Enabling Australia's Asian-Australian and Diaspora Communities Asia

ASIAASIA TASKFORCE TASKFORCE DISCUSSION INTERIM PAPER REPORT No. 03 OCTOBER 2020

A FORGOTTEN ADVANTAGE

Enabling Australia’s Asian-Australian and Diaspora Communities

Asia Taskforce is an initiative of Knowledge partners BACKGROUND

This Discussion Paper has been prepared as part Key points: of a series of short reports on specific topics identified by the Asia Taskforce (Taskforce) - an • Increase representation and utilisation of the initiative of the Business Council of Australia and national assets at Australia’s disposal and recognise Asia Society Australia together with knowledge the importance of the Asia skills and capabilities partners PwC Australia and the University of to make an immediate impact and long-term Sydney Business School - to supplement the contribution to Australia’s prosperity. findings and recommendations contained in the • Through Asian-Australians, the Asian diaspora in Interim Report and final report (due out in late Australia and Australian diaspora in the region, 2020). One of the objectives of the Taskforce establish new context in Australia’s Asia capabilities was to identify issues critical to business success and bring these diverse aspects together in driving in Asia. Our Asia-capable Asian-Australian and long-term engagement with Asia diaspora communities were identified as a critical • Provide recommendations for business and national asset that requires ongoing investment by government to better recognise, utilise and business and government. enable Australia’s Asian-Australian and Diaspora The paper is intended to contribute to a discussion communities to deliver their full potential to support about how Australia can better engage its Asian- Australia’s aspirations to engage, connect and Australian and diaspora communities and talent succeed in Asia more effectively in pursuing economic engagement with Asia.

Key Definitions • This Discussion Paper refers ‘Asian-Australians’ as Australian-born descendants of Asian heritage (including those of mixed heritage and ancestries) and those born in Asia but who are now Australian citizens or permanent residents in Australia. • The ‘Asian diaspora’ refers to temporary residents from Asia in Australia for work or study. • The ‘Australian diaspora’ refers to Australian citizens from all ethnic, cultural and linguistic backgrounds who have had significant experience in Asia and those currently living and working or studying in Asia.

Asia Engagement Capability | 2 EXECUTIVE SUMMARY

“ As recommended in the Interim one overseas-born parent – with The richness of Australia Report of Asia Taskforce, one way an ever-increasing proportion of is not just in our minerals to increase the chance of success migrants coming from Asia, more in Asia involves better use of now than from Europe. Australia and resources but the Australia’s diaspora communities has more overseas-born than diversity of our people.” overseas, Asian-Australians and Canada (22 per cent), and double the Asian diaspora in Australia. The the percentage in the United richness of Australia is not just in States. Of languages other than For Australia to succeed in a our minerals and resources but the English spoken in Australia, five out post-COVID world, adjust to the diversity of our people. Australia of the top ten are Asian: Chinese new norm and identify paths to has an active and entrepreneurial Mandarin, Chinese Cantonese, economic recovery, governments, Asian-Australian and Asian Vietnamese, Tagalong and Hindi. businesses, industries and diaspora community within As identified in the 2016 report, individuals will need to adapt Australia and a talented Australian and still relevant today, Australia and think differently, establish diaspora community overseas with does have the talent to succeed in new partnerships and seek deep knowledge of Asian business Asia, but we are not doing enough opportunities beyond our borders. cultures and extensive connections to foster, prepare and deploy this with the region. With most Asian economies talent in our region.2 The people expected to rebound strongly, The Australian diaspora is we have, under the right support many Australian businesses this growing with PwC Australia’s platforms and policies, can get Asia means a greater focus on doing 2016 report Our diaspora’s got right for Australia. Australia as a business with Asia. To maximise talent predicting by 2030 there nation needs to activate and utilise such opportunities, leaders on will be 450,000 Australians the full potential of our Asian- boards and in C-suite management living and working abroad in Australian and Asian diaspora teams will need to develop a Asia, representing one third talent pool, and give cultural tailored business case for greater of Australia’s total diaspora diversity the same policy priority engagement in Asia. This involves community overseas.1 While the gender equity now enjoys. setting the right tone with their COVID-19 pandemic restricts shareholders on why doing international travel in the short- For a start, this paper recommends business with Asia matters to their term, Asia’s growing relative that the Australian Government businesses, how different skill sets economic weight will mean more should take a lead in introducing support the business strategy, and Australians are expected to live legislation for non-public sector how their plans are fully aligned to and work in the region in the employers to collect, disclose and their organisational culture, lived long-term. According to the 2016 report on cultural diversity in the values and leadership practices, Census, 28 per cent of those same way as they are required behaviours and competencies. counted were born overseas, and to do for gender equity. Relevant another 20 per cent have at least professional and industry bodies

