Tony Boobier, Royal & Sun Alliance subsidence programme manager.
Boobier's work has saved over £100M since he started investigating and implementing news ways to tackle subsidence claims three years ago.
Using 'speedy, economic and correct' solutions rather than waging expensive and time consuming legal battles, Boobier and his team have drastically reduced the amount spent on design and repair for the 10,000 claims made each year.
As well as adopting a new approach to dealing with claims, Boobier has also utilised Egan and Latham principles to rationalise supply chains and introduce greater value.
Tony Collins, MJ Gleeson Group's engineering division managing director who managed the Almond Valley, Seafield & Esk projects.
Collins successfully established a partnering culture between the client, services company, contractor, designer and operator and then moved an eight man team to Edinburgh and expanded it to over 120 people.
His success on the £100M project was recognised by his promotion shortly after to deputy managing director of Gleeson's engineering division. He is now managing director.
On the Edinburgh project, which involved the design construction and commissioning of waste water works and 10 storm water works, new standards in relationship, quality and risk management were set.
Charles Hoskins, Mott MacDonald project manager leading the client's professional team on Manchester Airport's multi-modal ground transport interchange.
Hoskins joined the airport client team to run a £5,000 concept study and ended up in charge of the £60M transport interchange project which should substantially boost public transport use by both airport passengers and staff.
Hoskins brought together the tripartite client of Manchester Airport, Railtrack and Greater Manchester Passenger Transport Executive. He produced key business cases to help attract funding for the project from the Strategic Rail Authority and is championing the introduction of an electronic documentation management system for the client.
His work, for example, enabled the client's original £28M budget for shell and core contract to be cut to a guaranteed maximum price of £23M.
Alan Myers, Rail Link Engineering's contract manager on the CTRL's Medway Bridge and North Downs Tunnel.
Myers' management skills and knowledge of people enabled him to bring together the client, designers and contractors to work as a single unit across two very complex and difficult construction projects and bring both home ahead of target cost and time.
Working closely with the in-house design team and contractor Eurolink, he was able to substantially reprogramme the North Downs Tunnels construction to smooth and speed the job.
But simultaneously, Myers had to bring together the entire team working on construction of the Medway Bridge to successfully overcome massive foundation difficulties and resolve buildability issues so that the tough programme could be achieved.
Mark Whitby, president of the ICE.
Ray O'Rourke, chairman of contractor O'Rourke.
Mike Jeffries, chairman of consultant WS Atkins.
Norman Haste, director in charge of Terminal Five for client BAA.
David Cawthra, past president of the ICE.