Corporate publications

Our year in review...

Embedding Te Korowai o Kaitiakitanga to deliver our vision for Aotearoa New Zealand… preventing harm, saving lives, securing our future

Tena koutou

This year we’ve continued on our journey to be a more effective regulator, given our role as a kaitiaki (guardian) of Aotearoa New Zealand’s oceans and waterways, with some pleasing results…

In 2022/23, we made tangible progress in embedding our organisational strategy, Te Korowai o Kaitiakitanga (Te Korowai), which broadly translates to the ‘Cloak of Stewardship’, in what was a transformative year for Maritime NZ.

Since 2021, we have been working on operating more efficiently, so it was rewarding this year to see all of that work start to shape our new direction and lead to changes that will hold the organisation in good stead in the years ahead.

The Board had changes during the year, with three members moving on and new members starting. We would like to thank in particular Belinda Vernon as Audit and Risk Committee Chair, Deputy Chair and Acting Chair on occasions, Denis O’Rourke and Mike Purchase for their considerable contributions. The Board has continued to ensure the organisation is well positioned to deliver its broad mandate and achieve its outcomes over the year and into the future. A significant contributor to this is Board members continuing to get out and about across New Zealand and engaging with a broad range of people who participate in and contribute to the maritime sector. This has given the Board the opportunity to hear from those at the coalface and respond to the variety of issues affecting the sector.

The main way we have responded to the sector is through Te Korowai, which has helped us to put in place solutions to deliver effective outcomes. Two important examples that show how we’ve responded to the sector include creating the Maritime Inspections Team to focus on poor-quality vessels, and enhancements to make certification processes easier for the sector. The latter has resulted in solid gains in improving our timeliness of response, and enabling the sector to interact more efficiently with us.

Rethinking who we are and what we stand for

As part of Te Korowai, we’ve refreshed our vision, outcomes, principles and values, after working with everyone in our organisation.

Our revised vision statement is encapsulated in three short but powerful sentences that outline what we aspire to be and how we will make a difference: Preventing harm. Saving Lives. Securing our future.

Our existing core outcomes – Safe, Secure and Clean – now include the addition of Sustainable. This deliberate addition reflects that, when we carry out our safe, clean and secure role we aspire to do this in a way that builds a sustainable maritime sector for the future. At times, this may mean leading where there is a void, like we are in the maritime workforce area. Together, these outcomes signal our high-level priorities, both internally and externally, so everyone knows what success looks like. They ensure a ‘line of sight’ exists that connects what we do day to day to the bigger picture.

Our principles, which shape the way we deliver our outcomes, describe what external parties expect from us: to be Intentional, Trusted, Influential and Adaptive.

Our values – Care, Connect and Courage – describe the desired behaviour of each of us within our organisation and contribute to our workplace culture.

Together, these values are important reminders of what we are here to do, why we do it and how we should act at all times.

Refining our regulatory approach

While our regulatory approach as a risk-based regulator remains focused on investigating incidents, as well as enforcing and holding people to account where necessary to manage risks, we are now being more proactive by working with the sector to prevent harm from occurring in the first place. We’ve identified three key sub-sectors to focus on – ports and harbours, recreational craft and domestic commercial. We have begun delivering our harm prevention programmes in each of these areas, which are at various stages of development.

With regard to ports and harbours, our ‘tripartite’ approach through the Port Health and Safety Leadership Group – where regulators, the port sector and unions work together to find shared solutions – saw the launch of a port insights and action plan to improve the safety of ports for workers. Good examples of proactive partnership work to improve safety on ports include detailed planning to smoothly transition the Health and Safety at Work Act 2015 designation for ports from WorkSafe New Zealand to us, implementation of fatigue guidance, and the development of an approved code of practice on the loading and unloading of cargo. We also continue our tripartite work as part of the Ports and Harbours Marine Safety Code, which has involved ensuring the foundations of the Code are still robust.

Dame Jo Brosnahan, DNZM, QSO, Board Chair, Maritime NZ and Kirstie Hewlett, Chief Executive and Director, Maritime NZ.

We continue to focus on recreational craft safety as part of our harm prevention approach, which has included research, novel education campaigns and on-water observations. Our multi-year recreational craft strategy is also in development, with a strong, committed and diverse leadership group driving this work.