Asia Engagement Capability | 3 should elevate Asia capabilities in and play a leadership role in their existing accreditation and driving long-term engagement Part one: education programmes. in the region and prosperity • Asian-Australians and the for Australia. To bring all of this The average Asia capability scores Asian diaspora in Australia: together, we recommend that the for board members and senior Australia’s competitive Australian Government introduce executives in the ASX 200 are advantage. and develop a national Australia 13.8 per cent and 13.5 per cent Diaspora policy. respectively. Importantly, only Part two: seven per cent of board members Australia does have the right • Australia’s Diaspora Policy: and senior executives would qualify resources and talent in the form Advancing “Team Australia” as Asia-capable (that is, have a of the Australian diaspora in the in Asia and the world. score greater than 50 per cent). region, Asian-Australians and This means that over 90 per cent the Asian diaspora in Australia to of senior leaders (board members support our businesses to succeed and senior executives) in the ASX in Asia. Their immediate advantage 200 would not qualify as is their cultural knowledge, Asia-capable.3 personal networks, mobility experiences and language skills. Companies and businesses should If we are serious about accelerating develop talent management business engagement with Asia, plans which leverage on senior we need to lift the contribution of Asian-Australians and Asian this cohort well beyond anything diaspora in leadership positions that has been achieved before to drive stronger engagement and provide them with the right and understanding of Asia. These opportunities to play a meaningful plans should include strategies, role to give Australian businesses timelines, policies and procedures a greater chance of success in the across all human capital areas region. such as recruitment, retention, and promotion. Upon obtaining The purpose of this Discussion more accessible and accurate data, Paper developed by the Asian- company and business leaders Australian and Diaspora Sub- should monitor progress on Committee appointed by the Asia enhancing their pipeline of Asian- Taskforce is to provide a critical Australians and Asian diaspora and comprehensive examination in C-suite positions against of the role Asian-Australians, the measurable targets. To sustain Asian diaspora in Australia and these changes, these plans must the Australian diaspora overseas be embraced by both boards and can play increasing Australia’s management and become fully economic presence and success in part of corporate cultures and lived Asia. The paper provides a series values. of recommendations to business and government on the fifth theme As for the Australian diaspora Diaspora and Talent identified working and living in the region in the Interim Report of the Asia and across the world, our priority Taskforce. The position paper is is to ensure they remain an divided into two parts: integral part of ‘Team Australia’

