How Te Kaha became a benchmark for construction safety.
Early in the morning, concrete trucks began lining up at the site of Christchurch’s new stadium, Te Kaha. By midmorning, 117 truckloads of concrete had been poured. Hundreds of workers from multiple companies were operating simultaneously, each task tightly sequenced to mitigate risk.
Moments like this defined the three-year construction of the stadium. The project involved complex logistics, shared responsibilities and high-risk work, including construction activity at heights of up to 48 metres. When Te Kaha hosted its first major event over Anzac weekend, one outcome stood alongside the completion of the structure itself: the stadium had been built with no incidents of major harm.
For WorkSafe New Zealand and the principal contractor, BESIX Watpac, that result was deliberate. It showed what is possible when regulators, contractors, and subcontractors work together to manage risk on one of the country’s largest and most complex construction projects.
Setting expectations early
Construction remains one of New Zealand’s most dangerous sectors. WorkSafe inspectors were involved at Te Kaha from the project’s earliest stages in 2023, maintaining a regular and visible presence throughout.
Inspector Paul Hendry, who worked on the project from start to finish, says the approach was intentional. ‘We were onsite about once a month and made a point of engaging with different entities each time. The focus was on building relationships and being clear about what good practice looked like on a site of this scale.’
At peak times, about 400 workers from dozens of trades were onsite, often working above and below one another. The potential for gaps in responsibility was significant.
‘When multiple parties share responsibilities, what matters is communication,’ says Hendry. ‘Being clear about who owns which risks – and making sure people talk before problems arise.’
Coordination that worked in practice
BESIX Watpac held weekly health and safety meetings with nominated representatives from every subcontractor. Issues were raised openly, actions were assigned, and follow-up was expected.
WorkSafe inspectors attended some of these meetings to reinforce shared expectations and support consistent standards.
‘These weren’t tick-box meetings,’ Hendry says. ‘People were up-front about what was happening. That transparency made it easier to deal with issues early.’
One early challenge involved crews from different companies working above and below one another without adequate exclusion zones. WorkSafe raised the concern with project management who had the duty to resolve it.
‘They tightened controls, clarified sequencing and expanded exclusion zones across the site,’ says Hendry. ‘As the project progressed, people became more used to these controls. That’s exactly what you want on a complex build.’
Formal improvement notices were still issued where needed, but always as part of a wider learning conversation.
Managing unfamiliar and high-risk work
Te Kaha also involved work methods that required additional scrutiny, particularly where overseas practices were being applied in a New Zealand context. Inspector Sherry Peck, who was closely involved throughout the project, says early engagement proved its worth here.
‘There were times when contractors approached us because something didn’t quite sit right – unfamiliar equipment standards, overseas qualifications, new work methods.’
Roof installation was one example. The system used safety nets nearly 50 metres above the ground that had not been widely used in New Zealand.
‘The contractor had overseas experience with the system, but we weren’t satisfied all risks had been addressed,’ Peck says. ‘We went back to our technical team, sought more information and worked through the options together.’
Additional fall protection was introduced before work continued. ‘That process didn’t hold the job up; it meant everyone could be confident the right controls were in place.’
Similar conversations took place around complex scaffolding, abseiling, and large concrete pours – each requiring careful attention to sequencing, traffic management, and exclusion zones.
A collaborative approach at leadership level
For BESIX Watpac’s New Zealand General Manager, Wade Cummins, WorkSafe’s early and visible involvement set the tone for the entire project.
‘Previously, some in construction had viewed WorkSafe as unapproachable; but on this project, we’d want to call the inspectors who were always there to offer support. I’m certain it helped change people’s views,’ says Cummins.
Consistency and approachability were central to that shift.
‘From day one, safety was embedded into every activity, with a strong focus on managing high-risk work, such as working at heights. Through collaboration with Christchurch City Council, innovation and targeted safety-first initiatives, the team kept safety front of mind. This was supported by the openness of WorkSafe to engage with us and assist as we elevated safety standards.’
Building trust across the contractor network
The collaborative relationship extended beyond the principal contractor and regulator to the wider subcontractor network. Open forums created space for issues to be raised early and addressed openly.
Inspectors focused on understanding how risks were being managed, rather than prescribing solutions. Duty holders remained responsible for determining the right controls, with regulatory support where needed. The result was a more confident and engaged workforce, where people felt able to speak up – helping to prevent serious harm before it occurred.
‘When people aren’t afraid to speak up, they raise issues early. That’s when you prevent serious harm,’ says Hendry.
Lifting standards beyond Te Kaha
Both inspectors say the project demonstrated how major builds can raise capability across the wider industry.
‘A lot of local subcontractors were involved,’ says Hendry. ‘Some hadn’t worked on sites with this level of organisation before. That experience carries forward.’
Peck agrees. ‘The Christchurch rebuild has already driven improvements in construction safety. Projects like Te Kaha show that serious harm isn’t inevitable on large builds.’
For Cummins, that legacy matters as much as the stadium itself. ‘Many of the subcontractors on Te Kaha will go on to work on other major projects. What they take away – about communication, coordination and leadership – will influence how future projects are run.’
Looking ahead
As Aotearoa New Zealand prepares to deliver its next generation of major infrastructure, Te Kaha offers clear lessons. For industry: strong coordination and open communication between duty holders supports productivity as well as safety. For WorkSafe: early, visible and practical engagement works.
‘When everyone understands their role and feels confident to speak up,’ Hendry says, ‘safety becomes part of how the job gets done – not a separate exercise.’