Institute of Refrigeration, Heating & Air Conditioning Engineers (IRHACE)

About IRHACE

The Institute was formed in 1989 following the amalgamation of NZIHVE (the New Zealand Institute of Heating and Ventilating Engineers) and NZIRACE (the New Zealand Institute of Refrigeration and Air Conditioning Engineers). These original organisations had been operating for over 50 years in New Zealand.

 

 

 

 

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Our main aims are to:

  • Promote the economic well-being and quality of life of our members, and of the refrigeration, heating, ventilation and air conditioning industries (our industry), and to improve the economic well-being and quality of life of every New Zealander
  • Represent and promote the business interests of our members who work in our industry
  • Advance and promote (including the use of standards) the technology used by and activities of those in our industry for the benefit of every New Zealander
  • Promote a high level of skill and design that our Members, Associates and Affiliates can follow (by developing Practice Guides, qualifications and other relevant industry sector New Zealand Standards as the Board thinks is appropriate for and relevant to our industry)
  • Provide a forum for our Members, Associates and Affiliates to discuss and share their knowledge and experience.

Mission

We lead the advancement of NZ HVAC+R industry standards and technical information through lobbying, annual conference, seminars, journal, technical publications, technical forums, career opportunities and education.

This is measured by number and quality of initiatives, events, publications, and other technically-focused events.

Sustainable Competitive Advantage

We win by our technical expertise as measured by the qualifications and experience of our people

IRHACE’ Values

  1. Open Communications

    Clear, timely, accurate information provided to all councillors, staff and members upward, downward and laterally; openness and candour exist; people are not just told what we think they’ll want to hear; no surprises

    This is measured by Annual surveys of councillors, members and staff.
  2. Long-term Orientation

    Focusing on accomplishment of long term rather than short term goals; prepared to invest time and resources for longer term payback

    This is measured by the number and budgeted expenditure for projects/initiatives expected to take over 12 months in each year’s annual work plan.

  3. Expertise and Personal Development

    Concern for maximising personal effectiveness through training and development; development of people for current and future job opportunities

    This is measured by hours and funds committed to training and development of councillors, members and staff each year.