Logistics & Transport NZ

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It is certainly going to be an interesting year

What a February it has been. Who, at the start of 2023, could have predicted the devastation that Cyclone Gabrielle would bring to the North Island. Although cyclones in this region are not uncommon, the sheer force of Gabrielle, coupled with the fact that we have had a very wet spring and summer, meaning the ground was already saturated when she struck, caught most people by surprise. Northland felt it first, then Auckland and Coromandel, followed by the East Coast and parts of the Central North Island. For our industry, it was not just the flooding that caused havoc on our roads, but also the consequences of that flooding: trees being uprooted by the strong winds, as their roots were loosened and exposed by the floods, falling across roads, houses, fences and railway lines, and the landslides, triggered by the loose soil (and not helped by earthquakes that also stuck during the period) cutting off whole communities. Bridges were washed away; washouts made many roads impassable; it proved a difficult time for anyone trying to transport freight. Even as I write, there are still some townships cut off and relying on boats and helicopters for emergency support. There is also widespread damage to many farms which means that even where there is the ability to transport goods, the quantity (and in many cases quality) of those goods is not at the expected level. On behalf of CILT New Zealand, I send condolences to all our members and their families who have been personally impacted by the aftermath of the

cyclone. Losing loved ones, losing homes and losing livelihoods, and supporting friends and relatives who have experienced these terrible circumstances, will cause will stress for a long time to come. Our thoughts are with you. Even if you were not personally affected, there is the long clean up ahead which will impact most of us across Aotearoa. Waka Kotahi NZ Transport Agency, regional councils, local bodies and businesses are all struggling to prioritise the repair to roads, bridges and other critical infrastructure, not just in terms of money but also in allocating people and resources. It is certainly going to be an interesting year. CILT NZ is hoping to put out a special edition devoted the Cyclone Gabrielle, so if you, or your organisation, want to contribute, please let us know by emailing the office at info@cilt.co.nz

On a different note, in my past editorial I told you a little about the strategy that your Council are working on. I am pleased to report that the sub-committees that were set up to look at different parts of that strategy have started to put plans together to bring it to life.

The focus of the ‘Visibility Sub-Committee’ to was look at how we can better promote CILT New Zealand to its membership. A number of actions are planned but one you will see soon is an improvement to our website to make it much easier to see the events we have organised and what is coming up. But more importantly, we have agreed that the website needs a complete refresh to

make it more user friendly and accessible to both members and visitors to the site, and a vehicle to supply value to our members.

The ‘Value Sub-Committee’ has also met and is very keen to promote all the benefits of belong to CILT. Central to this, we will be sending out a short questionnaire to our membership to find out what you value the most, so we can be sure we are putting our efforts into the things that YOU value. We are also planning to increase the number of in-person events held this year as well as offering some webinars which will allow you to join in wherever you are located.

Finally, I wanted to let you know that the planning for the National Forum and Awards Dinner is well underway. This is a chance to meet your colleagues from all over New Zealand for interesting presentations, followed by an awards dinner. Information about this is on the last page of this issue. So, how about thinking about who you will be nominating for an award this year. Stay safe.

Diane Edwards

Diane is an experienced executive, change agent and business transformation facilitator, enabling organisations to prepare for the future of work through practical initiatives to transform the business to be agile, resilient and innovative.

A GUEST EDITORIAL BY DIANE EDWARDS

The aftermath of the fatal destruction of Cyclone Gabrielle (as evidenced by the destroyed Awatoto Rail Bridge in Napier) was severe throughout the north and east of New Zealand following landfall on 12 to 16 February. Photo Thoma Conrad/Facebook

Conference a smorgasbord of ideas

ON 23 OCTOBER 2022, I had the pleasure of joining some of the industry’s leading experts and professionals at the 2022 CILT International Conference in Perth Western Australia who had travelled from 43 different nations to make new friendships, share networking opportunities, learn about developments, best practice and innovation, and debate some of the pressing issues and potential opportunities facing the supply chain sector.

The event opened with a pre-conference event for Women in Logistics and Transport. Here they launched their publication “Spreading our Wings”, celebrating 10 years since their formal launch. This was shortly followed by the next generation of young leaders, who presented their appreciation awards to those countries who are actively supporting the activities of our young professionals.

The next day, the main conference opened and was a smorgasbord of presentations, panel discussions, inspiring personal stories,

showcasing of ideas, interspersed with many chances to renew friendships and meet new people, or sit and debate some of the topical issues and discuss the implications of the sessions we had seen.

Space prevents me from giving a detailed account of every session. Concurrent sessions meant I could not attend everything anyway, though between the three representatives from New Zealand (myself, International Vice President Australasia, Fiona Knight, and KiwiRail’s Ben Johnson, our nominee for the Young Achiever Award), we had most sessions covered. Instead, I will put a spotlight on some of my personal highlights and point you to the CILT International national website (https://bit.ly/3SnyZGu) if you want to find out more.

We were welcomed to the conference by Western Australia’s Parliamentary Secretary for Transport, Planning and Ports Jessica Stojkovski, CILT International President Paul Sainthouse, the Secretary General Mark Armitage and, Australia’s National Chair Kim

BY DIANE EDWARDS

Hassall. Then it was straight into sessions on a huge variety of topics.

It started with plenary sessions featuring specific ports’ case studies, followed by two thought-provoking presentations on vehicle telemetry and sustainability, and social purchasing and its implications for the supply chain.

Delegates were then given a choice to visit one of three concurrent sessions. The first looked at alternative energies, discussing carbon emissions, electric vehicles and their impact on the grid, and the use of artificial intelligence in the supply chain. Another session running at the same time focused on education and what businesses are looking for from academic institutions. There was also a chance to see how the qualification of Certified Professional Logistician is being implemented.

I sat in on the third concurrent session which focused on hydrogen and alternative fuels. With my personal interest in futurism,

hydrogen fuel is something my own sustainability team were looking at several years ago when I worked at Ports of Auckland, so I was keen to see how thinking had moved on. The presentation generated plenty of discussion, with some very differing opinions on the value of developing hydrogen as a fuel. I was pleased to see that there was room for informed debate. Heavy vehicle regulation and double articulated buses were also topics that raised plenty of discussion.

This first set of sessions signalled what was to come, as several themes started to emerge as the day progressed. Later that day and into the next it became clear what people considered to be the key opportunities and threats.

The first very clear theme was around technological developments. There were several case studies that looked at how software is revolutionising our industry from warehousing and intelligent logistics to autonomous trucks, ship, and planes. Technological advances in fuel continued to be debated, with advocates for biofuels, electrics, hydrogen and even nanodiamonds each having the chance to discuss the relative merits and downsides of each.

