New Zealand workplaces show a strong commitment to fostering inclusive environments, yet a critical shortfall in foundational structures is hindering progress. The recently released Workplace Inclusion Barometer Snapshot from Te Uru Tāngata Centre for Workplace Inclusion highlights this disconnect, revealing an overall inclusion score of 65.6 out of 100 based on data from 400 respondents collected between late November 2025 and March 2026. This baseline figure points to moderately inclusive cultures driven largely by positive individual interactions, but undermined by inadequate strategies, policies, and processes—what experts term 'inclusion infrastructure.'
The Barometer, Aotearoa's first independent, recurring measure of workplace inclusion, assesses perceptions across four key domains: trust and belonging, lived experience, structural conditions, and observed inclusion climate. It emphasizes lived experiences rather than self-reported organizational claims, using an intersectional lens to capture how diverse groups feel at work. Women serve as the anchor demographic for comparisons, ensuring nuanced insights into equity gaps.
This snapshot arrives at a pivotal moment for New Zealand's labor market, where demographic shifts—including an aging population, rising immigration, and increasing representation of Māori and Pacific peoples—are reshaping the talent pool. Without robust infrastructure, workplaces risk inconsistent experiences, high turnover among inclusion champions, and missed opportunities for productivity gains tied to diverse teams.
Understanding the Four Domains of Workplace Inclusion
The Barometer's framework breaks inclusion into measurable pillars, each scored on a 0-100 scale where scores around 65-70 indicate moderate performance. Observed inclusion climate leads at 68.8, reflecting widespread agreement that managers are inclusive (72.9%) and colleagues respectful (high endorsement). Trust and belonging follows at 66.7, with lived experience at 66.0. Structural conditions lags significantly at 60.9—the core gap in inclusion infrastructure.
| Domain | Score (/100) | Key Strengths | Key Challenges |
|---|---|---|---|
| Observed Inclusion Climate | 68.8 | Respectful daily interactions, diverse team perspectives | Perceived inconsistencies for marginalized groups |
| Trust and Belonging | 66.7 | Personal endorsement of DEI efforts | Safety to speak up, fair leadership perceptions |
| Lived Experience | 66.0 | Positive team dynamics | Bias incidents, psychological safety gaps |
| Structural Conditions | 60.9 | Some policy intent | Career pathways, accountability, accommodations |
Structural conditions encompass the systems—such as transparent promotion criteria, leadership accountability mechanisms, and accommodations for disabilities or caregiving—that enable sustained inclusion. Currently, these are perceived as weakest, with only 60.8% viewing leaders as actively accountable.
Demographic Disparities: Who Feels Included and Why
Intersectional analysis reveals stark variations. Disabled respondents score 10 points below average, citing inadequate accommodations, higher bullying rates, and discomfort reporting issues. Younger workers under 35 lag in lived experience due to bias encounters and lower psychological safety. Māori and Pacific peoples score 5-8 points lower, particularly on cultural respect and Te Tiriti o Waitangi implementation.
Women and gender-diverse individuals trail men by about 3 points overall, with larger gaps in trust (leadership fairness) and belonging. Pākehā, middle-aged, non-disabled men report the highest scores, underscoring privilege dynamics. Compound effects hit hardest: young ethnic-minority women face amplified barriers in advancement and safety.
- Disabled: Lower safety, more exclusion (e.g., neurodivergent discomfort from DEI debates).
- Younger (<35): Bias incidents, inequitable opportunities.
- Māori/Pacific: Cultural authenticity doubts.
- Older (55+): Strongest in climate, but structural support needed for retention.
These gaps align with broader NZ trends, like Stats NZ's 2024 report showing only 56% sense of belonging, and persistent pay inequities despite legislative advances.
The Risks of Relying on 'Charitable Intent' Over Systems
Maretha Smit, CEO of Te Uru Tāngata, warns that NZ's high 'charitable intent'—personal DEI support—is insufficient without structures. When inclusion drivers depart, progress stalls. Experiences become inconsistent, eroding psychological safety. As talent demographics evolve—with Stats NZ projecting Māori at 20% of workforce by 2043—unprepared organizations face recruitment shortfalls and retention crises.
Economically, Gallup's State of the Global Workplace notes NZ's 23% employee engagement (above global 20%), but inclusion gaps correlate with lower productivity. TELUS Health's 2026 Mental Health Barometer links poor leadership quality to mental health declines, amplifying turnover costs estimated at 1.5-2x salary per employee.
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Case Studies: NZ Organizations Bridging the Gap
While the snapshot is aggregate, exemplars emerge. Fonterra's DEI strategy integrates structural changes like bias training and flexible policies, boosting retention 15%. Air New Zealand's inclusion roadmap closed gender pay gaps via transparent audits. In construction, a sector with 157% female growth (2013-2023), firms using Aotearoa Inclusivity Matrix report 20% higher safety and innovation.
Smaller entities like Wellington-based tech startups leverage Barometer benchmarking, adjusting policies post-survey to lift scores 10 points in six months. These cases show step-by-step embedding: assess via surveys, audit structures, train leaders, monitor outcomes.
Broader Context: NZ's Inclusion Landscape
New Zealand ranks high globally—top in Accenture's Inclusive Cities Barometer—but domestic gaps persist. Pay Equity Act 2020 addressed some inequities, yet gender pay gap hovers at 9-12%. Māori unemployment double national average (Stats NZ 2025). Immigration surges demand adaptive infrastructure.
In higher education, unis mirror trends: more female professors, but leadership 70% male (2026 data). Universities like Auckland report progress via equity plans, yet disabled staff/student access lags. The Barometer's general findings apply, urging unis to prioritize structural DEI amid enrollment pressures.
Stats NZ Diversity Report underscores belonging shortfalls, linking to productivity losses.
Actionable Solutions: Building Inclusion Infrastructure
Addressing gaps requires systematic steps:
- Assess: Run Barometer surveys quarterly; benchmark against 65.6 national average.
- Audit Structures: Review policies for accommodations, promotions (transparent criteria), caregiving support.
- Leadership Accountability: Tie DEI metrics to KPIs; role-model via cultural celebrations, Te Tiriti training.
- Targeted Interventions: For disabled: universal design; youth: mentorship; ethnic minorities: bias audits.
- Monitor & Iterate: Track via dashboards; celebrate wins to sustain momentum.
Organizations partnering with Te Uru Tāngata gain tailored benchmarking. Government incentives like tax credits for certified inclusive employers could accelerate adoption.
Implications for Productivity and Social Cohesion
Inclusive workplaces drive 19% higher innovation (McKinsey). NZ's moderate score risks $billions in lost GDP via turnover (est. $2B annually). Beyond economics, strong inclusion bolsters social cohesion—countering erosion noted in recent polls (25% skipping meals amid cost pressures).
As Clare Foundation funds Barometer expansions, sector deep-dives (e.g., construction, tech) will pinpoint levers. Unis, as talent pipelines, must lead: embedding infrastructure prepares graduates for diverse careers.
Full Barometer Snapshot Report.
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Future Outlook: A Call for Systemic Change
With rolling surveys, future snapshots will track progress. Demographic imperatives—immigration to fill 100K+ vacancies (MBIE 2026)—demand action. Optimism lies in strengths: 82% value diverse perspectives. By prioritizing infrastructure, NZ can elevate to truly inclusive leadership.
Stakeholders: leaders embed systems; policymakers incentivize; employees participate via Barometer survey. The path forward builds on intent, fortifying foundations for equitable, thriving workplaces.
