The Treaty Of Waitangi

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02 Nov 2017

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The purpose of this report is to find out if the Treaty of Waitangi still holds relevance in 2012. To define this, research will look at the treaty of Waitangi’s relevance in the workplace and potential operational benefits.

To relate The Treaty to the work environment it has been further defined to its key principles:

Partnership – Working together

Participation – Pathways of access enabling Maori to participate

Protection – A duty to recognise and respond to Maori cultural beliefs, values and practices

Under each principle are possible ways in which they can be utilised:

Partnership:

Cultural Diversity in the workplace & Working with Maori businesses

Participation:

Engaging the Maori Population & Engaging Maori youth

Protection:

Maori values in Business & Honouring Maori spirituality

From the research conducted and findings made, there are multiple benefits to recognising the Treaty of Waitangi in the workplace. Benefits include:

Future company success through engaging the younger workforce

Increased productivity and co-operation in the workplace

Benefits for both company and the local community

Solid foundations for company policies and principles.

Although the Treaty was established in 1840, the findings in this report prove that the treaty of Waitangi still holds relevance in 2012 by the incorporation of its key principles in the workplace.

INTRODUCTION

The purpose of this report is to find out if the Treaty of Waitangi still holds relevance in 2012. To define this, research will look at the treaty of Waitangi’s relevance in the workplace and potential operational benefits.

The treaty of Waitangi, a written agreement between the Maori inhabitants of New Zealand and the British Crown was established in 1840. There are two versions of the Treaty that exist, an English version and a Maori version. There has been much debate about discrepancies between the two documents due to translation but it is accepted that regardless of their particular differences, the principles of the Treaty are clearly represented.

A common statement of today regarding the Treaty is "How can a 172 year old document still hold relevance in today’s society?" In the physical sense all the parties that were involved and signed this document have since passed away but to correctly answer this question we need to define the essence of the agreement and decide if these principles still hold relevance.

On further analysis of the Treaty of Waitangi, its essence has been defined by the following 3 key principles:

Partnership – Collaborative process between groups to achieve a common purpose i.e. Working together

Participation – Enablement of individuals or groups to reduce inequalities i.e. Pathways of access enabling Maori to participate

Protection – Akin to fiduciary duty i.e. A duty to recognise and respond to Maori cultural beliefs, values and practices [1] 

METHOD

To obtain the information required for this report, research will be conducted into multiple websites as well as statistical data used from ‘Statistics NZ’. Any figures or comments used will be referenced to their particular point of retrieval.

Apart from a basic overview of the treaty’s history, this report does not seek to examine ongoing treaty issues or its broader historical context (such as grievances towards its interpretations, land ownership or other related consequences) but rather the possible outcomes from choosing to honor it through its principles. The data contained in the report is intended as a guide to finding benefit though the utilisation of the treaty but does not address possible outcomes by way of quantitative measures such as monetary gains.

FINDINGS

To clearly define if the Treaty still holds relevance, the report will be structured in a way that will address each principle and possible ways of incorporating them within the workplace. Each point will be sorted by its underlying treaty principle with a conclusion based on the results.

PARTNERSHIP

Cultural Diversity in the workplace

Research conducted by the Office of Ethnic Affairs has shown cultural diversity in the work place to bring many advantages both qualitatively and quantitatively (financially).

Mervin Singham, the office of Ethnic affairs Director lists some of the tangible benefits to be:

Expanded business growth on the basis of language, cultural ‘know how’, business practice, market intelligence and networks

Increased rate of innovation and productivity in a workplace

Increased number of ideas generated as different perspectives are taken into account when solving problems or designing solutions

Increased level of motivation for staff; and

Increased profitability for shareholders of the business. [2] 

Working with Maori Businesses

There are many successful Maori operated businesses. 2007 Figures show Maori business to represent approximately %2.0 of New Zealand’s GDP [3] . This input is spread across a wide range of industries:

Production and Value Added in the Māori Economy

Industry

Value added ($million)

Industry Share (%)

Agriculture

417

16%

Forestry

23

1%

Fishing

135

5%

Property

690

27%

Education

333

13%

Health

212

8%

Culture

49

2%

Other

704

27%

Total

2,563

100%

Source: New Zealand Institute of Economic Research (NZIER) 2007

PARTICIPATION

Engaging the Maori Population

Figures show the Maori population to be increasing at a faster rate then that of the total New Zealand population.

A 2006 census showed the Maori population to be 565,329 with this number projected to increase to 811,000 by 2026. The following diagrams represent the ethnic make-up of the New Zealand population and their projected increases over the next two decades:

Engaging Maori Youth

Maori youth figures are predicted to increase dramatically over the next decade. A 2001 census showed 91,623 young New Zealanders (aged 15-24) to identify themselves as Maori. This number is estimated to increase to 128,120 by 2021. Figures also project that by 2021, 50% of the Maori population will be 27 years of age or younger. [4] 

These numbers, when compared to the total New Zealand youth population, show a projected increase from 17 percent to 26 percent in 2021.

 

Maori Youth (15-24 years)

Number percentage of total youth

2001 (actual)

91,623

16.80%

2021 (Projected)

128,120

25.90%

Source: Statistics New Zealand

PROTECTION

Maori Values in Business

"An increasing number of organisations worldwide are recognising that the use of values in business is not trivial, irrelevant, or indulgent, but is an integral part of effective management, touching all aspects of a companies operations" (Paine 2004)

Common Business practices incorporate the use of values and principles to guide the way in which the company and its employees operate. The Maori culture is set around strong values and beliefs which can be utilised to enhance sustainable business development. [5] 

Honouring Maori Spirituality

Although harnessing spirituality in business is not a standard practice the following statements have been found that encourage the use of spirituality, increased social responsibility and ethics in producing an advantage in a competitive market.