In relation to domestic operators, we have delivered a busy regulatory work programme. Highlights include New Zealand’s accession to the Cape Town Agreement, which seeks to improve the global safety standards for the design, construction and equipment of large ocean-going fishing vessels and the implementation of MARPOL Annex VI to address air pollution from shipping activities. We have also used a co-design approach with the sector to progress our work on the 40 series rules reform governing the design, construction and equipment in use on commercial maritime vessels.

We continued to work on improving our systems, processes and practice to make it easier to interface with us and improve transparency and consistency of our regulatory approach. This has included significant improvements in our licensing and certifications and the start-up of a new notifications and enquiries team.

In other areas, we have been missing vital capacity and capability to carry out our regulatory role effectively. We have undertaken organisational change to redirect resources and build capability in areas intended to make us an increasingly effective regulator that is better able to deliver outcomes for our people, the maritime sector and New Zealand. We’re on a multi-year journey, and we’re confident the steps we are taking will lead to much improved regulatory outcomes. We have also continued to make efficiencies in our business and in being smarter about how we do things.

Developing our regulatory approach means we are looking to the future for opportunities and risks, including: enhancing our resilience and response capability; supporting and embracing sector growth and productivity; operating safe, secure and efficient supply chains; and reducing inefficiency, complexity and cost for those in the maritime regulatory system.

Building strong foundations internally

Success as a regulator is as much about shaping our internal culture as it is working with the sector. This year, we’ve identified important ‘pillars’ to ‘weave our cloak’ as an organisation. Weaving the Cloak is part of the how on Te Korowai: delivering the foundations that enable us to deliver our guardianship role. Each feather of the cloak is not strong by itself, but when woven together they reflect beauty and strength.

We have made significant progress with our five pillars, which focus on diversity, equity and inclusion, our te ao Māori strategy (Tā Mātou Rautaki Māori), environmental sustainability, connecting as an organisation, and health safety and wellbeing.

Dealing with uncertainty

This year, we faced events we couldn’t have anticipated, including the North Island flooding events, particularly Cyclone Gabrielle, and the Kaitaki inter-island ferry and Shiling incidents. Our ability to respond quickly and in connection with other response agencies was impressive. However, it highlighted again how little redundancy we have and the uncertainties we face, particularly around funding. We strive to be a fit-for-purpose, adaptable agency that is as efficient as possible, but several areas remain where we still require capacity to be able to perform as we and the sector would like us to. As we carry out our funding review to return to cost recovery, we are mindful of the need for further funding in future so we can consolidate on the gains we have made as a regulator and address important regulatory risks. We are proud of the achievements of the people of Maritime NZ, and thank the martime partners with whom we worked collaboratively, to together ensure a sector that can support our position as a thriving maritime nation.

Ngā mihi nui

By the numbers

Rescue coordination outcomes²

² Figures do not include Cyclone Gabrielle response.

Education and information

Marine pollution response

Maritime security

Certification

Regulatory operations

Our carbon emission reductions

The New Zealand Safer Boating Forum

The New Zealand Safer Boating Forum is committed to making the sector more effective in promoting recreational craft safety.

Sharyn Forsyth, Maritime NZ Deputy Chief Executive, Partnerships Group, is proud to chair the New Zealand Safer Boating Forum (comprising 24 boating and water safety organisations, the marine industry, and central and local government agencies). Following changes to pandemic restrictions, in September 2022, the Forum had its first kanohi ki te kanohi (face to face) hui in over a year. It made a series of decisions that have paved the way for a successful sector-wide harm prevention programme in the future. One of the main decisions involved establishing a smaller cross-organisational leadership group to guide the development of a new recreational craft strategy.

Sharyn was delighted at the members’ commitment to clear decisions about the Forum’s future focus and collaborative ways of working. “The collective passion and commitment to make the sector more effective in our work to promote recreational craft safety, was evident in the extensive discussions throughout the day,” she said.

Maritime NZ’s Harm Prevention Lead, Recreational Craft, Victoria Slade has been supporting the new leadership group over the past six months to develop the Recreational Craft Strategy 2023–25. Victoria says the strategy will align with Wai Ora Aotearoa (the New Zealand Water Safety Sector Strategy 2025) with the vision that people on recreational craft connect to and enjoy the water safely. The strategy will also guide future decisions in areas such as research direction, allocation of community grant funding, and communication awareness programmes run by member organisations.