Asia Engagement Capability | 4 PART ONE

Asian-Australians and play a major role in advancing ASX companies, elected members the Asian diaspora in Australia’s comparative of the Commonwealth Parliament, advantage in Asia. deputy heads of government Australia: Australia’s departments and deputy vice- competitive advantage As emphasised in the Asia chancellors – it showed the Taskforce Discussion Paper No. In recent years Australia’s proportion of Asian-Australians to 01, Spotlight, Secure, Scale-up be still only 3.3 per cent.5 economic success with Asia, and Strategise: Reimagining and with China in particular, Australia’s Asia Engagement In an attempt to address this gap has been strengthened by Capability, a balanced approach and elevate the issue of greater entrepreneurial individuals that recognises the long-term Asian-Australian representation of Asian origin and heritage value of Asian studies research in senior leadership positions on in Australia. Through their excellence while also promoting the public agenda, PwC Australia, cultural knowledge, linguistic general student exposure to Asialink at the University of abilities and networks of people- Asian languages and cultures Melbourne and the Australian to-people and business-to- through broader curriculum National University (ANU) co- business links, Asian-Australians offerings may be the way initiated and co-convened the and the Asian diaspora forward. inaugural Asian-Australian are a source of Australia’s Leadership Summit on 12- business opportunities, Underrepresentation 13 September 2019. Summit entrepreneurialism and in leadership participants from Asian-Australian innovation in Asia. In 2016, the Australian Human backgrounds and non-Asian- The 2019 Australia’s Rights Commission launched Australian backgrounds confirmed International Business Survey Leading for Change: A blueprint such a gap and urged government (AIBS) found a significant share for cultural diversity and inclusive and business leaders to take – between 28 to 40 percent - leadership, followed by a revised immediate action and implement of firms making their highest document in 2018. The report action plans to increase Asian- revenues in ASEAN, Hong Kong, found that the ethnic and cultural Australian leadership. A number China, Japan and India reporting default leadership remains Anglo- of senior leaders on the Summit’s that multicultural communities Celtic and that Australian society panels and in the audience are essential or very important may not be making the most acknowledged the lack of focus on to international market of its ethnically and culturally leveraging Asian-Australian talent, development. These results diverse backgrounds and talents. despite the economic imperative suggest that Asian-Australians After first examining the cultural for Australia to do so as a means and the Asian diaspora, with backgrounds of chief executive to securing its future sustainability their established international officers of ASX200 companies, and prosperity within the Asian networks, direct channels, federal government ministers, region. language and cultural skills, do heads of federal and state The presence of Asian-Australians assist Australian firms through government departments and and the Asian diaspora gives active trade intermediation and vice-chancellors of universities, Australian businesses access to support of international market the Commission found that just a large pool of talent available development for Australian 1.6 per cent of them were Asian- and able to skilfully navigate the 4 goods and services. If their Australians, although this group challenges and opportunities of contribution and potential are constituted 12 per cent of the doing business in Asia. Through properly recognised, valued and overall Australian population. When their familiarity with and nurtured, Asian-Australians and the analysis was broadened out to knowledge of Asian cultures and the Asian diaspora are a rich cover leadership positions one level languages, Asian-Australians and versatile resource that can below this – group executives of

