G.57 ANNU AL REPORT 2020 ABOUT THIS REPORT CONTENTS Tēnā koutou katoa The primary goal of Diversity Works New Zealand, as the 4 OUR PURPOSE national body for diversity and inclusion, is to support organisations in their journey to unlocking the potential from 4 OUR VISION a diverse workforce. Since being established as the Equal Opportunities Trust in 1992, we have been sustained by a 5 OUR DIVERSITY WORKS WHĀNAU unique partnership between government and employers, aimed at building an increasingly inclusive Aotearoa. 6 HOW WE DID THIS YEAR In order to achieve this goal, we need to implement a 7 HOW WE CREATE VALUE business strategy that responds to the interests of all our stakeholders, supported by an annual workplan that secures 9 CHAIR’S REPORT the resources and reputation on which our organisation depends. 10 CHIEF EXECUTIVE’S UPDATE This understanding informs our approach to our annual FUTURE FIT reporting. In this report we aim to provide a succinct 12 assessment of our current and longer term strategy in OUR BOARD OF TRUSTEES relation to the key considerations for diversity and inclusion 14 in New Zealand, our performance against financial and non- OUR FINANCIALS financial objectives, and our priorities and expectations for 17 Financial Statements the year ahead. Notes to the Financial Statements This annual report was approved by the Board of Trustees Independent Auditor’s Report on 15 October 2020, and we present this to our members and the wider stakeholder community as a basis for 30 OTHER INFORMATION engagement, with an invitation for any feedback. Thank you Trust Members for reading our annual report – please direct any comments Trustees Report to [email protected] Trust Directory Alliance Partners Contact Details Susan Doughty John Christie Chair, Board of Trustees Chair, Finance Committee OUR PURPOSE The national body advocating for and enabling a more inclusive New Zealand. OUR VISION An economy powered by diverse and inclusive workplaces. 4 DIVERSITY WORKS NEW ZEALAND | ANNUAL REPORT 2020 OUR DIVERSITY WORKS WHĀNAU We are the national body for workplace diversity and inclusion. We help New Zealand organisations do workplace inclusion well and do well because of it. OUrTEAm 10 Employees 10 • 2 male, 8 female (7 cisgender and 1 transgender) Facilitators • 6 ethnicities (some identifying with more than one group) • 30% LGBTQI+ representation Trustees • 20% disability and neurodiversity 9 representation • 4 Public Sector Trustees • Age range 26 – 64 • 5 Private Sector Trustees OUrWOrkPlAcEcHAmPiONs Alliance 483 Members 6 Partners • 60% Private Sector • Coca Cola Amatil 26% Public Sector • Russell McVeagh 14% Not-For-Profit • Skills Highway • 57% small to medium-sized organisations • Te Kawa Mataaho 43% medium to large-sized organisations Public Service Commission • 60% Waikato to Far North • Te Puni Kōkiri 29% Taupo to Wellington • Te Tari Taiwhenua 11% South Island Internal Affairs We are committed to making diversity work positively for New Zealand. Our members and stakeholders can expect that we are: • Welcoming • Generous with our knowledge • Optimistic about being change makers • Trusted, research-led, committed and pragmatic advisors ANNUAL REPORT 2020 | DIVERSITY WORKS NEW ZEALAND 5 HOW WE DID thisyEAr more membershipup customised 23 workshops revenue Amongst other corporate % up engagements, a number of events were run on Cultural Intelligence, following the Christchurch mosque attacks. Growth6 mainly recorded % in the first two quarters of Five training courses have the year, slowing down in been redeveloped for online the last quarter due to delivery, due to Covid-19 8 Covid-19 Mainly due to an increase in membership covid-19 Engagement lockdownsupport 7fewer up 5 training courses have been publicworkshops redeveloped for online delivery 11 events were cancelled or postponed % A series of 5 webinars 51 attracted 881 registrations due to Covid-19 We engaged face-to- 10 Facebook Live interviews face with 6,334 people, were hosted, featuring in seven regional centres champions in diversity and and our three major cities inclusion % Workplace Diversity surveyup 86satisfaction Diversity76AwardsNZTM % Companies rating entries 252 their experience as 17 entries less than Increase in respondents satisfied or the previous year from 368 to 929 very satisfied 6 DIVERSITY WORKS NEW ZEALAND | ANNUAL REPORT 2019 HOW WE crEATEVAlUE Asanagentofpositivechange,WErElyON SOCIAL AND HUMAN AND INTELLECTUAL CAPITAL FINANCIAL CAPITAL RELATIONSHIP CAPITAL We have specialised skills in building inclusive We use revenues Our public-private partnership provides organisational cultures and are committed to generated through us with a social license to operate and attracting, retaining and developing talented