This is one of New Zealand’s largest banks and has been operating continuously in the country since the first office was opened in Auckland in 1861. The bank operates a variety of financial services covering retail, business and institutional banking and employs over 8,000 people in New Zealand.
This bank, like all ASX Listed Financial Services Sector organizations, is required to report annually on women in leadership across the business and to achieve career acceleration outcomes for target individuals across age, gender, sexual orientation and ethnicity.
The bank believes that having a diverse mix of employees and perspectives leads to better business performance, innovation, and creativity. A diverse workforce also means the business can better reflect the communities they serve and better meet clients’ needs. Diversity to this business is not only about having a diverse mix of people working for them, but also having a workplace culture that engages and unleashes their full potential in the workplace.
Fuel50 designed and delivered the Diversity FuelLeaders™ program that was part of the global United Nations award-winning initiative for Diversity in 2013. FuelLeaders™ increased the awareness and skills of leaders across the group in order to provide the necessary leadership support behaviors so that there would be sufficient woman, ethnic and sexual orientation minorities represented in the future leadership pipeline.
Embarking on a 3-year journey with defined objectives, the Diversity FuelLeaders™ program was an important and visible delivery mechanism for this important initiative.
Research identified barriers to Women in Leadership within the bank as:
- A lack of real leadership and commitment to the issues
- The business case for the value of women in business was not deeply embedded in the organization
- Systemic barriers within the dominant bank culture, including small pockets of poor behavior and attitudes
- Unclear pathways
- Some programs were designed to help, some to hinder
- There was some measurement but little accountability
- The stereotypical image of banking
increase in female career acceleration for Senior Leaders (band,4,5,b) by the target end in 2015
increase in female career acceleration for BNZLT (now executive team) in just under 4 years
increase in female career acceleration with the talent pipeline at senior leadership in just under 4 years