Asia Engagement Capability | 5 and the Asian diaspora should be that are going to change mindsets, empowered and encouraged to and ensure that targets are foster these important skills and “ established and implemented. talents, and further contribute The absence of accurate their knowledge and experiences data and better statistics to our developing shared culture Targets and increasingly diverse global is an obstacle to achieving workplaces. The challenge for the more diverse workplaces As detailed and recognised by senior leadership within private the Australian Human Rights and public institutions is to create and leadership teams.” Commission in its Leading for a healthy culture throughout their Change report, the use of targets organisations to support and has supported improvements empower Asian-Australians and in gender equity. Unlike quotas, led to organisational change within the Asian diaspora to fully leverage which are mandated goals workplaces and increase employer their skills and talents. imposed by an external body, action on gender equality with targets are voluntary goals that Data collection and reporting solid growth in the number of allow organisations to set their own women moving into management strategies and timelines to achieve It is not easy to extract precise roles (39.1 per cent) with increases data on the ethnic or cultural them. As such, we recommend in the representation of women in that businesses and corporations composition of Australia’s whole all manager categories. According population. However, on the basis identify and adopt carefully to WGEA, more than seven in ten thought out measurable targets of the Census data collected by employers have either a strategy the Australian Bureau of Statistics of having the representation of or policy in place to support Asian-Australian leaders across on place of birth, languages gender equality.8 spoken at home and self-identified senior executive management, ancestry, the best current Achievements on gender equality director and board levels to reflect estimates – in recent reports are proof that leadership from the their share of the overall Australian from both the Australian Human government is an effective path to population. positive progress. Rights Commission (AHRC) in Recognition of home- 2018 and PwC-Asialink-Institute of It is recommended that the grown capabilities and the Managers in 2017 – are that Asian- Australian Government introduce Australians now constitute 12 per sharpening of skills 6 legislation to require non-public cent of the Australian population. sector employers and corporates Asia-minded leaders in business, Recent research conducted by the with 100 or more employees academia and government ANU estimated that some 14.7 per to define, collect, disclose and constantly agonise about the cent of Australian adults identify as report data on the ethnic and insufficiency of Asian-language Asian-Australian – of those who did cultural composition within their teaching and Asia-related learning identify as Asian-Australian, 30.5 in our schools and universities. 7 businesses and companies. The per cent were born in Australia. absence of accurate data and However this often happens The introduction of the Workplace better statistics is an obstacle to without recognition – and this is a Gender Equality Act 2012 and the achieving more diverse workplaces conspicuous omission in the 2012 establishment of the Workplace and leadership teams. Obtaining Asian Century White Paper – that Gender Equality Agency (WGEA) such data is a necessary prelude Australia already has a significant led to the increasing recognition of to setting realistic targets and pool of native Asian-language gender inequality and the impact timelines for increasing the speakers. For example, there it has on our society. WGEA’s focus number of Asian-Australians are more than 900,000 fluent on data collection has enabled and Asian diaspora in leadership speakers in Chinese dialects alone, organisations to identify where positions. This work needs to be and a million more speaking other the gaps are, design evidence- undertaken on a sector by sector Asian languages. This pool also based responses, identify policy basis and identify the kind of possesses relevant understanding solutions and introduce action detailed strategies and programs of Asian cultures largely developed plans. The availability of data has through the members’ personal

Asia Engagement Capability | 6 and family upbringing. This is not Australians and the Asian diaspora properly measured, and does to showcase their untapped Asia not seem to be valued by some capabilities and Asian literacy senior leaders. To develop, sustain skills. Senior leaders at the C-suite and take business and working and board directors’ level should relationships in Asia to a new level, commit to help emerging Asian- finding commonality through Australian leaders break through shared interests and cultural via mentoring and sponsoring values is important as it makes the partnerships, and have a fair relationship more genuine and less share of culturally diverse and transactional. Asian-Australian candidates as part of recruitment processes and As identified by the 2017 Asialink- promotion opportunities. PwC-Institute of Managers and Leaders report Match Fit: Professional accreditation and Shaping Asia capable leaders, Asia industry bodies like the Australian capabilities are a combination of Institute of Company Directors skills, knowledge and experience. (AICD) and Chartered Accountants Such skills include a sophisticated Australia & New Zealand (CAANZ) knowledge of Asian markets, need to reflect these changing extensive experience operating leadership practices through the in Asia, long-term trusted inclusion of Asia-focused and Asia relationships in the region, ability capabilities models in existing to adapt behaviour to Asian development programs. Finally, to cultural contexts, capacity to deal sustain these changes, these plans with government and useful levels must be embraced by both boards of language proficiency.9 and management and become fully part of corporate cultures and One way to better recognise and lived values. highlight Asian capabilities and Asian literacy in all their diverse forms is for employers to include such skills and knowledge as key selection criteria in relevant position descriptions and job advertisements during recruitment processes for roles ranging all the way from entry to senior executive management, director and board levels. These skills should also be recorded and maintained through employee skills and talent databases within workplaces. To drive stronger engagement and understanding of Asia, it is recommended that Asia- focused businesses develop talent management plans with an emphasis on recruitment, retention and promotion to boost Asian-Australian leadership and engage in further efforts to provide opportunities to enable Asian-