A second theme that came through strongly was safety, with several speakers discussing the best way to manage this. Regulatory compliance was covered but so too were technological advancements, safety management and case studies that focused more on the human factors such as training and culture. We also heard about the National Track Accident Research Centre and National Road Safety Partnership Programme. I heard several people after sessions debating these different approaches and I, as someone responsible for safety in my own organisation, came away concluding that it should not be an “either, or” option but rather a blended approach, utilising all the tools we have available to understand, evaluate, and mitigate safety risk.

A third theme that emerged was the consequences of, and responses to, the pandemic. No country represented at the conference was immune from its impact, not just on their workforces but on their trade flows. Due to the interdependencies of global trade even those countries not so badly hit were still impacted through their linkages into the wider supply chain. This will not be a surprise to anyone reading this, but it was really interesting to see some excellent

independent research done on the impacts of the pandemic on our industry and hear how different organisations responded. Particularly exciting was to hear about how the pandemic had created opportunities for companies to form new alliances, refine inefficiencies in their processes, and build resilience into their business as usual.

It wouldn’t be a CILT conference without a strong emphasis on education and learning. There were several sessions showcasing what CILT qualifications are on offer, latest development in adult learning, and less formal, but equally valuable, learning in the form of mentoring.

Overall, there was a huge variety of sessions, whether your interest lies in road, rail, aviation, ports and maritime, warehousing and logistics, fuel, technology, or education. Some sessions talked strategy, others were more operational, and there were examples of innovation, policy, regulation, social responsibility, politics, case studies and personal stories. You name it, there was something for everyone.

The Inner Harbour at Fremantle handles almost all of the container trade for Western Australia. It also provides facilities for livestock exports, motor vehicle imports, other general cargo trades, cruise ships and visiting naval vessels. Photos: CILT International

Having given an overview of the sessions, I also want to mention two sessions that were personal highlights. Firstly, and perhaps because I work for New Zealand Red Cross (formerly on staff and now as a volunteer), I must mention the very informative and thought-provoking morning where humanitarian logistics was centre-stage. Commander Fiona McNaught from the Royal Australian Navy presented some case studies on military involvement and learnings from Australia’s recent natural disasters. Jennifer Bottrell, Humanitarian Logistician, MAF presented on aviation logistics in a humanitarian and development context, and Ryan Underwood, Denba CEO presented on transport innovation that may prevent food disasters. All three presentations showed the important, but often forgotten, part our industry has to play in the social sector.

My second highlight was the personal story told by Sarah Jones, Transport Consultant and Director of Healthy Heads Trucks. She told her story from when she entered the industry as a truck driver and how she was often underestimated. She then explained how, through sheer hard work and a love of what she does, she progressed to owning her own truck. This led to her starting her own truck driving academy, which differentiated

itself from other training establishments with its high emphasis on mental health, wellbeing, and human factors. She recognised that long periods of isolation, pressure to meet delivery schedules, and the need for constant alertness was a significant factor in mental health which in turn impacted on safety. Her company also has started to support those for whom English is a second language and educate on the importance of nutrition. Through this holistic approach to driver training, she has helped many unemployed people, especially women, learn a valuable skill. I was genuinely inspired by her vision and drive.

The last day of the conference enabled the delegates to do some site visits. As an ex-port worker, I chose to visit Freemantle Port, though others had the chance to visit other sites. This was a lovely way to end the conference, getting away from the hotel and networking more informally with other delegates. It is important not to forget the value of the less structured times. Chatting about the sessions during breaks, making new friends during the lunch and dinners, finding out what is new at the expo. It is all part of the experience.

Finally, I must end my review by saying how lovely it was to see so many young people

there, and also so many women. It was a genuine honour to have the opportunity to meet with such a diverse group of intelligent and dedicated professionals. If you should get the chance to attend the next CILT International conference, I highly recommend it.

Diane is an experienced executive change agent and business transformation facilitator enabling organisations to prepare for the future of work through practical initiatives to transform the business to be agile resilient and innovative.

Diane Edwards

The 2022 CILT International Conference in Perth Western Australia offered attendees the chance to learn about developments, best practice and innovation, and debate some of the pressing issues and potential opportunities facing the supply chain sector.

Container storage facility a first for the southern hemisphere

IT’S THE FIRST OF ITS KIND in the southern hemisphere and it has the potential to change the way storage is carried out for generations to follow.

With a vision to maximise storage space and revenue, automate storage systems and capitalise on a booming growth market, Boxman Managing Director Mat Charles knew there had to be a better way to offer container storage in New Zealand. Always a keen follower of technological advances, Mr Charles stumbled across a large furniture storage business in Europe that seemingly operated indoor container facilities using standard fork hoists to dig containers out of stacks.

While this was a neat concept, Mr Charles realised there had to be a better way to operate and through the use of some industry-leading software, the idea for the world’s first fully automated, customercontrolled indoor container storage facility was born – BASS.

Fast forward the best part of 15 years, and finally his hard work, grit and determination have paid off, with Christchurch now home to the southern hemisphere’s first-ever facility of its kind.

The facility has a capacity of 600 x 10ft and 2200 x 20ft containers. The containers are typically stacked five high, with the overhead crane operating in the 1 over 5 space above the stacks. As a rule, the containers are

stacked 150 millimetres apart, with the BASS facility offering the most densely stacked full container storage facility in the world – a pretty remarkable feat for Aotearoa.

Though, while the innovation largely speaks for itself, it certainly hasn’t been plain sailing for Mr Charles and his team at Boxman. First putting the markers down in 2006, and further developing the concept through 2007 and 2008 – Boxman was not alone in having to contend with the 2008 global financial crisis and most recently, the COVID-19 global pandemic.

It’s been a tumultuous few years, but thankfully, Mr Charles doesn’t believe in superstition.

“If I was a superstitious man, I’d say the universe was sending me a message,” he laughs.

“But I am nothing if not tenacious when it comes to innovation and great ideas, be they my own or anything Boxman staff bring to the table. Given the highly stressful circumstances of Covid and the subsequent lockdowns associated with it, the teams we have worked with in New Zealand have done a fantastic job to get us to where we are.

“Given the size of the investment required to build this type of facility, it took some years before we were confident the market was again ready for such a facility, but to our advantage, the downtime gave technology

the opportunity to rapidly advance and that has come a long way in the last 15 years.”

In fact, looking ahead, Boxman has already committed to the building of similar facilities in Auckland and Wellington, as Mr Charles continues his aims of forming a network of facilities throughout the country – allowing customers to move containers seamlessly from one facility to the next. Construction for these sites is expected to take place later this year.

In an effort to bring people together postpandemic, and showcase the innovation emerging on the back doorstep, CILT Southern Section Chairperson Dan Patrick organised an event – well supported by members, with approximately 40 to 50 attending in November 2022.

