International research shows that companies gain a competitive edge through being more gender diverse in their governance make-up. In this era of post-Treaty settlements and national economic recovery, Koha journalist Jasmine Kaa examines the contribution of wähine Mäori to the world of boardroom decision-making.
A report, launched last year by John Key on the benefits of increasing the representation of women in boardrooms, stated that less than nine percent of the directors in New Zealand’s top 100 listed companies are women. Out of a total of 624 positions, only 45 women held directorships. The statistics clearly show that although women may have broken the glass ceiling when it comes to senior management positions and political representation, in the sphere of governance there is much work to be done to make up for this extreme shortfall.
Even more alarming is the absence of statistics illustrating the percentage of Mäori women who hold governance roles. Research undertaken in this area has so far not been able to correctly confirm how many Mäori women hold a boardroom seat in both the Mäori and national business sectors. Therefore it has been surmised that their participation rate must be even lower than the national average. To overcome this imbalance the Ministry of Women’s Affairs canvassed the opinions of a number of Mäori business leaders to discuss strategies on how to lift the number of Mäori women in directorship roles.
Some of the ideas that came from He Wähine Pümanawa included creating awareness about what factors influence the nomination process, identifying potential ‘gate keepers’ and advocating for a more transparent board appointment system. Encouraging rangatahi to become a director or board member was one of the other suggestions put forward. Mentoring by experienced Mäori women directors and succession planning by organisations could further help young Mäori women to climb the ranks of leadership. Participants also identified particular qualities Mäori women could bring to the board table. These ‘points of difference’ included intergenerational focus and long-term strategic thinking. Values such as personal commitment were also identified, as well as networks that could provide links to the substantial Mäori asset sector.
Further, a study of Fortune 500 companies in the United States backs up the assertion that the economic bottom line benefits from diversity. Companies that had the most women board members were around 50 percent more profitable than those with the least. Our current and future vehicles for Mäori economic development could do well to capitalise on the results of these findings. By supporting initiatives to recruit more wähine Mäori on to their boards, the Mäori business sector could benefit not just economically but also gain the wealth of skills, experiences and perspectives they can bring to the board table.
The following three Mäori women business leaders were asked to share their thoughts on the increasing importance of gender diversity at the corporate table. Tina Wilson, Mavis Mullins and Traci Houpapa not only have a seat at the board table, but also sit at the head of it. Here they share their thoughts about Mäori women’s representation and whether they think the governance arena is still a ‘Man’s World’.
TINA WILSON
(Ngäti Tukorehe, Ngäti Raukawa)
Tina has held positions as a director and trustee in a variety of commercial organisations as well as chairing the Finance and Audit and Risk sub committees of numerous boards. A qualified accountant, Tina is currently the Managing Director of Tem Corp Ltd, which provides accounting and business management services. She is also the inhouse contract accountant with Taupö Moana Group (TMG), a Mäori investment company providing investment services to Mäori organisations throughout Aotearoa.
Why were you interested in participating at the governance level of these organisations and what were the relevant skills and experiences you felt you could bring?
As I come from a commerce background, there has always been a huge need for people at the governance level. I bring financial and business experience to the boards I am part of. My passion is to see Mäori businesses succeed. There is still a huge need for effective management in these areas also.
Do you think there is adequate representation from Mäori women in the world of governance or do you think it’s still a ‘Man’s world’?
This is a difficult question, as a board’s composition should be made up of various things. Commercially, they tend to favour the best person for the job. Would I like to see more Mäori women in these roles? Definitely.
Do you think there is room for improvement in lifting the levels of representation of Mäori women in the governance sphere, and if so how do you think this could be achieved?
There’s absolutely room for improvement. As well as having support from others, individuals need to be responsible for themselves, ensuing they put themselves out there.
What advice can you give Mäori women who are interested in putting themselves forward to a board?
Upskill, be values and principle based, know the industry.
What advice do you have for Mäori women directors and trustees who want to further increase their leadership and influence within this sphere?
Being around good governance is essential to assist with development. As we know, there are different dynamics that go with Mäori entities; they are what make us Mäori, but don’t compromise the business, learn to marry the two and use the values and principles of the Iwi, hapü trust to guide the decision-making process.