Asia Engagement Capability | 7 RECOMMENDATIONS

To fully leverage the education programmes such equal opportunities for capabilities of Asian- as those run by the Australian sponsorship/mentoring by Institute of Company Directors senior leaders, and stretch Australians and the Asian (AICD) and professional bodies assignments including diaspora will require like CPA Australia and Chartered secondments. a coordinated effort Accountants Australia & New • Promotion – Monitor Zealand. by all stakeholders – effectiveness of pipeline governments, industry 3. Develop industry based and management through data and professional bodies, sector specific ‘Champions of analytics with a cultural companies and businesses, Change’ networks comprising diversity lens at business and key individuals within senior leaders who regularly unit level. them – to drive long share learnings and experiences 5. Business leaders should monitor on making improvements in term sustainable change. progress on increasing their cultural diversity. pipeline of Asian-Australians Consistent with the 2018 and Asian diaspora members Australian Human Rights Businesses in senior leadership positions Commission Leading 4. Businesses should develop (Chief Executive, C-Suite, and for Change: A blueprint talent management plans which executive board levels) against for cultural diversity help senior Asian-Australians measurable targets. To ensure and Asian diaspora members accountability for cultural and inclusive leadership diversity, they should introduce revisited report in the areas into leadership positions to drive stronger engagement and appropriate measurable metrics of leadership, systems, and understanding of Asia. These for business units. culture, we recommend the plans should include strategies, 6. To sustain these changes, following: timelines and policies and companies and businesses procedures across all human should ensure that these plans Government capital areas (i.e. recruitment, are embraced by both boards 1. Introduce legislation to require retention, and promotion). and management and be fully non-public sector employers These plans should be aligned aligned to their corporate and corporate organisations with learning and development cultures and lived values. To with 100 or more employees plans (to develop greater Asia further support the roll out to define, collect, disclose capability) and communication of their plans, companies and and report data on cultural strategies (for example, profiling businesses should introduce diversity which will allow a role models, sharing stories and external advisory committees; comprehensive understanding experiences). Such strategies encourage networks which of the ethnic and cultural and policies would include: support greater cultural composition of Australian • Recruitment – Ensure all diversity and cultivate a companies and businesses. recruitment and succession community of interest in Asia; planning processes include and maintain employee skills Professional and a diverse slate of candidates and talent databases within industry bodies (including culturally diverse workplaces to better recognise, candidates) for all roles. value and utilise Asia capabilities 2. Elevate Asia capabilities and Asian literacy skills. by introducing them into • Retention – Ensure culturally professional accreditation and diverse candidates are given

Asia Engagement Capability | 8 PART TWO

Australia Diaspora Members of the Sub-Committee Policy: Advancing ‘Team recognise the challenges involved in maintaining consistent The“ development and Australia’ in Asia and engagement with Australian the world diaspora members during their implementation of The Asia Taskforce Asian- time overseas. While there an Australia Diaspora Australian and Diaspora Sub- are organisations and trusted Committee recognises there is platforms such as our diplomatic Policy would be an opportunity for the Australian missions, Advance.org, the an important step Government to develop a business chambers and university comprehensive national policy alumni programs that connect in improving how to implement programs and the Australian diaspora in various Australia connects initiatives to elevate the role locations, the extent to which of the Australian diaspora to Australian diaspora members with its diaspora enable its members to better engage with them differs between abroad, promotes contribute to Australia’s global locations and over time. The fact vision and national prosperity. that the majority of the Australian opportunities for those The proposed policy’s objective diaspora work for non-Australian returning to Australia, is to empower and better engage companies also presents a Australian diaspora members challenge. Subcommittee and generates more while living and working members note these diaspora support and interest overseas, and ensure more members may be uninterested recognition of their skills and and see little value in maintaining among the current experiences upon their return ties with Australia-focused and future generations to Australia. organisations. of Australian diaspora Why an Australia What is required is a more deliberate and targeted members in advancing Diaspora Policy? engagement, led by the Australian national interests.” As Australia looks towards the Government in partnership with post-COVID-19 world, increasing Advance.org, business chambers trade and investment in the region in the region, businesses, is not just an opportunity, but a universities and industry bodies to necessity. To succeed in engaging ensure that the skills, knowledge Asia effectively, maximising and experience of the Australian opportunities and capitalising diaspora make a greater on Australia’s already fortunate contribution to Australia’s long- geographical position, we must term interests in the region. The better leverage the skills and development and implementation expertise of Australia’s diverse of an Australia Diaspora Policy diaspora while living and working would be an important step in in the region and on their return improving how Australia connects to Australia. These groups are a with its diaspora abroad, promotes national asset and competitive opportunities for those returning advantage that remains to Australia, and generates more underused, underdeveloped support and interest among the and often unappreciated.