Members were taken on a tour of the storage facilities and given a demonstration of how the mechanisms and processes tie in –learning of the app-based technology that allows a customer to pre-arrange for their container to be waiting behind a secure door on arrival.

“The technology was amazing and many certainly commented on it being a snazzy product,” Mr Patrick said. “It’s important we get out and see how people do things ... making sure we don’t just live in our own silos and picking up new things and practices, as well as networking.”

Following thirteen years of development and two years of Covid delays, Boxman Group has opened a world first container storage facility in Christchurch. Photo: Boxman

Operation Pacific Vaccinate

BY CAPTAIN QUENTIN RANDALL RNZN FCILT CMInstD

AS DAWN BROKE over Fakaofo on 19 July 2021, the 500 inhabitants of one of the many atolls that make up the Tokelau Group were greeted to the silhouette of a warship prowling the horizon. Despite the menacing profile of HMNZS WELLINGTON, the Royal New Zealand Navy off-shore patrol vessel was a welcome sight to the remote Pacific population.

The rapid spread of the COVID-19 delta variant placed considerable urgency on the need to distribute vaccines to remote and vulnerable Pacific communities. But the commercial and local logistic networks they rely on to meet everyday needs, did not meet the conditions under which the vaccine needed to be transported. Planning immediately begun around how New Zealand’s Ministry of Health could deliver COVID-19 vaccinations at ultra-low cold chain standards to communities with limited infrastructure and unable to plug into modern global distribution networks designed to maximise speed, volume, and ultimately profitability.

The solution required close collaboration between a number of Government agencies, commercial providers, and the Pacific Island nations that were being supported. Under the lead of the Ministry of Health, the capabilities of the New Zealand Defence Force were called upon to enable this unique humanitarian mission to succeed.

The Situation Room

New Zealand has the reputation as a trusted partner across the Pacific community, and this was reinforced by the Ministry of Health’s support to Pacific neighbours in accessing and rolling out COVID-19 vaccination programmes. The Polynesian Health Corridor partners included the Cook Islands, Niue, Tokelau, Samoa, Tonga, and Tuvalu. The Ministry of Health purchased enough vaccines to cover these nations, and worked with Pacific governments, other development partners and technical agencies such as the New Zealand Defence Force, to ensure the success of this programme.

The Defence Force’s expertise lies in contingency planning, and operating in harsh environments. It possesses a range of interoperable capabilities that span land, sea, air, and space domains, which was the expertise required to deliver the final stage of the Polynesian Health Corridors programme.

After considerable planning and consultation, the Defence Force formed a comprehensive joint task force comprising the Navy’s HMNZS WELLINGTON as the primary distribution mode, and an Air Force SH-2G(I) Super Seasprite helicopter on-board. A P3K2 Orion maritime patrol aircraft was deployed to provide up to date information on the environment, including assessments of existing infrastructure, while a C-130H Hercules provided an on demand air bridge between New Zealand and major Islands.

Rounding out the task force was Army’s Joint Support Group, which provided pharmaceutical specialists, and teams to help the New Zealand Medical Assistance Team, should the need arise.

Rapid capability development

Underpinning the success of this mission was the ability to transport an mRNA COVID-19 vaccine in a certified ultra-low temperature cold chain (-25C). This is not an ‘off the shelf’ capability in New Zealand, nor was it a capability the Defence Force possessed.

Working closely with the Ministry of Health and industry partners, a refrigerated 20’ container was modified to enable it to maintain the required temperature. An additional refrigeration unit was added to provide redundancy, and specialist storage cubes were purchased to maximise the time that ultra-low temperatures could be maintained in case of multiple system failures. Maintenance schedules were developed, sailors trained, and spares for the container system were embarked. The ship’s power distribution system was modified to supply redundancy to the container, while on board procedures were developed with the aid of Defence Force pharmaceutical specialists.

The Defence Technology Agency conducted physical tests on the container, confirming it could maintain the critical temperature under a range of conditions, while the Navy’s Maritime Operational Evaluation Team developed a suite of procedural rehearsals, including on board catastrophes that would test the crew’s ability to maintain the integrity of the cold chain while containing fires and floods. The culmination of this effort across a range of agencies ensured the Defence Force received accreditation of an ultra-low temperature cold-chain in a little over four weeks from the concept being proposed.

Planning for every eventuality

The maritime environment is harsh. The constant movement, shock and vibrations from wind and waves, cold temperatures, and the corrosive nature of the sea plays havoc on people, equipment, and machinery. Motion sickness can be debilitating and equipment failures are common. Weather can impact the course and speed a ship sails, preventing it from launching sea boats or helicopters. Planning

for these eventualities is essential.

The first challenge to emerge after HMNZS WELLINGTON sailed was realising that in the haste to leave port, the supplies required to administer the vaccine were incorrectly boxed and labelled, and in fact were delivered to the wrong location. The ship sailed without the complete consignment of manifested goods. This necessitated a detour to Niue, where a C-130H Hercules was deployed with the essential supplies. The ship’s helicopter launched as the C-130H flew overhead to

recover the packages from the airport with minimal delay, and ensuring the tight time frames of the voyage could be maintained.

Over the following days, a combination of adverse weather conditions and small but critical defects would plague HMNZS WELLINGTON as she visited four remote locations to deliver the vaccines. Three deliveries were conducted using the ship’s boat, while the final delivery was completed with the aid of the Cook Islands Police Patrol Boat TE KUKUPA, where the local knowledge of the surrounding reefs was essential to ensure safe delivery.

Conclusion

Despite the challenges, Operation PACIFIC VACCINATE concluded with all vaccines delivered to the right location on time, and with no breaches of the ultra-low temperature cold chain. This meant remote Pacific populations received the same level of vaccine efficacy as New Zealand.

Defence Force-designed operational supply chains are rarely efficient, but focus on effectiveness, responsiveness, and resilience. This unique mission however, would not have been possible without the collaboration of multiple Government agencies, and the support of industry to provide innovative solutions with little or no notice. The ability to imagine, and implement an ultra-low temperature cold chain, underpinned by an integrated logistic support philosophy was paramount to the mission’s success.

By the very nature of its work, the Defence Force has to be prepared for every

eventuality. To paraphrase the Prussian General Moltke (the Elder), no plan survives first contact with the enemy. The ability to sense and adapt to emerging situations, and have a trusted network of industry experts and likeminded partners is critical in providing depth to any plan.

Captain Quentin Randall

Captain Quentin Randall is a maritime logistics specialist, who has held a range of corporate and operational appointments with both the New Zealand and Australian Defence Forces during a career spanning more than 30 years. During the height of New Zealand’s response to COVID-19, Quentin was the chief logistics advisor to the Commander Joint Forces New Zealand.

