Our top priorities for MBIE’s DEI Plan 2024 - 2025

These areas have been prioritised based on impacts, our people’s feedback, and MBIE’s ability to deliver in the current context. Underpinning this is a commitment to embedding the actions we are already taking as an organisation.

Diversity

Representation in workforce, leadership, and occupation, especially for under-represented groups

Foster diverse leadership, representation, and career development

• Develop an approach to progressing diverse leadership talent, including into senior specialist roles.
• Mitigate bias and provide development opportunities through equitable approach and performance outcomes.
• Connect leaders across MBIE to ensure diverse views and experiences are reflected in MBIE’s leadership culture.
• Improve the recording of demographic data (include ethnicity and disability) to support delivery of outcomes.
• Mentoring and coaching to empower diverse leadership journeys.
• Support the development of our culture by clarifying our leadership expectations and associated critical leadership behaviours.
• Continue to improve our processes to remove any identified bias in recruitment.

Success Indicators

• Equitable outcomes for career progression programmes (applications and successful outcomes).
• Progress to MBIE’s five-year Leadership and Workforce goals (year-on-year improvements).
• Implementation of recruitment review actions.

Māori have career paths that empower them to achieve their career aspirations

• Ongoing delivery and improvement of Mana Whakatōpū and ensure its ongoing financial sustainability.  
• Develop a holistic framework that supports career paths that empower Māori to achieve their career aspirations. 
• Build pipelines of Māori talent.

Success Indicators

• Increased representation of Māori in leadership roles.
• Increased representation of Māori in higher pay bands.

Equity

Pay gaps and average pay for different groups, equitable pay (starting salaries and pay in the same or similar roles)

Eliminating bias and discrimination from remuneration policies and practices 

• Continue to remove any identified bias in career and pay-related processes.
• Continue to develop and improve tools to support pay decisions.  This includes recruitment guidelines and pay guidelines, to help people leaders make more informed decisions around pay and the implications for pay equity.
• Transparency of information through enhanced reporting of ethnicity and gender and pay gap reporting and monitoring.
• Continue engagement with ELNs and unions about people policies and practices to identify and mitigate potential areas of bias.

Success Indicators

• Reduction in overall gender and ethnic pay gaps. 
• Maintain or reduce pay gaps for same and similar roles (by pay band) – by gender and ethnicity.  
• Investigate how starting salaries can be monitored and reported on to ensure equitable decisions. 

Inclusion

The extent to which all employees feel respected and valued and able to achieve their potential

Māori Crown relations leadership capability and workplace practices

• Continue delivery of Whāinga Amorangi, MBIE’s plan to build Māori Crown relations capability under the Te Arawhiti framework.
• Continue delivery of the senior leadership team Māori Crown relations capability plan so they can apply knowledge and role model behaviours.
• Improving workplace practices like employment policies review and development of the Māori Workforce, Engagement and Attraction Strategy by Nov 2025.

Success Indicators

• Whāinga Amorangi measures demonstrate positive progress towards 2030 capability aspirations.
• Improved workplace policies and practices, and workers’ experiences.

Cultural Competence

• Continue to build capability of employees’ cultural awareness. 
• Launch Nō Konei (inclusion and belonging) workshops.
• Re-design Kapasa and Yavu (Pacific cultural capability programmes) for MBIE kaimahi.
• Implement the recommendations from the Enabling MBIE People Experience report.
• Progress the recommendations from other People Experience reports yet to be implemented i.e. Rainbow, Asian and Pasifika Malaga report. 
• Continue to build relationships by supporting, enabling, and encouraging ELNs.

Success Indicators

• Uptake and feedback on cultural competence programmes.
• MyVoice survey questions on cultural competency show favourable and improved results.
• Increased uptake of the Nō Konei workshops.
• Kapasa and Yavu Pacific Cultural Capability programme redesigned and launched. 

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