“We are building on an amazing foundation, and the arrival of three new Steering Committee members and a new General Manager brings an extra boost of energy. Together, we have the passion, expertise and networks to carry that momentum forward and make an even greater impact.”

That momentum was evident at July’s Diversity Agenda Executive Breakfast and Accord Summit. The opportunity now is to carry it forward by sharing proven ideas, broadening participation and building on the progress achieved across the movement.

Sarah says the work is especially important in today’s challenging environment for diversity and inclusion. “There is strong appetite for The Diversity Agenda to continue bringing the sector together, sharing what works and keeping diversity and inclusion firmly on the agenda.”

Joining Sarah are new Steering Committee members Chris Maguire, Janaya Horgan and Jonny Papa, and General Manager Fazleen Ismail. Together they bring complementary expertise, networks and commitment to the movement. For Sarah—founder of the Women’s Infrastructure Network in New Zealand and recipient of the 2024 ACE New Zealand Diversity and Inclusion Award—the opportunity is clear: “We have the right mix of people to accelerate progress and extend our impact across the sector. I’m excited about what we can achieve together.”

Focus, not dilution

The Diversity Agenda’s strategy remains ambitious, but the immediate focus has sharpened. Over the next 12 months, the Steering Committee will concentrate on three priorities: gender pathways, Māori leadership, and growing and strengthening the movement.

That narrowing is intentional. In a tight commercial environment, where many organisations are managing constrained pipelines, stretched teams and competing priorities, focus becomes a discipline and a way of protecting progress. “Part of the challenge is not being all things to everybody, but to move the dial in some very clear focus areas this year,” Sarah says. “I want to concentrate our efforts where they can have the greatest impact.”

Gender pathways remain a critical priority because, as Sarah says, the sector has made gains but is “not there yet”. Attracting women into engineering, architecture and related professions is only part of the challenge. The bigger question is whether women can see clear, equitable and accessible pathways to leadership – and whether organisations are creating environments where different leadership styles can thrive. “Gender was the platform for which The Diversity Agenda was formed. Yes, we’ve made some gains, but we’ve still got some work to do.”

Māori leadership is another central priority. The formation of the Māori Rōpū led by Angela Young, Deputy Chair, provides a platform to embed te ao Māori more deeply, strengthen partnerships and enable professionals to thrive as Māori. “This is about more than representation,” Sarah says. “It is about increasing Māori participation in architecture and engineering, creating stronger pathways into leadership, and building cultural competency across the professions.”

Growing and strengthening the movement is the third priority. “No one organisation will solve this alone,” she says. “But collectively, we can keep lifting expectations, sharing evidence, building capability and creating workplaces where more people can see a future for themselves.” Its long-term success will also depend on financial sustainability, strong partnerships and continued collaboration across the sector.

The infrastructure case for inclusion

The release of the National Infrastructure Plan has made this work even more relevant. Its 30-year, system-wide pathway for delivering the infrastructure we need to thrive —from hospitals and roads to water networks—underscores the scale and complexity of what New Zealand must deliver.

For The Diversity Agenda, the connection is clear: infrastructure delivery depends on a strong and sustainable workforce. Meeting the challenge will require the professions to draw from the widest possible talent pool, develop future leaders and create workplaces where people can build enduring careers.

“The Government sees infrastructure as a catalyst for economic growth,” Sarah says. “Realising that ambition will take people with a broad range of skills, perspectives and experience. Diversity and inclusion is therefore not peripheral to delivery—it is essential. If talented people cannot see a place for themselves in our industry, we lose contributions New Zealand cannot afford to be without.”

Action over activity

The Diversity Agenda’s direction comes with a clear expectation: leaders must turn commitment into visible action. At the Summit Executive Breakfast, Sarah called on chief executives and managing directors to lead diversity, equity and inclusion personally.

“Leaders have an outsized influence,” she says. “You set the tone, shape expectations and model what good leadership looks like. DEI cannot simply be delegated; leaders need to be visible, engaged and accountable.”

That does not require yet more programmes. “There is already a wealth of knowledge and experience across the industry,” Sarah says. “Our opportunity is to share what works, learn from one another and apply it consistently.”

This approach is particularly important for smaller practices operating in difficult conditions. “We understand the pressure organisations are under, so our focus is on practical, affordable steps that can be adopted now,” she says. “Progress needs to be achievable, not burdensome.”

Accountability that strengthens the movement

Strengthening the movement also requires clear accountability. For Sarah, signing the Accord means more than making a public commitment; it calls for active participation, meaningful contribution and consistent follow-through. “Accountability and transparency are important,” she says. “I want every signatory to reaffirm their commitment and demonstrate how they are delivering on the actions they agreed to.”

That accountability involves helping organisations understand where they are making progress, where they need support, and what good can look like across the sector. The annual survey, which informs the Diversity Accord Industry Impact Report showcasing the movement’s collective progress and highlighting where work is still needed, remains an important benchmark, but Sarah also wants the movement to value the human stories behind the data.

“The survey is a very valuable stake in the ground for the state of the industry,” she says. “But the human stories and connecting at that human level are very important too, because at its heart, this industry is about people – their potential, their success and their impact.”

Holding the line, then moving forward

Sarah is realistic about the current challenges facing businesses but says holding the line still matters. “Making huge gains right now is tricky given the commercial environment. But I think holding the line is still a win. There are other areas where we can make gains – and that is going back and reminding people of what they signed up to do.”

She says the Summit mood shifted from interest to action. “I think people came away feeling hopeful and optimistic, and enthusiastic. I think we moved from curious to – let’s do this.”

And she is clear about the opportunity in front of the sector. “We need to be a sustainable, collaborative initiative. If we’re not strong with our foundations, then we can’t deliver change. Having a new Chair, new Steering Committee members and a new General Manager – everyone on the same waka – is going to deliver benefits for the industry.”

For Sarah, the reason for stepping up is both professional and personal. “I have an opportunity to make a change and leave a legacy of leaving the industry in a better place than where I started,” she says. “If not me, then who? Now is the time.”

That same question sits with leaders across the sector. If New Zealand is to attract and retain the best minds needed to deliver the infrastructure deficit ahead, inclusion cannot sit on the margins. It must be part of how organisations lead, make decisions, develop people and measure progress.

The message from Sarah and this year’s Diversity Agenda Accord Summit is clear: the movement has strong foundations, fresh momentum and a vital role to play. The opportunity now is for every leader and signatory to turn that momentum into action—and together build a sector where everyone can contribute, thrive and lead.