Army Pharmacist and Ship’s Engineering staff check temperatures on the ultra-cold storage container. Photos: NZDF

The helicopter being loaded with the vaccine that was delivered to a remote pacific neighbour.

An opportunity for the cruise sector to reconnect with communities

AS THE CRUISE SHIPS RETURN to New Zealand in their droves, life after COVID-19 has been anything but plain sailing for tourism operators throughout the country.

With the global pandemic finally starting to show signs of slowing, tourists from all pockets of the country have boarded cruise ships and begun to flex their spending dollar, descending on all areas of New Zealand –including the smallest of townships.

However, despite port numbers bouncing back to pre-Covid levels, the lack of infrastructure and widespread staff shortages throughout the surrounding sectors has caused, and continues to cause, undue stress on an already vulnerable sector.

“These issues are known to sector leaders, and collective efforts are in place to help resolve, or at least, mitigate the situation,” NZ Cruise Association Chief Executive Kevin O’Sullivan says.

“We’re more or less back to where we were prior to COVID-19, but we are finding a significant increase in on-shore issues, particularly in hospitality and the fact there simply aren't enough coach drivers or transport alternatives.

“It’s great to see the industry bouncing back, but we’re all conscious that it needs to

be managed with less infrastructure and resources available ... and that in itself, requires extra consideration when drumming up business.”

Though on a more positive note, Mr O’Sullivan points out several lessons that have been learnt through Covid, and reflects with the benefit of hindsight – prompting a new focus within the industry.

“Covid certainly gave us time to take a pause, look at how the industry was shaping up and put plans in place to avoid future issues. [I think] in the past, as a sector, we have aimed to get more of everything into New Zealand, and while we all achieved that, the pandemic has given us the opportunity to realign back with communities and consult with them as to what they would like to see . . . both now and in the future,” he said.

“That’s been a really positive milestone, and we continue to work closely with the Government to look at the issues that have arisen and establish a longer-term strategic approach for the cruise industry here in New Zealand.”

Mr O’Sullivan and his team are also setting their sights on mitigating issues in the industry but continually find themselves being dragged back by mother nature and her might.

“Every month tends to bring its latest calamity and you begin to wonder, what’s next ... what’s around the corner. Whether it’s the pandemic or the recent deluge we’ve just had in Auckland, these things are extremely hard to plan for and no amount of contingency planning is enough to replicate the real-time effects.”

So while tourism operators are doing their best to accommodate the return of the cruise ships, it’s clear there is widespread frustration at the lack of resources available onshore – be that in cafes, on coaches or public facilities.

“While we are all happy to see the cruise ships back and docking in ports around the country, everyone is doing the best they can with what they have.

“When all is said and done, this won’t be indefinite ... things will change and more resources will become available again. For now, it’s about weathering a storm, no pun intended, and realising the pandemic particularly, has thrown up a number of challenges that didn’t really exist prior to COVID-19.”

While NZ Cruise Association CE Kevin O'Sullivan was glad to see the return of ships like the Emerald Princess, the industry is conscious that it needs to be managed with less infrastructure and resources available. Photo: NZCA

While in recent times the cruise ship industry has had its critics, the industry has stood firm and argues that New Zealand needs the business that cruises bring. In 2018, 131 cruise ships docked in Auckland, and it’s estimated their presence boosted the economy by $200 million a year.

New Zealand tourism operators run shore excursions, and passengers visit local cafes, bars and shops – all contributing to the overall economy. With the two-year hiatus, the industry has reset and had a chance to pause and look at what they can improve. That includes investigating alternative fuels and cutting the use of plastics on board –both topics hot on the Government’s agenda.

The 2022/23 cruise season is expected to accommodate more than 900 port calls, between October and April – generating almost $570 million in the year to June 2023. This is up slightly from the passenger estimates produced in the paper Growth & Growing Pains in the NZ Cruise Market, published in 2019 by Neil Douglas and Harriet Henry for the Australasian Transport Research Forum.

This paper states that direct onshore spending estimates produced by M.E Consulting for the NZ Cruise Association

forecast for 2018/19 at $911 million. The total included $524 million of passenger spending, $46 million crew and $341 million of ship resupply spending.

“On average, passengers spent $370 at ports where spending opportunities existed. This average spend was calculated by dividing $524 million by the 1.44 million cruise passengers disembarking at ports/ anchorages where spending opportunities exist (i.e. excluding visits to Fiordland, Sub-Antarctic Islands). This is clearly a high average spend figure.

“In explaining their figures, M.E. Consulting commented that the ‘expenditure includes international airfares, fuel, and other imports, which have very little impact on the New Zealand economy’. Airports of course would see ‘airfares’ as part of their economic impact and for NZ, airfares seem mostly relevant for passengers starting or finishing their cruise at Auckland, NZ’s cruise ‘exchange’ port (and many would fly on non-NZ carrier aircraft).”

In an economy starved of the overseas dollar for several years, few could dispute the need to continue attracting cruise ships to our ports, and the positive economic domino effect this has on all parts of New Zealand, and essential sectors.

Kevin O'Sullivan

Chief Executive Officer,

NZCA

Kevin has worked closely with the New Zealand cruise industry for over 10 years, developing strong relationships with cruise lines and government agencies. He held the role of Southland Regional Harbourmaster and has a wealth of marine science and maritime experience. Kevin served as Chair of NZCA for several years until the Board appointed him Chief Executive Officer.

Passengers weren't complaining about the weather as the Quantum of the Seas departed Wellington on 18 March 2023. Photo: Murray King

The electrification of heavy vehicles a growing alternative

In a promising move to the future, New Zealand’s first two battery-powered Scania trucks have hit the road in South Auckland – paving the way for other large transport companies to follow suit.

Reliance Transport – a specialist last-mile cartage firm – have taken the first step to reducing fuel costs and its carbon footprint, introducing the two Battery Electric Vehicles (BEVs) following a successful trial in October last year.

The family business has been around for more than 60 years, with Director Mark Darrah now turning his attention to sustainable business practices for the next 60 years – a longterm view and focus that he says certainly motivated the purchase of the BEVs.

“I’ve made a few trips to Europe, China and the USA investigating alternative fuel and sustainable transport options, and the Scania BEVs suited our needs the best,” Mr Darrah said. “We certainly intend on adding more to the fleet as resources permit.”

Scania originally revealed the first generation, 29 (GCW) tonne BEVs in June 2022, and since then they have been undergoing livery and road readiness prep for use by Reliance Transport.

The vehicle’s suitability for short- to mediumhaul journeys – each with a range of up to 180 kilometres – made them an ideal acquisition for the Reliance fleet. They are used exclusively for transporting last-mile freight in the Auckland metropolitan area, carting containers and steel products around the city’s port and freight networks.