Asia Engagement Capability | 9 current and future generations of a new policy in 2020. It will Australian diaspora members in guide Ireland’s engagement and advancing national interests. relationship with its diaspora – emigrants, citizens abroad, those The joint report by Advance. of Irish heritage – and those who org and Indeed They Still Call feel an affinity with Ireland around Australia Home found 85 per cent the world.12 Kenya has also taken of returned expatriates reported measures with its own diaspora having trouble finding work, while policy, which outlines the objective 83 per cent of local recruiters to mainstream and empower said they were cautious about 10 Kenyans aboard by harnessing recommending expatriates. and maximising their potential to Feedback from interview make a significant contribution to participants reflect these findings: the development of the country’s lack of recognition and the barriers evolution through a mutually from some Australian employers beneficial and lasting partnership.13 led to some expressing regret about coming back to Australia To support the implementation and choosing to return overseas of an Australian Diaspora Policy, because their international the Government should create experience is not valued. an Australia Diaspora Council Interview participants argued supported by the Department barriers existing within Australian of Foreign Affairs and Trade and employers and recruiters are a Austrade. The role of this council result of perceived perceptions would be to bring together a list around the description and of relevant public and private term ‘expatriate’. Replacing the sector stakeholders to implement term with ‘diaspora’ may further a national diaspora strategy that establish the importance of the addresses issues facing Australians relationship between Australia abroad and upon their return. and those Australians living and The strategy would help them working overseas by reinforcing integrate back into Australian Australian shared identity and society and find opportunities for creating a sense of unity and them to make use of the skills and belonging. experiences they have developed abroad to help strengthen Countries such as India, China, the Australia’s ties and interests. The Philippines, Israel and Singapore development of a clear, concise are deeply conscious of their and consistent national policy diaspora communities overseas to bring together the Australian and seek to capitalise on their diaspora would contribute to links. Others, such as Ireland, have accelerating Australia’s trade, taken this one step further with the investment and collaboration with introduction of a diaspora policy Asia which will be increasingly in 2015. Ireland’s relationship with important to Australia’s recovery its diaspora is firmly entrenched in and future prosperity. the country’s Constitution which states “the Irish nation cherishes its special affinity with people of Irish ancestry living abroad who share its cultural identity and heritage.11” To advance its interests, Ireland will be unveiling

