2011 Chairman's Report

Australia showed us the way in requiring listed companies to report against diversity objectives and, while the NZX's moves in this direction are positive, it would be preferable that business in New Zealand chose to act on diversity based on the obvious benefits rather than be compelled to act on such obvious values.

Many other ideas that have been seeded by the EEO Trust have also borne fruit this year. For example, the EEO Trust launched a pilot mentoring programme which matched senior women with men and women in the top jobs in a number of our largest organisations. The Institute of Directors plans to launch a similar mentoring scheme at the end of this year in order to raise the visibility of women as potential board candidates.

And while the national focus has largely been on the causes and consequences of the relatively low numbers of women in leadership roles, heightened awareness of one diversity issue must surely impact on employers' responses to wasted talent in other areas.

Flexibility in working hours and locations continues to enable a diverse range of people to contribute more effectively at work, although, once again the impetus for increased flexibility was dire need rather than active choice. Two years ago the global recession created fertile ground for flexible workplace practices which saved jobs and helped transform attitudes to flexibility. This year, the devastation of central Christchurch resulted in hundreds of people moving from downtown offices to spare bedrooms and rumpus rooms. Once again, many organisations have learned that flexible working locations matched with appropriate technology and systems really do drive engagement and productivity.

The ideas and impetus generated by the EEO Trust have been the catalyst for building awareness of diversity issues; awareness that generates ideas to build employee engagement and productivity, while improving workplace health and safety and employee wellness.

It is unfortunate that in a year when the EEO Trust's work is approaching a tipping point, our government funding has been dramatically cut. We do have other streams of income from membership fees and sponsorship of events and projects, but adequate government funding is essential to the survival of the EEO Trust. Without it we will be working for a small number of already-converted organisations. The loss will be New Zealand's as our thought leadership, unique research focus, and innovative workplace solutions disappear from the public domain.

As we move into this next phase of the EEO Trust's future, I wish to thank my fellow trustees for their commitment to championing diversity issues. I also wish to thank the EEO Trust team for the intelligence, creativity and dedication they bring to their work.

Michael Barnett
Chairman
October 2011

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