The BEVs were co-funded by the Government’s Low Emission Transport Fund which is administered by EECA (Energy Efficiency & Conservation Authority) –the Government agency responsible for

encouraging sustainable energy use in New Zealand.

Commenting on the new additions, EECA Transport Portfolio Manager Camilla Cochrane said it was pleasing to see another pair of electric trucks take to the road.

“Heavy transport has an outsized impact on the country’s greenhouse gas emissions, and we’ve seen the electrification of heavy vehicles come along in leaps and bounds in a very short space of time,” she said. “With two more electric trucks now in action, it shows there are a growing number of solutions available.”

In fact, another company leading the way in this space is NZ Post – already operating light electric trucks (eCanter), more than 400 Paxters and the country’s first-ever hydrogenfuelled truck. But that’s only the tip of the iceberg, with NZ Post clearly committed to implementing sustainable practices and doing their best to reduce emissions, wherever possible.

In July last year, NZ Post received its first shipment of 22 new-all electric MercedesBenz eVito panel vans – the initial delivery of 60 such vehicles on order. At the time of order, this represented the largest single overseas order of electric Mercedes-Benz vans by a commercial operator – a $20 million joint initiative with New Zealand Green Investment Finance, with each party contributing $10 million.

“Sustainability is embedded in our culture at NZ Post, and this is just another way we’re showing we are committed to our people, our communities and delivering for our planet,” NZ Post Group Sustainability Manager Dawn Baggaley says.

“Transport is one of the largest sources of emissions in Aotearoa at 17 per cent – and we

(NZ Post) are playing our part to help meet our national reduction plans.”

Adding to their vision, NZ Post has also introduced the eCanter truck – quietly doing the rounds between Albany and Silverdale north of Auckland since June 2022. The cost to drive the eCanter truck for a year is 81 per cent lower compared to diesel vans, while carbon emissions are also lowered by a staggering 85 per cent.

The eCanter trial project also includes a charger infrastructure (a 60 kW, 25 kW & 7.2 kW charger) and the ongoing monitoring process was co-funded through EECA, which provided $239,948. The total cost of the pilot is $479,896.

The charger can boost two EVs simultaneously. The eCanter, which replaces the equivalent of two to three diesel vans, does about 180km daily, mainly between NZ Post’s Albany and Silverdale depots. It can finish the day with anywhere between 20 per cent and 40 per cent of battery charge remaining.

“It’s a milestone to celebrate at a time when climate change is impacting our communities,” says Mr Baggaley. “It’s a matter of urgency that we do everything we can to reduce emissions, and we are also seeking to assist our delivery partners in shifting to low carbon delivery.”

Looking ahead, NZ Post aims to have its own fleet and a quarter of its last-mile delivery contractor fleet electric by 2025, with the balance of the contractor fleet making the transition by 2030.

New Zealand’s largest electric heavy vehicle (an Isuzu truck featuring Sea Electric technology) was first employed by ContainerCo in 2019 to move containers between port

and rail facilities in Auckland.

Reliance Transport is the proud operator of the country’s first two battery powered Scania trucks. The vehicles are suited to short- to medium-haul journeys with a 29-tonne GCW and range of up to 180km. Photo: Reliance Transport

Informing a “Hydrogen Roadmap” for New Zealand

By comparison to other developed countries, New Zealand’s hydrogen policy is not as advanced and yet to be discussed among respective industries. But, it certainly remains a hot talking point and if implemented in the right way, hydrogen’s use could be a game-changer. With hydrogen projects appearing throughout the world, particularly in the transport sector, the New Zealand Government is keen to learn potential uses for hydrogen right here in our backyard – turning to independent experts for further advice.

The Ministry of Business, Employment and Innovation engaged Andreas Heuser and his team to determine some detailed modelling and analysis for the supply-demand, and distribution of hydrogen – including potential export markets.

Following the development of the 2019 Hydrogen Green Paper A vision for hydrogen in New Zealand and a hydrogen demand, supply and international trade model built by Castalia in 2020, the scenarios are helping to inform a “Hydrogen Roadmap” for New Zealand.

In his report to the Ministry of Business, Innovation and Employment (MBIE), Mr Heuser identified four sectors where hydrogen technology and application of hydrogen as an energy carrier could be used: transport, energy and electricity system services, industry, and exports.

“The report explores possible use cases of green hydrogen under a business-as-usual (BAU) in 2050 pathway, and also looks at New Zealand’s possible hydrogen economy in 2050 under specific intervention scenarios,” Mr Heuser explains.

“Key use cases for hydrogen could be in heavy vehicle transport, and depending on how aircraft evolve, in aviation. If we are to decarbonise the commodities derived from natural gas feedstock like methanol and fertiliser, then green hydrogen will be needed. At this stage, the economic viability is not fully established. However, hydrogen “wins” in key sectors, then our BAU scenario modelling suggests that around 8 per cent of New Zealand’s energy needs could be met by green hydrogen in 2050.

Under a BAU pathway, it is expected there will be a good hydrogen uptake in heavy vehicles and depending on global competitiveness, to produce hydrogen for export in future.

Within the transport sector, hydrogen use is most likely to be utilised in heavy-duty vehicles like trucks, some buses and in speciality vehicles. It is also likely to be used in aviation applications, marine applications and in some cases, rail.

Commenting on the likelihood of green hydrogen becoming an economic alternative to fossil fuels, Mr Heuser suggests there is potential (down the line), but says it is important to remain realistic.

“Green hydrogen production costs need to fall significantly for this to happen,” he says.

“In saying that, New Zealand is a useful test case to consider the economic viability. New Zealand has a high level of development and good quality road infrastructure, high urbanisation, but low population density with large distances between towns. There’s good hydro, wind, geothermal renewable sources and moderate solar resources - coupled with good electricity infrastructure, this means New Zealand could be a low-cost production centre.”

However, in all cases, the future viability of green hydrogen use depends on hydrogen production costs and the costs of transporting hydrogen to the point of use.

Modelling by Castalia suggests that loading and shipping costs comprise at least 15 per cent to 20 per cent of the total landed cost of hydrogen, provided both scale volumes are imported and existing port infrastructure is converted. Therefore, domestic production

costs need to be at least within this percentage band of the world price in the long term to justify domestic production.

“Transporting hydrogen is complex and global trade is in its infancy. Significant technical challenges to regular compression or liquefication remain and new infrastructure investment at ports is required,” Mr Heuser explains.

“New Zealand production costs will probably fall within the band, provided excess renewable power is available. In some locations, exports may even be possible. If New Zealand is ultimately not costcompetitive, then it could accept imports at the existing large ports that can be easily converted.