Part of Maritime NZ’s commitment to improving recreational craft safety outcomes includes leading collaboration between Forum partners during Safer Boating Week. This annual event highlights safe and responsible behaviour for recreational craft users to ensure they come home safe and sound. During the week, media releases, interviews on radio and television, and numerous social media posts were made, including several examples clearly showing how personal locator beacons and lifejackets had saved lives.

Sharyn says “The first Safer Boating Week was held in 2014 and has always been a vital opportunity for us to engage with the community and raise awareness about the importance of safe practices on the water. By adopting simple practices like wearing lifejackets, checking the marine forecast and taking two waterproof ways to call for help, we can prevent tragedies and ensure a memorable experience for everyone involved.”

Photo: At the launch of Safer Boating Week, the ‘Boaties Safety Line’ was launched, which shows the ‘location’ where people need to take action – the shoreline – before they head out. This is the place where the known (land) and unknown (sea) meet and was shown at the launch event with our Safer Boating Forum partners.

Ports and Harbours Harm Prevention Programme

Maritime NZ sector leadership is reflected in its collaborative approach to reducing harm in and around New Zealand’s ports.

The Director of Maritime NZ chairs the Port Health and Safety Leadership Group whose membership includes: chief executives representing the ports, the Chief Executive of WorkSafe New Zealand, the Chair of the Port Industry Association, the National Secretary of the Maritime Union of New Zealand, the National President of the Rail and Maritime Transport Union, and chief executives from some of New Zealand’s biggest stevedoring representatives.

After the tragic deaths of two port workers in 2022, the Minister of Transport asked the group for advice on improving health and safety on ports. Maritime NZ led the group’s response with the Port Sector Insights Picture and Action Plan – the first ever comprehensive picture of what drives serious harm on ports – who it is happening to and why.

Kirstie Hewlett, Maritime NZ Director and Chief Executive, says “ports are complex, dynamic and high-risk environments where there are a number of drivers of harm. This change will allow us to take a wider view of how port operations are conducted, and alongside port businesses, take the required multifaceted approach to preventing harm”.

In March this year, the Port Health and Safety Leadership Group published a ground-breaking plan to make New Zealand ports safer. The plan sets out six important interventions where changes can have a significant impact:

• implementing the Fatigue Risk Management System: Good Practice Guidelines
• putting in place an approved code of practice around loading and unloading of cargo on ports
• recommending the Government extend the Maritime NZ designation to cover the whole port
• working to improve incident reporting, notifications, insights and learning across the ports
• improving training and workforce issues
• ensuring there are easier ways of sharing good practice to encourage continuous improvement on ports.

The Leadership Group has already made significant progress on implementing the action plan.

The fatigue risk management system good practice has been published, training and education has begun and organisations employing workers on ports were starting development of a fatigue risk management system in September.

One of the main issues identified in the action plan was a lack of consistency of safety practice and standards across the ports. Maritime NZ has been working on an approved code of practice, which is being co-designed with the sector. Following extensive consultation, it is expected to be published in January 2024.

We were also successful in our recommendation to the Government to extend Maritime NZ’s Health and Safety at Work Act 2015 designation. From July 2024, our designation across the 13 commercial ports will be extended to the port gate, allowing us to take a holistic, systemwide view of the harm occurring.

“We will be able to more effectively work with, and regulate, businesses that carry out high-risk port-based activities to improve health and safety on ports. The extended designation also comes with resourcing to enable a greater presence on ports over time. Ultimately, it’s about supporting those who work on ports to go home safe to their families,” said Kirstie.

Foreward

Kupu whakataki

Kia ora, nga mihi maioha ki a koutou katoa

Maritime NZ is the national maritime regulatory and response agency for the safety, security and environmental protection of New Zealand’s marine environment. We work across government systems such as transport, border, health and safety at work, environment, conservation and oceans.

Our engagement with stakeholders covers recreational boating and craft users, domestic and international commercial operators, operations on ports, and international bodies such as the International Maritime Organization.

As a Crown entity, we are required to publish a Statement of Intent. This outlines to the maritime sector, the Government and our monitoring agency (the Ministry of Transport) what we aim to achieve over the next few years. Preparing such a document allows us to take stock of what is important for us to deliver against our outcomes, how we can do so efficiently and effectively, and where we should target our priorities. This process sets our course as a trusted, intentional, adaptive and influential regulator.