Asia Engagement Capability | 10 The policy The proposed Australia Better data Success stories Diaspora Policy should provide a comprehensive overview of The proposed policy should The policy should include active the Australian Government’s include as a starting point for more promotion of initiatives such as engagement with the Australian accurate and comprehensive data the Advance Awards initiated by diaspora, establish a vision to and statistics on the size, location Advance.org and the launching build a more connected global and demographic profile of our of a national campaign explaining Australian community and diaspora aboard and those who why Australia needs to better recognise the important ongoing have returned home. leverage its diaspora to succeed in contribution they have made capitalising on the opportunities while aboard and upon their in Asia, and showcasing success return home. Talent pool stories of Australian diaspora in the region and the world. Such a policy would complement The policy should include provision existing initiatives driven by for business and government Advance.org and support to co-invest and co-develop a Leadership Australian public institutions and national program to nurture top private corporations to better 100 emerging Australian leaders An Australia Diaspora Council connect with global Australians with experience in Asia, to build a should be created co-led by the in contributing to the societies future leadership talent pool for Department of Foreign Affairs and in which they currently live, our engagement with the region. Trade, Austrade, and Advance.org, but also in adding value to the with a membership comprising economic, social and cultural various overseas Australian progress of Australia. It is Mentoring Chambers of Commerce, recommended that the policy universities and associations such embrace the following themes: Support for returning Australian as Business Council of Australia, diaspora members should include Australian Institute of Company the establishment of partnership Directors, Asia Society Australia, Government and mentoring programs to Asialink at the University of create links with senior leaders to Melbourne and other relevant The Australian Government provide access to networks within professional bodies to support the should aim to be a global leader the industry, and to enable those implementation of the Australia in diaspora engagement and leaders to expand their knowledge Diaspora Policy. empowerment. of industry opportunities in Asia.

New communities Empowerment Diaspora identity The Australian Government The object is for the Australian In describing Australians living should recognise that Australian diaspora be supported and and working overseas, the diaspora is evolving and changing. empowered, both when abroad proposed policy should replace In responding to this, a priority and after returning home, the description ‘expatriate’ with should be to connect with new contribute more substantially to ‘diaspora’ to foster greater affinity, diaspora communities overseas the development of Australia’s identity and connection with and support further research global vision and long-term Australia. to better understand ongoing prosperity. changes.

Asia Engagement Capability | 11 REFERENCES

ABC News Breakfast, Thinking Government of Ireland, Skene, Divya, Australia: a natural- of moving overseas for work? Department of Foreign Affairs and born pioneer for ‘glocalisation’, Research says you’ll struggle Trade, A New Diaspora Policy for Australian Trade and Investment to return, https://www.abc. Ireland – we want to hear from you! Commission, https://www. net.au/news/2019-09-24/ https://www.dfa.ie/irish-consulate/ austrade.gov.au/news/economic- moving-abroad-for-work-its- atlanta/news-and-events/news- analysis/australia-natural-born- tough-to-find-a-job-when-you- archive/a-new-diaspora-policy- pioneer-for-glocalisation, return/11538408, for-ireland---we-want-to-hear- 18 February 2020. 24 September 2019. from-you.html, 16 May 2019. Workplace Gender Equality Asialink Business, Institute of Government of Ireland, Agency, Annual Report 2018- Managers and Leaders and PwC, Department of Foreign Affairs 19. Advance.org and Indeed, Match Fit: Shaping Asia Capable and Trade, Global Irish: Ireland’s They Still Call Australia Home: Leaders, August 2017. Diaspora Policy, https://www. Expats returning home are key to dfa.ie/media/globalirish/global- unlocking corporate Australia’s Australian Human Rights irish-irelands-diaspora-policy.pdf competitive edge, 2019. https:// Commission, Leading for Change: ,March 2015. au.indeed.com/hire/returning- a blueprint for cultural diversity expats-report and inclusive leadership revisited, PwC Australia, Our diaspora’s got https://www.pwc.com.au/ talent: Australia’s advantage in Asialink Business, Australian publications/assets/match-fit-asia- Asia, https://www.pwc.com.au/ Institute of Company of Directors, capable-leadership-aug17.pdf, pdf/our-diasporas-got-talent.pdf, Charactered Accountants ANZ, April 2018. 2016. Commonwealth Bank of Australia, Winning in Asia, Match Fit 2.0, Biddle, Nicholas, Gray, Matthew, Republic of Kenya, Kenya Diaspora https://www.winninginasia.com.au/ Herz, Diane, Lo, Jieh-Yung, Policy, http://www.mfa.go.ke/wp- sections/match-fit-2/ Research Note: Asian-Australian content/uploads/2016/09/Kenya- experiences of discrimination, Diaspora-Policy.pdf, June 2014. ANU Centre for Social Research and Methods and Social Research Centre, ANUPoll #30, September 2019.