TRACI HOUPAPA
(Waikato, Maniapoto, Taranaki)
Traci is the first woman to chair the Federation of Mäori Authorities (FOMA) since it was established in 1987. She is a co-owner of THS & Associates Ltd, a Hamilton-based firm, which specialises in strategic and business planning. Traci is committed to encouraging Mäori participation in economic development. She sits on a number of trusts and incorporations providing business and planning advice and support.
Why were you interested in participating at the governance level of these organisations and what were the relevant skills and experiences you felt you could bring?
In each case, I was asked to stand for appointment. Successful organisations are those that achieve a balance of experience, qualifications and know-how. My background in strategic and business development is directly relevant for each of my appointments. Being a Mäori woman adds those success dimensions mentioned in current research.
Do you think there is adequate representation from Mäori women in the world of governance or do you think it’s still a ‘Man’s world’?
People make organisations successful. The right mix of gender, skill, experience and qualifications is extremely important when considering board appointments. Increasingly, boards are realising the value of women directors but there is still a long way to go. In the current economic and post-settlement environment Mäori women have a major role to play both culturally and commercially. People would do well to remember that context is a factor in role definition, especially at the boardroom table.
Do you think there is room for improvement in lifting the levels of representation of Mäori women in the governance sphere, and if so how do you think this could be achieved?
The current research shows that those boards with high women’s representation are more innovative, productive and successful, as reflected in bottom-line results. There is a strong case for boards to re-consider the gender balance of their directors and consider affirmative appointment strategies. Having said that, it is equally important that women directors have the right match of experiences, qualifications and skills for such appointments.
What advice can you give Mäori women who are interested in putting themselves forward to a board?
Running a family, a home, a relationship, a career, a lifestyle is no mean feat and something women do every day. Think about the marae and how quickly Mäori women (with the support of our tane) can organise an event for hundreds of people. We are inherently good planners, organisers and budgeters. Transferring those skills to the boardroom is simply a matter of context and application. Add qualifications and board experience and you have the makings of an outstanding governor.
What advice do you have for Mäori women directors and trustees who want to further increase their leadership and influence within this sphere?
Change is the constant. As appointed governors, we have a responsibility to keep pace with those factors and dynamics which affect our entities and constituents.
MAVIS MULLINS
(Rangitäne ki Tamaki-nui-a-Rua, Te Atihaunui-ä-Paparangi)
Mavis is involved with many organisations with a strong focus on Mäori economic development, agriculture and telecommunications. She is the Chair of Poutama Mäori Business Trust, as well as the Chair of Te Huarahi Tika Trust and Aohanga Inc. She is also currently a director on Atihau Whanganui Inc and Hautaki Trust, who have a share holding in 2 degrees. Mavis holds a Masters in Business Administration from Massey University and is also a director of her whänau-owned company, Paewai Mullins Shearing Ltd and Paewai Mullins Systems.
Why were you interested in participating at the governance level of these organisations and what were the relevant skills and experiences you felt you could bring?
I have a personal interest in land management and agribusiness in particular. This sparked other interest areas of governance. For quite some time there were no women participating in these arenas and I thought I could add value by bringing a different perspective, different priorities and different ways of thinking. I have completed an MBA which assisted in understanding the governance and management roles
Do you think there is adequate representation from Mäori women in the world of governance or do you think it’s still a ‘Man’s world’?
It is still pretty much a man’s world and the cultural imperatives and understandings that keep that thinking are alive and well. There is a fine line for Mäori women in navigating this pathway.
By Jasmine Kaa
Do you think there is room for improvement in lifting the levels of representation of Mäori women in the governance sphere, and if so how do you think this could be achieved?
Yes, there is room for improvement, but this cannot be forced or pushed. The levels of representation could be increased by bringing greater awareness and understanding to aspiring women directors/trustees. Also providing mentorship and accessible role models for support could be a great start.
What advice can you give Mäori women who are interested in putting themselves forward to a board?
Understand the time and commitment and ensure you have an interest in the organisation and its objectives. Talk to a couple of people who know something about the organisation. Know what due diligence is and undertake this. Be honest, have integrity and ensure you protect brand ‘you’.
What advice do you have for Mäori women directors and trustees who want to further increase their leadership and influence within this sphere?
Get upskilled by joining through organisations such as IoD and FOMA. Also have a plan.