“These are also located in or adjacent to major cities where the hydrogen will be used. For instance, major ports are all hubs for heavy transport vehicles, so imported hydrogen could immediately be consumed at the port.

“However, we need to also be realistic about global trade. Hydrogen suffers from significant energy losses in its production and will always struggle to match the efficiency of transmitting electrical energy by traditional transmission lines.”

*Castalia is a global strategic advisory firm, specialising in finance, economics and policy of infrastructure, natural resources and social service provision.

Around 8 per cent of New Zealand’s energy needs could be met by green hydrogen in 2050, including fuelling the likes of the hydrogen-powered Xcient Fuel Cell Electric Vehicle. Photo: Hyundai New Zealand

The new Vice President of CILT NZ

Hi, for those of you that don’t know me, I’m Suhail. I’m a person who pays careful attention to what you have to say. My colleagues say that I’m a good listener, that speaks at the right time and get the job done. I’m not afraid to say what everyone is thinking but writing about myself is a bit out of my comfort zone.

A handful of you will know a bit about my background if you have been on a recent tour of the Ports of Auckland. I spent much of the first 15 years of my life on ships thanks to my (late) dad who was a Captain and my (late) mum who made sure I kept up with my schoolwork while we sailed across the seas.

I learned a lot over those years and through the travels met people from many different cultures and places. I was lucky to learn first-hand about vessel operations on various types of ships. One particular experience which has stuck in my mind was a man-overboard drill. Let’s say I was thankful it was only a drill. I also experienced gale force 12 storms, where the wave height exceeded 14 metres and prayed on bended knees that our ship made it through. My parents decided to move to New Zealand in the late 90s and that’s when Auckland became home. I attended secondary school and university in Auckland. And after completing my Bachelor in Commerce, I followed on with postgrad studies in operations management and supply chain/logistics.

Long before Ports of Auckland, I started at UTI (now part of DSV). Around this time, I met Keith Robinson at a CILT function and before I knew it, I was Chair of the under-35 Auckland chapter. My career took me on to DHL Global Forwarding where I was given many opportunities to work across the air and sea freight business and develop my leadership skills – I was fortunate to lead some awesome people in both office and warehouse teams. A few years on, I moved to Kuehne + Nagel to manage their New Zealand sea freight department. An opportunity to undertake an Executive MBA at Melbourne Business School took me across the ditch where I was the State Manager for Sea & Airfreight (across a few states) and managed a branch in Melbourne.

It’s been nearly five years working at Ports of Auckland and boy am I enjoying it. I’ve been blessed with opportunities for growth and am

Suhail Sequeira

Suhail joined Ports of Auckland in 2018. His role encompasses commercial engagement across cargo owners, shipping lines, freight forwarders, road and rail transport suppliers, industry associations, government agencies, and supply chain optimisation projects. As an experienced logistics and supply chain professional for close to 20 years, he has provided supply chain solutions across FMCG Retail, fresh and cold chain produce, automotive, pharmaceuticals, oil and gas, and military defence.

thankful to the Port for nominating me for the NZ Leadership Program. It has also been a time of lots of challenges for the port and the supply chain industry in general. But out of the challenge comes the opportunity to improve. Now, more than ever, we are aware of the effects of global warming and our responsibility to reduce carbon emissions in our supply chains. I have had the opportunity to design a carbon calculator that informs importers and exporters of their carbon emissions for different routing options for the North Island – enabling them to make informed decisions relating to their scope 3 emissions. I’ve also been involved in setting up and developing inland freight hubs –another initiative aimed at improving logistical efficiencies and reducing emissions.

These days, a large part of my role is rebuilding relationships with various stakeholders across the country by having regular catchups on port performance. We

know we need a resilient New Zealand supply chain that functions through disruptions not only caused by a global pandemic, but also by climate change. Being a small island nation at the end of the earth, we are dependent on sea and air ports. At the basic level, our road and rail systems need to be resilient and reliable for the movement of freight to and from our ports as well as get our people to/ from work. We need to re-think our domestic networks and consider, strategic freight corridors on certain roads and rail which can scale as the demand increases.

I’m passionate about supply chain and logistics, a bit of a perfectionist (sometimes) and enjoy seeing a job through to completion. Above all, I enjoy playing golf, tennis, squash, cricket and watching sci-fi (Star Wars / Star Trek anyone?). Now you know who I am, so why not get in touch? I’d love to meet you.

Hydrogen Consortium launched to promote green air travel in New Zealand

Six international businesses have launched a new consortium to bring zero-emission aviation to life in New Zealand.

The Hydrogen Consortium’s vision is to support the country to pioneer the commercial deployment of green hydrogenpowered aircraft.

The partners are international aerospace leader Airbus, global green energy company Fortescue Future Industries (FFI), leading world airline Air New Zealand, next-generation energy company Hiringa Energy, liquid hydrogen solution pioneers Fabrum and New Zealand’s Christchurch Airport

The Hydrogen Consortium was launched at Christchurch Airport on 10 February, and is developing a 400-hectare renewable energy precinct called Ko - whai Park.

Speaking at the launch, Christchurch Airport Chief Executive Justin Watson said climate change has further strengthened the international aviation sector’s resolve to decarbonise.

“Major progress is being made,” Mr Watson says. “There have been successful test flights of zero-emission aircraft already. There are new sustainable aviation fuels that can cut emissions by up to 80% and a huge amount of research is going into how to commercialise these solutions.

“The Hydrogen Consortium will see some of the world’s best experts collaborate on one of the most promising zero emission fuels –green hydrogen.”

Airbus is working to develop and put into service the world’s first hydrogen-powered commercial passenger aircraft by 2035.

In close cooperation with its partners, Airbus will factor in aviation’s requirement for hydrogen in New Zealand. Using its hydrogen hubs at airports concept, Airbus will engage with aviation and non-aviation players to perform a complete assessment of energy supply needs to enable the operation of hydrogen-powered aircraft.

Airbus’ Vice President of the ZEROe Ecosystem Karine Guenan says the journey

to sustainable aviation requires an entire ecosystem to be put into place – one that will involve key players from a variety of sectors.

“The consortium we are building brings together a number of pioneering partners with a common interest: to make hydrogenpowered aviation in New Zealand a reality.” Christchurch liquid hydrogen solutions company Fabrum recently designed the hydrogen-powered technology for the Emirates Team New Zealand chase boat (Chase Zero) and has developed lightweight liquid hydrogen fuel tank technology for aviation use.

Co-founder Christopher Boyle is in no doubt the future of clean aviation rests on the shoulders of green hydrogen.

“The consortium pulls together some of the world’s best experts in green hydrogen –having all of these organisations around the same table will turbocharge what we all learn. Together we’ll make a big difference in taking zero-emission aviation forward which

Airbus is working to develop and put into service the world’s first hydrogen-powered commercial passenger aircraft by 2035.

