From Crisis to Culture: How Ports of Auckland Rebuilt Trust and Performance

Insights from Gerry Lynch, Director at Govn365

“If the wharfies and management at Ports of Auckland can work together — what’s stopping the rest of us?”

That was the challenge Roger Gray left us with in our latest Govn365 webinar.

Just three years ago, Ports of Auckland was in crisis. Headlines told the story: failed automation, tragic fatalities, fractured union relationships, and a combative shareholder in Auckland Council. This wasn’t just a business problem — it was a symbol of broken trust in plain sight.

A Culture Shaped by Mistrust

When Roger took the helm in March 2022, he knew the job was bigger than operations. Decades of hierarchy, mistrust and industrial conflict had left deep scars. So he did something most leaders wouldn’t: he gave up power.

“I had the corner office. I told them to get rid of it. I didn’t want to sit above people — I wanted to sit with them.”

The entire executive team lost their offices too. Everyone moved to an open plan. Then Roger hit the floor — not to ask for loyalty, but for honest answers to five questions:

1. What’s the most important thing we could do to improve our port?

2. Where does the port waste money that could be better spent?

3. What opportunities do you see to grow revenue and profit?

4. What do you like most about our culture that you want to keep?

5. If you could change one thing about the culture, what would it be?

The answers were blunt. The message was clear: without trust, performance was impossible.

A Lesson from 10,000 Miles Away

Roger had seen real transformation before — during his time at Air New Zealand. A visit to US healthcare giant Kaiser Permanente reshaped his views forever.

“I used to believe in keeping unions at arm’s length. But seeing Kaiser’s Labor-Management Partnership changed my view completely. It wasn’t about being nice — it was smart business.”

That insight became the foundation for Ports of Auckland’s turnaround: High Performance, High Engagement (HPHE).

HPHE: Not a Programme — A Mindset

HPHE isn’t another HR initiative. It’s a human-centred system built on radical inclusion, transparency, and problem-solving with the people closest to the work.

It uses Interest-Based Problem Solving (IBPS): issues are put on the table and solved together.

Even the unions were sceptical. As Grant Williams, Secretary of the Maritime Union, put it:

“We’ve gone from fighting to collaborating. This isn’t tokenism — we’re genuinely part of the decision-making now.”

One of Roger’s biggest moves? Cancelling the failed automation project — despite millions already spent.

“We’re not going to pretend something works when it doesn’t. We’re going to listen. We’re going to rebuild.”

Trust is Action — Not Posters

Talk is cheap. So Roger built trust through action. One simple tool: the 4 D’s.

– What’s Difficult in your job?

– What’s Dumb?

– What’s Different to how it’s normally done?

– What’s Dangerous?

Leaders put these questions to frontline teams — and acted. Accountability was real too: every leader must complete at least one critical risk control test and one safety walk each month. If they don’t? It’s marked unsatisfactory — no bonus.

“I don’t believe there’s any conflict between safety and productivity. In fact, better safety drives better productivity.”

The Results Speak for Themselves

So, what’s changed?

– Profit doubled: from $25m (FY22) to $55m (FY24) – with more expected.

– Engagement jumped: from 58% to 73%.

– Container throughput rose: from 11,000 to 17,500 TEU per week.

– Zero industrial actions and minimal legal fees.

– Better dialogue with Council, customers, and the public. Mana restored.

What’s Next?

The first phase was about regaining mana. The next? Strengthening it. For Roger, leadership is about service — not control. Vulnerability over hierarchy. Curiosity over defensiveness.

Takeaways for Boards and Executives

Here’s what this means for you:

– Silence isn’t alignment -ask the hard questions.

– If you want culture change, be ready to give up control.

– Safety isn’t a cost -it’s a culture. And it’s measurable.

– Real transformation starts with listening. And not just once.

“It’s not perfect. But we’re talking. We’re solving. And we’re not going back.”

If you’re ready to uncover your blind spots in leadership, risk, or culture — that’s what Govn365 is here for. Let’s talk.