Asia Engagement Capability | 12 NOTES

1. PwC Australia, Our diaspora’s 6. Australian Human Rights 10. Advance.org and Indeed, got talent: Australia’s Commission, Leading for They Still Call Australia Home: advantage in Asia, 2016, pg. 10 Change: a blueprint for Expats returning home are cultural diversity and inclusive key to unlocking corporate 2. ibid., pg. 10 leadership revisited, April 2018; Australia’s competitive edge, 3. Asialink Business, Australian PwC and Asialink Business, 2019. Institute of Company of Match Fit: Shaping Asia Capable Leaders, August 2017. 11. Government of Ireland, Directors, Charactered Department of Foreign Accountants ANZ, 7. Biddle, Nicholas, Gray, Affairs and Trade, Global Irish: Commonwealth Bank of Matthew, Herz, Diane, Lo, Ireland’s Diaspora Policy, Australia, Winning in Asia, Jieh-Yung, Research Note: March 2015, pg. 10. Match Fit 2.0, https://www. Asian-Australian experiences of winninginasia.com.au/sections/ discrimination, ANU Centre for 12. Government of Ireland, match-fit-2/ Social Research and Methods Department of Foreign Affairs and Trade, A New Diaspora 4. Skene, Divya, Australia: a and Social Research Centre, ANUPoll #30, September 2019. Policy for Ireland – we want natural-born pioneer for to hear from you! https:// ‘glocalisation’, Australian Trade 8. Workplace Gender Equality www.dfa.ie/irish-consulate/ and Investment Commission, Agency, Annual Report atlanta/news-and-events/ https://www.austrade.gov. 2018-19, pg. 7 news-archive/a-new-diaspora- au/news/economic-analysis/ policy-for-ireland---we-want- australia-natural-born- 9. Asialink Business, Institute of to-hear-from-you.html, pioneer-for-glocalisation, Managers and Leaders and 16 May 2019. 18 February 2020. PwC, Match Fit: Shaping Asia Capable Leaders, August 2017, 13. Republic of Kenya, Kenya 5. Australian Human Rights pg. 2. Diaspora Policy, http://www. Commission, Leading for mfa.go.ke/wp-content/ Change: a blueprint for uploads/2016/09/Kenya- cultural diversity and inclusive Diaspora-Policy.pdf, leadership revisited, June 2014, pg. 13. April 2018.

Asia Engagement Capability | 13 In October 2019, the Business Council of Australia and Asia Society Australia together with knowledge partners PwC Australia and the University of Sydney Business School formed the Asia Taskforce of senior leaders from the business, education and government sectors to examine how Australian companies and organisations can increase their presence and position in Asia to ensure our continued prosperity and deliver progress for future generations. While the Asian-Australian and Diaspora Sub-Committee Members named below have provided input into the discussion paper, the views expressed do not necessarily reflect the views of any individual or the organisations they represent. This report refers to Asia as the countries of South East Asia, South Asia and North East Asia. This Discussion Paper and other publications by the Taskforce can be found at https://asiasociety.org/australia/asia-business-taskforce

Asia Taskforce Sub-Committee on Asian-Australian and Diaspora • Sung Lee Director, Asia Practice, PwC Australia (Chair) • Jieh-Yung Lo Director, Centre for Asian-Australian Leadership, Australian National University (Lead author) • Karen Loon NED/former Partner and Asia Pacific Diversity Leader, Pwc Singapore • Penny Burtt Group CEO, Asialink, University of Melbourne • Jason Hayes Partner & Leader, PwC Asia Pacific Japan Practice, PwC Australia • Jessica Wong-Saunderson Director, Tax, PwC Australia • Maria MacNamara CEO, Advance.org • Edited by Greg Earl, Editor, Briefing Monthly and Disruptive Asia, Asia Society Australia

www.bca.com.au www.asiasociety.org/australia www.pwc.com.au/asia-practice