Our Statement of Intent identifies what we see as the longer term challenges facing the maritime sector. Given the role of the maritime sector in New Zealand’s economy and society, risks and opportunities are emerging for New Zealand both internationally and domestically. These include:

• rapid changes in technology, such as electrification, alternative fuels and novel craft and ship design
• various factors making major maritime incidents and associated supply chain disruptions more likely
• increasing complexity and threats in maritime security
• inadequate port and supply chain infrastructure
• significant pressure on the maritime workforce.

An anticipated reduction in levies revenue from forecast cruise and cargo visits to New Zealand is likely to affect Maritime NZ’s financial sustainability over the next few years. To prepare for this challenge, it is critical we are resilient, efficient and effective.

Over the past two and a half years, we have made strong progress in resetting and improving who we are as a regulator through our organisational strategy, Te Korowai o Kaitiakitanga (the Cloak of Stewardship). Our aim now is to maintain our delivery against our outcomes and make further important changes around our regulatory approach and how people interact with us.

Te Korowai o Kaitiakitanga has shaped our improved regulatory approach. As a risk-based regulator, we prioritise our actions to prevent harm from occurring across the maritime domain. This includes harm to those playing, working in or using the maritime domain, along with the environment, property and the economy.

Over the next three years, we will continue to embed our regulatory and harm prevention approach. We will do this through specific programmes relating to ports and harbours, domestic commercial and recreational craft, maritime incident readiness and response, and the Pacific. We will strengthen our approach through several regulatory-improvement initiatives, including:

• developing clear operational policies and practices, refining our enforcement approach
• delivering a new notifications and enquiries function and triaging model
• providing an efficient and effective certification and licensing service.

Following the recent approval of the Maritime and Oil Pollution Levies Review, increased levy revenue will enable us to:

• bring in additional capacity to identify and deal effectively with substandard ships and improve how we monitor and support third parties delivering important services to the maritime sector on our behalf
• support the provision of seafarer welfare services to meet our obligations under the Maritime Labour Convention
• maintain marine oil spill readiness and response capability
• improve management of maritime and marine protection rules.

Since our last Statement of Intent was published in 2021, we have revised our organisational values and principles. Our existing core outcomes – Safe, Secure and Clean – now include the addition of Sustainable. This reflects that when we carry out our safe, clean and secure role we aspire to do so in a way that builds a sustainable maritime sector for the future. Together, these outcomes signal our high-level priorities, both internally and externally, so everyone knows what success looks like. They ensure a ‘line of sight’ exists that connects what we do day to day to the bigger picture. They also recognise other players in the maritime sector that we rely on and work with to deliver broader outcomes for the sector.

Our principles, which shape the way we deliver our outcomes, define who we are as a regulator and describe what external parties can expect from us: to be Trusted | Whakapono, Intentional | Takune, Influential | Whakamana and Adaptive | Urutau. Our values – Care | Kia Tika, Connect | Kotahitanga and Courage | Kia Maia – describe the behaviour we expect of our people, which drives our workplace culture. Together, these values are important reminders of what we are here to do, why we do it and how we should act at all times.

It is important we balance our longer term work programmes with our short-term priorities. Our complementary Statement of Performance Expectations 2024/25 sets out our annual work programmes, and we encourage you to read it.

As an organisation, we strongly believe our improved regulatory approach, and the dedication and calibre of our people, position us well to deliver our outcomes and face the challenges and uncertainties over the next few years.

Na maua noa, na

Dame Jo Brosnahan, DNZM, QSO, Board Chair, Maritime NZ and Kirstie Hewlett, Chief Executive and Director, Maritime NZ.

Targeting our effort: Our external focus areas

Harm prevention programmes

Ports and harbours programme

This programme focuses on navigational and other health and safety issues on large ships subject to international conventions, such as the 1974 International Convention for the Safety of Life at Sea (SOLAS). These ships include foreign and domestic cargo ships, oil tankers operating in New Zealand waters, cruise ships and large passenger vessels in ports and harbours. The programme also covers health and safety on the land side of ports and management of security risks relating to ships and ports.

We partner with, and our director chairs, the Port Health and Safety Leadership Group, which includes representatives from port and stevedoring companies, unions, the Port Industry Association and WorkSafe New Zealand. Group members work in a tripartite partnership to drive health and safety improvements in New Zealand ports and have developed the Port Sector Insights Picture and Action Plan to address harm. Our focus is on delivering the action plan, including important parts of it that we lead, such as the Approved Code of Practice in loading and unloading of cargo on ports.

