry Advisory Group for the Nelson Marlborough Institute of Technology. The roles have required good leadership, the ability to foster strong relationships and inspire people. They have also helped to further nurture my skills in understanding, communicating and working with a wide range of people from a variety of different backgrounds.
I have always been someone that has been passionate about giving back to the profession and find it personally rewarding to serve in these roles. I believe that I would bring these strengths as well as enthusiasm, positivity, and commitment in serving as an ACE New Zealand board member.
What does diversity and inclusion mean to you?
For me, diversity and inclusion mean not only recognising and celebrating our differences but understanding that when they come together they invariably bring unique perspectives which when combined result in fresh ideas, leading to innovative thinking and ultimately better outcomes both individually and collectively.
The consulting and engineering profession is at an exciting point where there are many challenges to face but also many opportunities to seize. For us to succeed we need to be a profession where we can all feel comfortable in our skin, to be open with who we are, what we have to say and that others are listening and understanding.
On a personal level, I need to be self-aware and recognise that I may have certain behaviours and unconscious biases. Nobody likes being on the receiving end of prejudices and so it’s important for me to be open to, and consciously include and value diverse people, perspectives, ideas, and new and different ways of doing things.