Studies over the last 30 years have found a significant relationship between socially responsible business practices and financial performance that varied from "moderate" to "very positive." [6] 

"Spirituality could be the ultimate competitive advantage." [7] 

Companies with a defined corporate commitment to ethical principles do better financially than companies that don’t make ethics a key management component. [8] 

Productivity improves and turnover is greatly reduced when companies engage in programs that use spiritual techniques for their employees. [9] 

DISCUSSION

PARTNERSHIP

Cultural Diversity in the workplace

A key initiative in many successful businesses is creating a work force that represents the wider community. This practice is successful because by representing many cultures within the business and harnessing the traditions and practices personal to these cultures; you can utilize these skills for engaging the wider community. Maori represent the second highest percentage of NZ residents, making it a large loss of market share if not acknowledged properly through inclusive business processes. These can be business techniques tailored to Maori customers and/or, through Maori staff, opportunities to be introduced to unique customer avenues such as tribal Maori structures and extended family (whanau).

Working with Maori Businesses

Honoring the treaty can be beneficial, not only by employing Maori, but also by working/doing business with Maori owned enterprises. Maori enterprises make up 2.0% the nations Gross Domestic Product (GDP) with estimated annual revenue of over 2.5 billion dollars. Another potential benefit is, as the treaty’s principles are in regards to incorporating Maori beliefs/practices, dealing directly with a Maori owned and operated business can be a great insight into how the principles are utilised and put into practice. This process will not only bring experience but also directly help the community as many of the businesses are owned by the local Iwi. The partnership then becomes one that is not only mutually beneficial but also beneficial for the local economy.

PARTICIPATION

Engaging the Maori Population

The 2006 census shows the Maori population to be 565,329 with this number projected to increase to 811,000 by 2026. By not utilizing Maori in business you are in turn missing out on a large portion of the usable work force. With international business opportunities increasing due to advances in technology and greater access to a wider customer base, this has in turn put additional pressure on Companies to have adequately staffed processes to cater to the increased demand. In addition to the higher product demands, the broader customer base also brings higher demands for faster service and turnover. Not utilising the Maori section of the work force will only exacerbate the situation

Engaging Maori Youth

By 2021 half the New Zealand Maori population will be 27 years of age or younger. These figures indicate that Maori are a youthful culture and will be a key asset in an ever ageing workforce. Additional insight into these numbers show that Maori youth (aged 15-24) are projected to represent 25.9% of total New Zealand youth population or what can also be described as the younger work force. By pre-empting these changes and harnessing the talents, knowledge and exuberance that Maori possess, businesses will be able to build a stronger foundation for future growth both locally and internationally.

PROTECTION

Maori Values in Business

By not employing Maori or incorporating the treaty principles, you lose the chance to truly connect to New Zealand’s heritage. It is also in the best interest of the company and its success to create policies and principles from which the Company and its employees can base the way they act and perform operations on a day to day basis.

Many Maori have a strong affiliation with their local iwi and their traditions/principles. These traditions are based around connections not only with each other but on a deeper level to the world/spirits all around. These connections are made through cultural practices such as Karakia’s and Powhiri’s which are based upon unity, co-operation and harmony. These customs define what is truly important to the Maori community and can also be utilised as a foundation for what is important to a Business e.g. Multiple bottom line. It also allows staff to learn about the country’s culture resulting in a value add through increased passion towards New Zealand and their own business and products.

Honouring Maori Spirituality

Something not so commonly incorporated in to today’s business practices is the use of Spirituality. Research into the field has shown that spirituality as well as an increased ethical responsibility has a direct impact on a company’s success.

One particular Maori Spiritual process is lifting "tapu’ from a worksite or piece of machinery that has been involved in an accident causing death. In these serious cases where there has been a loss of life, this can bring an air of sadness amongst staff and the work environment as a whole. Removing a "tapu" is a form of cleansing ritual allowing the spirits to be lifted from the area where the accident may have occurred. This is a process that can be attended by all staff and can also bring a sense of closure to the situation and/or chance to say goodbye.

RECOMMENDATIONS

As shown in the findings and discussion, incorporating the treaty principles into the work environment is of benefit to both productivity and maintaining a successful business.

Key points of recommendations are:

Create an employment and training program that sets clear pathways for Maori inclusion. This will create a larger pool for recruitment and increase the employment of Maori youth. The additional training will enhance their skills as employees and place the company in a favorable position for future growth.

The inclusion or Maori will also work towards greater diversity in the workplace which has been proven to increase productivity.

Establish business relationships with Maori enterprises.

By creating key business relationships with Maori companies, you will in turn help the local community and economy. The increased interaction will allow for greater insight into Maori processes and give the company a marketable edge of being a pro New Zealand business.

Incorporate Maori values and spiritual processes into company policy.

As Maori values relate to inclusion, harmony and team work, they will form a strong base for company direction. A company culture with a multiple bottom line target will create long term and sustainable success.

The inclusion of spiritual processes will also strengthen employee relationships and has been proven to be an effective and still relatively unexplored tool when trying to find a competitive advantage.

CONCLUSION

Based on the results from this report I feel the treaty of Waitangi does still hold relevance in today’s workforce through its multiple operational benefits. When defined by its key principles: Participation, Protection and Partnership, the treaty becomes a tool that not only benefits Maori in its inclusion but all employees.

At present only Crown entities/Government organisations are required to incorporate the Treaty of Waitangi in their business practices but findings stated in this report show that it can be a valuable asset to any business.



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