An important shorter term priority is delivering and embedding our extended health and safety role across New Zealand’s 13 major commercial ports from 1 July 2024. This will give us the legal mandate and additional resourcing to look holistically at how ports and port-based businesses are managing risks, developing systems, performing safety operations, and engaging with workers to improve health, safety and culture. It is critical the port sector has confidence and assurance in our capability and effectiveness as their Health and Safety at Work Act 2015 regulator. As part of the programme, we will continue to work closely with WorkSafe New Zealand, the Port Health and Safety Leadership Group and those controlling a business or undertaking on ports.

We also work via the Port and Harbour Marine Safety Code to support port operators and councils, to manage the navigational safety of marine activities. These ensure the safe management of ships navigating in ports and harbours, including the prevention of injury to people, loss of life and damage to the marine environment (including property). The Code provides a voluntary standard to support national and local legislation. A review of its effectiveness is on our work programme.

Our dedicated Maritime Inspections team is addressing substandard ships, in partnership with our partners in the Tokyo Memorandum of Understanding and through the IMO.

We are also engaging with stakeholders to build the capability and presence of our security function on ports, with the national security system, and in the Pacific.

Recreational boating and craft programme

This programme aims to improve recreational craft users’ on-water competencies and promote preventative safety attitudes and behaviour. Priority audiences in particular are those who are over-represented in harm statistics, such as males 45–60 years of age and Māori and Pacific communities. Over the longer term, the programme aims to make recreational craft users aware of their responsibilities, manage risk and reduce recreational maritime fatalities over time.

As part of this programme, we will continue to chair the New Zealand Safer Boating Forum and work with its leadership group to implement the Recreational Craft Strategy 2023–2025. The strategy has a vision of enabling “people on recreational craft to connect to and enjoy the water safely”. The Forum is made up of a cross-section of stakeholders, including the Accident Compensation Corporation, Drowning Prevention Auckland, Coastguard New Zealand and harbourmasters. Members of the forum work together to develop and implement the strategy and support agreed boating safety policy, communications, education, compliance and regulation.

We also manage the Community Grants programme. This is available to Safer Boating Forum members to support harm prevention efforts in the recreational boating sector and the delivery of community-based programmes for at-risk communities and priority audiences.

Programme activities over the short term include marketing campaigns to influence safety behaviour improvements, a research programme to help our understanding of the drivers of harm, and targeted compliance and enforcement campaigns.

Domestic commercial programme

This programme aims to prevent and reduce harm to people, the environment and property within the domestic commercial sector. It focuses on safety issues relating to domestic commercial operations working in New Zealand waters, including fishing vessels, aquaculture, smaller passenger ferries, charter vessels and other domestic tourism operators.

We will work closely with the sector to develop a better understanding of what harm is occurring, to whom and why. These insights will help the design of interventions to address harm. Early priorities will include working with the fishing sector on harm events and learning from tragedies in the domestic charter sector, including the Enchanter and i-Catcher. In doing this, we will engage with existing sector groups, such as the New Zealand Fishing Health and Safety Forum and Marine Transport Association.

This will see a positive shift in culture and practices. Such a shift will enable and achieve safe, secure and clean outcomes and system sustainability. Over time, it is hoped to bring about a reduction in the rates of fatalities, serious harm injuries, levels of pollution, and waste from ships.

A core opportunity for this programme is created by the reform of the 40 series rules, which is a significant regulatory stewardship project in the maritime sector. These rules set the design, construction and equipment standards for New Zealand domestic commercial ships. Reform provides a means to address many issues and drivers of harm identified in Transport Accident Investigation Commission reports and feedback from the sector.

Maritime incident readiness and response

We are constantly looking to improve our readiness and response to address harm. This can involve exploring how we regularly save lives on water and land or ensuring we can respond to a major maritime incident that could result in harm to people, the environment and property.

The programme aims to enable Maritime NZ to lead New Zealand’s maritime sector through full spectrum, future-focused incident planning, readiness generation and response actions. This is in line with Maritime NZ’s responsibilities as the lead agency under the Maritime Transport Act 1994.

We are developing a flexible and scalable response capability that can adapt to emerging threats and challenges, such as new technologies, alternative fuels, cyber threats and climate change. This will ensure Maritime NZ and the sector can respond effectively to the full range of maritime incidents: taking an ‘all hazards’ approach. Our focus is also on general maritime sector resilience.

