As noted throughout this document, the 2017 organisational review undertook a thorough assessment of the Ministry’s ability to deliver on the requirements of the transport sector and the government of the day. We revised our operating model to reflect these requirements – moving from a structure that grouped expertise by mode, to a structure that clusters expertise across modes. 

Risk management

Risk management is integrated into the Ministry’s internal policies, procedures and business plans. As the government’s principal transport adviser, risk management is also an integral consideration in the Ministry’s policy advice and support to the Minister. Overseeing the management of the Ministry’s risks, and the risks within its policy advice, is the responsibility of the Senior Leadership Team. An independent Risk and Assurance Committee provides advice to the Chief Executive.

Managing our costs

The Ministry’s operating model enables us to focus our resources on the highest priority issues for the Government, and helps to ensure we can manage within our appropriations from Parliament. We also participate in Government benchmarking exercises to benefit by comparing our cost structures with others. We will continue to seek innovative ways of working to enable us to deliver value for money.


The Ministry has emergency management plans in place and is developing business continuity plans which can be activated if there is a loss of the Ministry building, or a local, regional or national emergency.

The Ministry along with the other transport sector agencies, has a role to play in managing nationally significant hazards. The Ministry:

  • Is the lead for major transport accidents and other major transport incidents
    (e.g. a critical infrastructure failure of a transport asset)
  • Supports the lead for major incidents that affect the transport sector, or where transport assets are required in the response and recovery but where another agency provides the overall lead (e.g. a major earthquake).

Following our organisational review, a new Resilience and Security team was established at the Ministry. The Ministry has placed particular emphasis on hazard event response activities to date,
for example our responses to the recent earthquake sequences in Christchurch and Kaikōura. 

However, the Ministry is now looking to develop a longer-term programme of work around resilience. In particular, we are focused on:

  • Building capability and capacity across all of the ‘4Rs’
    Reduction – Readiness – Response – Recover
  • Improving transport system resilience, as opposed to just a mode specific approach.

The Ministry will be working closely with transport agencies and key stakeholders as we develop our work programme. This will include approaches to identifying, managing and monitoring risks of hazard events, clarifying roles and responsibilities for transport agencies, providing advice on the right approach to investment in transport resilience as well as identifying the type of data and analysis needed to achieve the outcomes sought.


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