Creating people-oriented transport

It’s time to understand the implications of targeted attacks against critical utilities and infrastructure and take action. Boards and senior leaders are responsible for protecting New Zealand communities and must act intentionally to safeguard our places, spaces and people. For leaders unsure of their cyber risks and vulnerabilities, now is the time to ask questions.

The next five years will see New Zealand’s water industry fundamentally change in the way it operates. The growing regulatory focus on large infrastructure is set to drive the next wave of cybersecurity changes. With Australia leading the way in operation technology cybersecurity, strengthened guidelines or legislation updates are likely on New Zealand’s periphery.

If we consider the Australian journey as an example, the four-year gap between the Security of Critical Infrastructure Act 2018 and the Security Legislation Amendment (Critical Infrastructure Protection) Act 2022 gave Australian organisations time to step-up. And today, the risk management practices of critical infrastructure providers in Australia have never been stricter. The time is now for New Zealand to prepare for the equivalent and review risks before it becomes a mandated requirement.

While this white paper takes a global lens, it remains relevant to New Zealand’s evolving cyber landscape. We anticipate radical shifts, including regulations and heightened public scrutiny, which demands new approaches and solutions. Among the myriad of risks is the shift of SCADA (supervisory control and data acquisition) systems to virtualised web-based platforms, introducing the inherent risk of technology change.

Although New Zealand has made progress in its cyber maturity, work remains and must happen soon. Leaders must put the risks and vulnerabilities under a microscope and cybersecurity must be holistically integrated into operation strategy and company ethos.

When engaging the community on a suburban transport project in the United Kingdom, our team presented options for creating a dedicated bicycle lane, removing cars and allowing bus access only to a key through-road. Surprisingly, the cyclist user group we engaged with decided that a separate bicycle lane servicing this connection was not the best use of space. This resulted in more dedicated footpath space for pedestrians and cost savings overall – a win for the whole community. Putting people at the heart of decision-making means designing transport that can be used by everyone. Universal design – that is, building in solutions that address the needs of all user groups, not just the majority – ensures more equitable and accessible outcomes.

For example, because cars are essential for many mobility-impaired people, adopting universal design principles can reduce reliability on specialised transit systems and increase uptake of public mobility systems. By better understanding the nuanced needs of unique user groups, more inclusive design decisions can be made. An example of this is the innovative approach our transport planners took when working for a residential developer in the United Kingdom, where car clubs – providing short-term rentals as an alternative to private vehicle ownership – are standard in dense urban areas such as London. Because most mobility-impaired people require a vehicle that can accommodate a wheelchair, our planners proposed London’s first ever ‘mobility inclusive’ scheme by including wheelchair-friendly vehicles for hire. In addition to the benefits of car-sharing schemes in enabling efficient use of residents’ parking spaces, a new, inclusive option for mobility impaired people was conceived and delivered.