We require fit-for-purpose and tested response capabilities:

• to be able to lead and coordinate a national mass rescue operation
• to be able to coordinate aviation assets conducting search and rescue during national civil defence emergencies
• for emergency towage and offshore response, to provide interventions for stricken vessels (preventing collisions and groundings)
• for ongoing provision of critical maritime safety and distress communications infrastructure to meet domestic and international obligations as an important safety foundation for the maritime sector
• for a resilient rescue coordination centre that can meet growing national demand and deliver critical 24/7 lifesaving services even when affected by a national disaster or emergency.

We will focus on data-driven decision-making. This will allow a common understanding of the threats to the maritime sector and marine environment, ensuring we focus on risk-based reduction and readiness activities to mitigate the threats.

We will deliver a maritime incident exercise series of national significance. This will test Maritime NZ’s and the maritime sector’s capability to respond to and manage a major maritime incident, including other government agencies, councils and the search and rescue sector.

We will develop a singular maritime incident response strategy. This will promote a standardised and coordinated national readiness and response system that works in line with government systems. It will also require us to work closely with stakeholders, such as New Zealand Police, the search and rescue sector and regional councils.

Pacific maritime programme

We undertake a range of safety and security work in the Pacific. This programme aims to ensure that work is aligned with broader New Zealand Government support and interests in the Pacific.

The Pacific Maritime Safety Programme, funded by the Ministry of Foreign Affairs and Trade’s International Development Cooperation Programme, is delivered by Maritime NZ. The objective is for safe, reliable and environmentally friendly maritime transport in the Pacific. This includes developing maritime transport that meets international standards and helping partner countries sustainably manage maritime transport safety locally.

We work with seven Pacific Island countries to develop a maritime safety culture through:

• community education and awareness
• regulatory capacity building
• supporting education and training of maritime personnel
• domestic vessel safety and infrastructure
• search and rescue, oil pollution spill preparedness and response.

The programme also works on common regional interests through international forums like the IMO and the Asia-Pacific Heads of Maritime Safety Agencies.

Cross-sector harm prevention initiatives

These initiatives look at issues across the maritime sector and are often identified with industry. As issues change, we expect cross-sector initiatives to do so too.

Emissions reduction and new technologies

This initiative aims to ensure New Zealand’s maritime sector and supply chains are safe, clean, secure and sustainable through their access to new technology. It focuses on making the safe use of new technologies possible across the maritime sector, particularly those critical for reducing greenhouse gas emissions over time. These new technologies may include new fuels, new propulsion systems and autonomous or remote operation.

The uptake of new technology by the maritime sector must be matched with fit-for-purpose regulatory frameworks and infrastructure. These need to be able to manage the risks of new technologies and prevent harm to people, the environment, security and economy.

Over the next few years, we will work with various national stakeholders to understand their priorities and support the period of transition. This will include working with other government agencies, such as the Ministry of Transport, Ministry of Business, Innovation and Employment, New Zealand Transport Agency and Civil Aviation Authority, and ports, operators, investors and sustainable business groups in the maritime sector. We will also work with international partners, including the IMO and Australian Maritime Safety Authority to make sure New Zealand’s approach is aligned with important trade partners and supports resilient supply chains and continued market access.

An important first step will be creating a clear ‘pipeline’ to give certainty about the regulatory process to people making new technology applications. Over time, we will update the rules framework to make sure it is fit for purpose for these new technologies.

Maritime workforce

To meet our harm prevention goals, we must have an adequate, well-trained workforce. This initiative aims to make sure enough competent people are available to work in all parts of the sector we are responsible for over the short and longer term. This programme considers all the drivers that influence the workforce including regulatory requirements, processes and systems, the suitability of training, sector attractiveness and informing decisions on immigration settings. In particular, we are looking at domestic rules and immigration settings to make them appropriate for achieving a sustainable and competent maritime workforce. As part of this work, we will review the SeaCert rules framework and seek to influence the ongoing review of IMO workforce settings.

Our aim is to ensure robust, consistent training standards and methods of assessment, accessible learning modes and sufficient skills recognition are in place. The longterm objective is for a maritime sector in New Zealand that is visible and seen as an attractive place to work, which people are incentivised to join, based on clear career pathways and skills transferability.

As part of this programme, we are working with participants in the maritime system, including the Port Industry Association, the Ports and Harbours Sector Leadership Group, as well as maritime operators, training providers, unions, workers, port operators and port-based companies.

