1998: Chris Marshall, now group director at Symonds. Marshall won the award for his work on the Oresund Tunnel design where his management skills allowed him to recognise and seize 'a powerful opportunity to both reduce construction costs and improve quality'. Marshall explained: 'I'm a bit of a nutter for innovation; I just believe that there's always a better way of doing something.'
1997: Stephen Tarr, now project manager for Balfour Beatty Major Projects. Tarr managed the M25 widening between junctions 8 and 10 and completed the job 20 weeks ahead of programme by improving teamwork and communication across the project. Delegation was vital, explained Tarr: 'If I stepped in as soon as there was a crisis, I would have undermined the sort of philosophy I was trying to create.'
1996: Paul Sheffield, (right) now a director at Kier Construction, managed the design and construction of a sea water intake system on a power and desalination plant in Saudi Arabia. Getting the right team together and giving individuals 'head-room' was the key to successful management on the project, he said. 'People need to know that if they have a problem they can come and talk about it.'
1995: Stephen Brundle, now a director at Scott Wilson, project managed the second runway at Manchester Airport from early design, through public inquiry to finishing the project on time and within budget. Producing results from his team in a short time challenged his management skills. 'If people know what is expected of them and where they fit in to the scheme, they are easier to motivate,' he explained.
1994: David Arden, now a freelance engineering consultant, won the first award while working for the Government of Bermuda on the Tynes Bay waste treatment facility. His management expertise overcame substantial environmental, political and labour relations problems to complete the project on time and to budget.