Photo: Airbus

is good news to anyone who wants to fly sustainably in the future,” said Christopher Boyle.

Hiringa Energy is a pioneering green hydrogen developer, producer and supplier.

It’s constructing key infrastructure to support New Zealand’s transition to green hydrogen in multiple transport sectors including aviation, marine and heavy road transport. Hiringa’s first four production and high-capacity refuelling stations are coming online in 2023, with nationwide expansion planned from 2024.

Its chief executive Andrew Clennett said green hydrogen adoption is accelerating around the world, and New Zealand is well positioned to be a leader in this space.

“There are green hydrogen-fuelled buses, trucks, trains and boats already in service – some of them we have been refuelling here in New Zealand, including the Emirates Team New Zealand chase boat. Aircraft are a key next step, and this consortium has been formed to ensure these planes have the infrastructure and hydrogen supply they will need to take off here. Our team is very motivated to leverage our hands-on experience bringing green hydrogen to market to make this transition happen”

A focus on research; the potential for trial flights in New Zealand

Over the next six months, the partners will work together to design a hydrogen ecosystem for aviation in New Zealand. The first phase will focus on research, which will be completed by the end of 2023. The consortium will develop a vision for hydrogen aviation in New Zealand, examine the hydrogen supply chain and its challenges, assess the local aviation market’s projected hydrogen needs to 2050, and develop a pathway of policies, regulations and incentives to promote the development of hydrogen aviation.

The second phase will focus on whether hydrogen aircraft test flights can be held in New Zealand.

Air New Zealand has two ambitious goals – to fly its first commercial demonstrator flight from 2026 and begin replacing its Q300 Turboprop fleet from 2030 with low-emission aircraft.

Speaking after the launch event, Mr Clennett describe the long pathway to be able to bring all of this to fruition, including the many pieces of the jigsaw required to complete the larger picture.

“This is going to be a decade or longer journey with steps in between, and the consortium will harbour its expertise to effectively investigate within the New Zealand context what the size of the activity or challenge looks like.

“And one of the challenges, which has been emphasised more recently, is New Zealand’s potential risk for exposure to macroeconomic vulnerabilities of the global situation. Therefore, given our fleet, their locations and how they currently use fuels, given the location of the airports, given the energy that we have across the country, one of the big things that we’re looking at doing is generating our own fuel in the country, rather than importing it as we do currently.

“So, with all that in mind, what does that challenge look like? How might we tackle that? How might the country do that and then put it into a tangible and achievable goal?”

It is not a ‘pie in the sky’ idea; the first hydrogen planes have already taken flight. Mr Clennett says it’s not a case of durability but about ensuring hydrogen becomes a viable tool in the toolkit. And a successful rollout would have positive flow-on effects for freight flights.

Freight is an obvious step within the hydrogen context because it provides a better zeroemission business-to-business proposition for companies. Work has been underway to decarbonise small and large trucks, and shipping.

“So, I think there’s a huge role to play in freight logistics in this because you have two benefits. There are business-to-business benefits and secondly, there is better risk management if New Zealand builds and operates its own hydrogen supply. And that’s our (Hiringa) role.

“But a bug part is interfacing all the necessary steps so that when we are managing the introduction of new fuel into airports and planes, it is as seamless as it is in today’s environment.

“After all, New Zealand is utterly exposed as a country to any kind of disruption to our supply chains, as we’ve been made painfully aware recently. So, our connectivity to the world is reliant on a viable hydrogen pathway.

“We are already starting to see ‘flight shaming’, in a time when our businesses will need to rely more and more on zeroemissions flights, as we become inherently more reliant on the ability to fly. So, we are –much more incentivised than other countries – to crack this.

Andrew has over 26 years' of energy industry experience and holds a Bachelor of Engineering (Mechanical and Electrical) with Honours from the University of Tasmania.

Justin was the airport’s Chief Aeronautical and Commercial Officer before becoming CE in January 2023. He came to the airport with a wide commercial experience, including working for Tourism New Zealand to market New Zealand on the global stage, with a particular focus on trade and aviation.

Andrew Clennett Director, Hiringa

Justin Watson

Chief Executive, Christchurch Airport

Funding for roads at lowest levels in a decade, report states

Local Government New Zealand (LGNZ) commissioned a report by one of the country’s leading economists, Brad Olsen, analysing the country’s transport funding trends. It has revealed the share of investment in road maintenance and improvements has reached the lowest levels in more than 10 years.

“The percentage of total transport funding going into roading maintenance has dropped by a whopping 13 per cent from a high in 2014,” LGNZ President Stuart Crosby said.

“These numbers back up what councils and communities have been seeing on the ground for quite some time now. It won’t be news to anyone to hear that we have more potholes and roads that are unsafe to drive on than ever before.

“It’s most concerning that despite the Government spending more than ever on transport, New Zealand is simply not keeping up with the basics. Inflation has meant that roading construction costs have skyrocketed, while kiwis are driving further than ever before.

“That’s why almost all councils around the motu passed a remit at the LGNZ AGM in July last year calling for an independent review into how the Government, through Waka Kotahi, funds transport investments in Aotearoa. This included funding of new developments and maintenance programmes.

“The problems we are facing today are a symptom of decades of successive governments playing political football with transport funding. That needs to stop if we are to have world-class infrastructure around the country that includes safe, reliable roads that ensure that every part of the country is connected.

“We need a long-term strategy backed by minimum baseline funding that keeps pace with basic costs such as roading maintenance. We are not naïve about the fact that governments will want to fund projects that matter to them, but we need a base level of funding to future-proof our transport network.”

Far North Mayor, Moko Tepania who represents all the Northland councils on LGNZ’s National Council says in many parts of the country, the state of our roads is a huge equity issue.

“Outside of the big cities, many of us don’t even have access to public transport and we all have to drive to get anywhere.

“If you drive around places like the Far North, many of the roads we travel on were originally built for horse and cart, now we not only have thousands of cars driving on them but these roads now have to bear the load of heavy trucks on a daily basis.

“While it’s fantastic to see current levels of investment in public transport, we need to remember that New Zealand doesn’t have access to a world class public transport system yet. While we transition, we need to be investing in the roads we already have.

“Some of our most vulnerable communities live rurally and without access to buses, trains or ferries, including a large Ma - ori population. Not properly investing in maintaining our roads will lead to more congestion and unsafe roads, ultimately hitting drivers in their back pockets harder because of the extra damage to their cars.

“We can’t afford to treat transport as a zerosum game. It has to be ‘and’, not ‘either or’.”