Seafarer welfare

Under the Maritime Labour Convention (MLC), New Zealand must provide seafarer welfare services to international seafarers visiting New Zealand ports. Services are provided through seafarer welfare officers, volunteers and seafarer centres based around ports.

This initiative will establish a collaborative New Zealand seafarer welfare council, comprising Maritime NZ and maritime sector stakeholders, such as welfare agencies and shipping companies. This will help guide the delivery of welfare services to seafarers, including those not covered by the MLC. It will also see the implementation of a grant system to allocate funding for external delivery of services to seafarers.

We will also work with maritime sector stakeholders to ensure New Zealand meets its obligations and that seafarer welfare is enhanced. This will include reviewing how adequate the provision of welfare services is to seafarers.

Foreward

Kia ora, nga mihi maioha ki a koutou katoa

At Maritime NZ, we have a clear vision to prevent harm, save lives and secure New Zealand’s maritime future.

Over the past two and a half years, we have been implementing our organisational strategy, Te Korowai o Kaitiakitanga (the Cloak of Stewardship). To be a risk-based regulator, we need to target our work to where we can reduce the most harm. We have to continue to hold people to account. Where we do so, we want people to understand how we triage; make sure we use the appropriate enforcement tool; and be clear about how and why we make enforcement decisions. During the year, we will begin to roll out our new regulatory approach and operational policies and practices to achieve this.

We will continue working in partnership with the sector to deliver multi-year programmes. We know the best way to achieve our outcomes is by partnering with people in the maritíme sector to gain an understanding of why harm is happening and then developing collective interventions to stop it from occurring in the first place. We will continue the good progress made with partners in the ports and harbours and recreational craft areas, and in the Pacific.

An important focus in 2024/25 will be to achieve the same level of progress in areas like maritime incident readiness and response, and with New Zealand commercial operators in the fishing sector, tourism and small passenger operators. Our development of cross-sector initiatives will continue. These will address some of the biggest challenges and opportunities facing the sector, for example, supporting initiatives for an available trained workforce and enabling and supporting the safe use of new technologies and decarbonisation.

We have been given additional funding to address regulatory risks and improve our efficiency and effectiveness. Important areas of work for 2024/25 will be:

• embedding, from 1 July, our Health and Safety at Work Act 2015 extended designation to the land-side of ports, so we can be an effective primary health and safety regulator of port operations
• continuing our improvements to notifications and certifications, through changes to rules, policies and processes, and implementation of our notifications and enquiries team and function
• developing ‘MyMNZ’, our online digital front door, which will significantly improve our digital interaction and create efficiencies for the maritime sector, and us, as the regulator
• building our enhanced security function so we can respond to greater security threats at ports and support the broader Maritime Security Strategy to address risks to New Zealand’s maritime domain and the security of supply chains
• adding to our capacity to identify and deal effectively with substandard ships, which will decrease the risk of catastrophic safety and environmental harm as well as injuries and fatalities, and continuing to provide advice on options for emergency ocean-going towage capabilities
• enhancing our support and oversight of third parties outside of Maritime NZ that undertake critical regulatory functions on our behalf, by implementing a new third party oversight team and framework • supporting the provision of seafarer welfare services to meet our obligations under the Maritime Labour Convention, which will enhance the health, safety and wellbeing of seafarers, including setting up a new council and funding model
• delivering a programme of maritime and marine protection rules that reduce red tape, create more fit-for-purpose rules and deliver more effective outcomes.

Our regulatory strategy work has positioned us well to show we are working efficiently, allowed us to reduce contractor and consultant spending and repurpose roles to our frontline. We have put metrics in place to make sure we continue to monitor our efficiency.

It is important to stress, however, that we anticipate levy revenue to be down against forecast cruise and cargo ship visits to New Zealand. To address this, we have decreased expenditure in some areas in 2024/25, while still ensuring we can deliver on our core regulatory role and what is expected from us arising from the levy review. It is important we balance our longer term work programmes with our short-term priorities. Our complementary Statement of Intent 2024–2028 sets out our longer-term strategic vision, and we encourage you to read it.

Over 2024/25, we look forward to delivering our organisational strategy, embedding our harm prevention approach and fulfilling our aim of being a trusted, intentional, adaptive and influential regulator.

Na maua noa, na

Dame Jo Brosnahan, DNZM, QSO, Board Chair, Maritime NZ and Kirstie Hewlett, Chief Executive and Director, Maritime NZ.