member donations, grow. We maintain strong relationships and dedicated employees. Our operating government funding, with our stakeholders, including model is scalable and responsive to our and fees for services government, member and non-member stakeholder requirements. We walk the talk rendered, to invest in organisations, advocacy groups, in building a team that is diverse, engaged our activities. partners, suppliers, communities and culturally and society at large, by regularly grounded, with an conducting dialogue with them and by organisational DIGITAL AND TECHNOLOGICAL CAPITAL % performing research on what topics culture of Our business activities are conducted through matter most to them. A commitment inclusion and tangible and virtual infrastructure. We are investing to social issues and sustainability is psychological in process engineering, data management, 8 core to our brand and reputation. safety. innovation, knowledge, insights and systems. TOUNDErTAkE LONG-TERM STRATEGIC FOUNDATION Knowledge Collaboration Engagement Increasing the depth of knowledge on Connecting the stakeholders in the Enabling businesses to unlock issues related to diversity, equity and diversity ecosystem into a framework the value of diversity for inclusion in New Zealand. that creates a movement for change. economic and social prosperity. MEDIUM-TERM STRATEGIC PRIORITIES • A maturity framework to inspire • A fit-for-purpose team. • A sustainable funding model. excellence. • Research and resource • A platform to connect the development. ecosystem. TAKING INTO CONSIDERATION • Social context • Technological context • Economic context Changing ethnic demographics, widening Connectivity, security and Macroeconomic context, inequity and poverty gap, human rights, data protection, digital Covid-19 recession, higher media scrutiny, the global narrative, inclusion, accelerating digital unemployment, changing regional development, Covid-19 impact transformation, open access monetary conditions, on social values. knowledge expectations. regulation. iNOrDErTOcrEATEANDsHArEVAlUE FOR WORKPLACES FOR OUR PUBLIC AND PRIVATE FOR EMPLOYERS ACROSS NEW ZEALAND SECTOR FUNDERS • A workplace of inclusivity and • Expert advice • A leader in the field of diversity, psychological safety • Best practice tools and equity and inclusion in Aotearoa • Responsible and ethical working resources • Contribution to social cohesion relationships • Celebration of excellence • Unlocking diversity as a strategic • Opportunities for advancement • A peer-support network enabler of global competitiveness • A customer experience that • Regional engagement and makes a difference development FOR SOCIETY AT LARGE • Building a country of belonging ANNUAL REPORT 2020 | DIVERSITY WORKS NEW ZEALAND 7 8 DIVERSITY WORKS NEW ZEALAND | ANNUAL REPORT 2020 cHAir's REPORT The emergence of COVID–19 has shown us that we have a lot more in common than we are aware of. It is a virus that doesn’t discriminate, and one that does not respect international borders or social boundaries. Yet, the way in which our society pressures and mutual goals to is structured has enabled provide the best of products and women and minority groups to services to an increasingly diverse be disproportionately impacted community. We all need to work by the pandemic and, thus, has together to find sustainable shone an uncomfortable light on solutions and our accumulated the inequalities that exist in our surplus of $403,265 positions us communities. Workplaces play well for continuing to innovate an important and central role in through product development challenging these inequalities. and research in this regard. To conduct business in the During the year, we also had change, but we cannot ever volatile environment we have to bid a sad farewell to three play small. Diversity Works New been faced with, while maintaining of our Public Sector Trustees Zealand will always endeavour to financial soundness, requires (Naomi Ferguson, Helene Quilter augment our own understanding prudent management and agile and Michelle Hippolite), as well of our environment by listening responses to the conditions. I as Michael Barnett who has given and learning, but we will not ever am therefore pleased to report 23 years of exemplary service apologise for holding a position that, financially, the year finished to our organisation in his role as that pushes the boundaries of our strongly. Our revenues have Trustee and Chair of the Board. societal comfort zones. continued to increase and the Ngā mihi nui ki a koutou katoa. In I wish to thank my fellow surplus for the year is $327,143. their place, we are fortunate to Trustees for their counsel We have now built our reserves welcome three new Trustees from and support during the