“We want to see the findings of this report, along with the feedback we’re hearing from councils, taken on board when the next Government Policy Statement on Land Transport is issued early in 2023,” said Stuart Crosby.

Key findings

• Combined road improvements and maintenance spending rose 3.5 per cent pa

on average over the five years to 2021.

• Total transport funding across the system rose 5.8 per cent pa on average.

• Road funding comprised 70 per cent of total funding in 2021, down from a high of 83 per cent in 2014, and below the 78 per cent average of the last ten years.

• Vehicle Kilometres Travelled shows road use rose from 43 billion kilometres in 2017 to 49 billion kilometres in 2021, an annual average increase of 2.6 per cent.

• Road construction costs over the five years to 2021 rose 1.1 per cent pa on average, but with recent strong inflation, the five-year moving average increased to 3.5 per cent pa over the 2018-2022 period.

• Once road use was considered, road funding per kilometre travelled rose 0.8 per cent pa on average over the five years to 2021, slower than the 3.5 per cent pa average increase in nominal roading funding.

• Once road use and construction costs were considered, cost-adjusted road funding per kilometre travelled fell 0.3 per cent pa on average over the five years to 2021, slower than the 3.5 per cent pa average increase in nominal roading funding.

Read the report in full at https://www.lgnz. co.nz/assets/PDFs/Analysing-trends-inroad-transport-funding-November-2022. pdf?vid=3

LGNZ's new report has revealed the share of investment in road maintenance and improvements has reached the lowest levels in more than 10 years.

Photo: Waka Kotahi NZ Transport Agency

Newly published forklift guide will bring industry into 21st century

In a move to provide up-to-date advice, the Forklift Good Practice Guideline has been created to support all that operate within the materials handling industry throughout New Zealand. Sam Morton speaks with New Zealand Forklift Industry Association Chief Executive Rodney Grant to learn more. Almost two years of industry consultation, workplace engagement and widespread feedback throughout the sector has culminated in a new set of modern, fit-forpurpose forklift operating guidelines, helping to bring the forklift industry into the 21st century and reduce workplace accidents.

The newly published Forklift Good Practice Guidelines (GPG) has been developed by the New Zealand Forklift Industry Association (NZFIA), and designed to replace the current outdated and inadequate industry guidance.

The existing guidance – referred to as the Approved Code of Practise of Forklift Training and Operations Practice (ACOP) – is almost three decades old and contains out-of-date information that no longer applies to multiple settings throughout the industry.

Mr Grant says the GPG has now been widely accepted by the industry and has been submitted to WorkSafe New Zealand in a bid for official endorsement.

“The Association approached WorkSafe and other political movers back in August 2021, pointing out how important it was for our industry to replace the ACOP. At the time, it seemed there were insufficient resources to carry this work out, so we said as an Association we would do it instead.

“So, we did. We worked with the industry, put the guidelines together and just last month have put the document in the hands of WorkSafe to see if it’s something they would endorse, so as to give the Government the assurance the industry had a guidance document to follow.”

Until any such endorsement, the existing 1995 ACOP is unlikely to be revoked – meaning the industry is still legally governed by the present legislation. However, Mr Grant and the wider association are confident the new

guidelines will play a big part in modernising the industry, particularly helping to provide good practice for new operators before they commence work.

“We don’t necessarily have any sway to say to the industry, you must follow this document. But what we hope is, the marketplace will naturally follow them and realise that these

Front cover of the Forklift Good Practice Guidelines.

guidelines are the result of consultation and feedback from all interested parties in the sector.

“We prefer to say good practice, rather than best practice and that’s deliberate. Good is measurable, but it’s difficult to say what is best – the goalposts always shift and there’s always an opportunity for people to find improvement or do better, so no one wants to boldly say, this is the best way to do something. Essentially, good is a great starting point, and that’s what we prefer to focus on.”

“The production of the document involved hundreds of conversations, industry submissions and industry-led feedback, and serves as a reflection of the desire for our industry to be safe on an everyday basis. According to the GPG, an average of 577 injury claims are put forward to ACC, with more than 120 serious injuries reported per calendar year since 2013.”

Mr Grant is hoping the new GPG will help to reduce these numbers but points out that a contributing cause of accidents relates to overconfidence and complacency.

“As an industry, we operate very safely and there is extreme care and measures put in place to ensure everyone remains safe within the environment of a working forklift. However, anecdotally, we understand that there are times when people can get slightly ahead of themselves, and get a high level of competence, but then one day, complacency creeps in and accidents happen.

“In carrying out this consultation, we have spoken to virtually every aspect of the sector from importers/manufacturers, overseas authorities, port operations, construction, transport, logistics, warehousing, training environments, packhouses, rough terrain forklift users and even one-man-band companies – asking them all what they think is a safe and reasonable practical way to use their forklifts.

“With all this knowledge taken into account, we hope to continue increasing the competency, but (at the same time) remove the complacency out of the marketplace and this is what these guidelines are all about.”

Going forward, the GPG will be circulated throughout the industry, with Mr Grant and the NZFIA working with businesses to help provide context to the guidelines, how they were developed, the benefits they bring and how they can be implemented into their operations.

In the meantime, Mr Grant is hoping to gain WorkSafe endorsement and hopes that, down the track, the Government can see the merits of the guidelines and ultimately replace the ACOP.

“For us now, it’s about getting the document out there, talking to industries and getting good practice widely adopted and in the hands of all forklift operators. The political and endorsement aspect of this can continue on the side, but as an industry, we want people to understand exactly why the GPG

provides a focus on safety and benefits to the workplace.

“It all takes time, but this is something we strongly believe in and will promote,” Mr Grant added.

A new set of modern, fit-for-purpose forklift operating guidelines has been developed by industry to replace the current outdated and inadequate industry guidance. Photos: NZ Forklift Industry Association

The newly published Forklift Good Practice Guidelines provides information and guidance to those involved in operations that involve forklifts.

The CILT Northern Section is hosting the CILT Annual Awards Dinner –brought to you by Napier Port Supply Chain. This year’s event will consist of:

• A forum comprisinge six 30-minute speakers (TBA). The topic is “The future of Logistics and Transport in Auckland – and the implications for New Zealand”

• CILT AGM – 5.00pm to 5.30pm

• Cocktail Hour (with nibbles) – 5.30pm to 6.30pm

• Awards Dinner 6.30pm to 11.00pm

Hosted at the JetPark Hotel Auckland Airport & Conference Centre on 27 October 2023, this premier industry event is not to be missed.

Not only will it serve to recognise the achievements from within the industry, but will evoke intriguing and thought-provoking discussions among attendees, many of whom will be key players from the transport and logistics industries in New Zealand. Please visit CILT NZ Awards https://cilt.co.nz/awards/categories-and-criteria to view categories, previous events, and winners.