About our Awards

The annual Diversity Awards NZ^TM have become one of the most significant awards programmes in Aotearoa New Zealand to celebrate excellence in workplace diversity and inclusion. Through entering the awards, organisations are showcasing a variety of innovative people initiatives and publicly committing themselves to be held accountable for tangible progress in building work environments where everybody is safe to bring the best version of themselves.

Be part of the 25^th anniversary celebration of this prestigious national awards programme and cement your place as an employer putting people at the core of what you do, creating better outcomes for our economy and our communities.

Changes to the 2022 Awards Programme

Last year we introduced some significant changes to the Diversity Awards NZ^TM programme to align with our maturity framework and to celebrate excellence in respect of the specific organisational competencies required to build inclusivity in leaders and teams.

The new categories were well received across the motu and we were pleased to see the quality of entries that reflected a more mature approach to workplace diversity, equity and inclusion.

At the end of last year, our annual review of the programme suggested only some minor changes, based on the learnings from the 2021 season.

Most importantly, the award categories will this year be similar to those of last year and the distinction between small/medium (<100 staff) and medium/large (>100 staff) organisations will remain. The main changes this year include:

An emphasis on initiatives implemented, as opposed to strategies formulated. We found that the strongest entries last year were those who could show strategic alignment, yet clearly demonstrated how specific initiatives resulted in improved performance on diversity, equity and inclusion (DEI) metrics for the organisation in selected categories.
Improved differentiation between categories. We found that there was some duplication in the evaluation criteria for some of the categories, which caused confusion in organisations as to what category to select for entries.
Ngā Āhuatanga o te Tiriti Tohu. This award will replace the Mātauranga Māori Award of last year, and will focus specifically on how organisations define their position in relation to the Treaty of Waitangi, and how they equip their workforce to contribute constructively within a bicultural work context.

This year we are also introducing a new category to mark the 25^th celebration of the awards programme. The Diversity Champion Award is a nominated category that recognises an individual who, through their work, has made a personal impact on building a more inclusive Aotearoa New Zealand during the past year.

With these changes, we are confident that 2022 will present an awards season like never before! This is the 25^th anniversary of the Diversity Awards NZ^TM after all and we look forward to your entries.

Awards Format

In the 2022 Diversity Awards NZ^TM programme, awards may be presented across four categories – Leadership, Diverse Talent, Inclusive Workplace and Ngā Āhuatanga o te Tiriti.

In each of the four awards categories, there is an opportunity for an award to be made for:

A medium-large (more than 100 staff) organisation from either the private or public sector
A small-medium (fewer than 100 staff) organisation from either the private or public sector

The winners in these four categories will be eligible to be named the Supreme Winner.

In addition, there will be an Impact Award open to organisations whose core business it is to facilitate the provision of more equitable workplace opportunities.

Regardless of category, the judges are looking for organisations that demonstrate:

Innovation, leading edge thinking and unique approaches to complex issues faced in the workplace
Clarity on who is involved and who benefits from the work, process or programme
Quantifiable as well as qualitative measures of impact on business performance and employee engagement
Evidence of support at senior levels, as well as broad employee-level support – more than an HR programme, other managers are leads
Clear co-design and in-house team engagement – more than something that is outsourced to a provider
Clarity on the change management process, with challenges and iterations acknowledged.
Clarity on how organisations were able to use their brand and sphere of influence to promote awareness of the business benefits of diversity and inclusion across an industry, a sector or the wider community.

For specific judging criteria for each award, please see the 2022 Categories section.

Diversity Champion nominations will be managed separately.

Awards categories and the associated judging rubric are reviewed annually, taking into account prevailing diversity and inclusion concerns in the context of New Zealand workplaces, as well as dominant themes and developments in the global narrative.

2022 Categories

Leadership Award

A meaningful and effective diversity and inclusion journey requires adequate levels of support from the top of the organisation, which is more than a single sponsor or champion at the senior leadership team level. Leadership in diversity and inclusion speaks to a strategic approach where organisational design and processes are proactively engineered through a lens of equity, with all leaders (from the SLT to middle management) taking accountability for the kaupapa.

Leadership in diversity and inclusion is about more than “being good people” – it is about an intentional effort to understand personal biases, address structural barriers and to keep learning about ongoing developments in inclusive leadership.

This award will be given to an organisation which demonstrates how they equip their leaders to create environments of inclusion for all employees. In entering this category, organisations should detail the initiatives, processes and trajectory for leadership to shift in their level of maturity in regard to diversity and inclusion.

Entries should not attempt to answer each of the questions listed in the judging criteria. Instead use these questions as a guideline of what could be addressed in each of the categories and then tell a coherent story across the various themes highlighted.

The overall entry should not exceed 2000 words. Additional supporting material should not exceed 15 minutes of video content and/or another 2000 words in written content.

Entrants will also be asked to provide other general information about their organisation, logos and photos.

Judging criteria:

1.	Strategic alignment Please provide details of the rationale for diversity and inclusion in your organisation. What is the problem faced by the organisation that can be solved through improved diversity and inclusion practices? Include a clear link to strategy, real impact and opportunities identified for growth and development. (200 – 300 words)	10%
2.	The initiative How do you define your leadership team? Does it include the Board? Does it include middle management and team leaders? Please tell us about the initiative which specifically addresses the development of diversity, equity and inclusion (DEI) capability in your leadership team. Why was this initiative developed? Also include information about your organisation which will assist the judges to understand unique challenges and constraints currently facing your workforce. (E.g. size, composition, industry sector, locations, structure, hours of operation etc.) (400 – 550 words)	25%
3.	Implementation How was the leadership initiative developed? How was it introduced to leaders? How was it implemented? Please tell us about any issues that you have encountered that might have derailed the programme and how you were able to overcome that. For instance, are there specific challenges in developing inclusive leaders and how are they being addressed? Or, were there specific teams and/groups that were more challenging than others, and what was done to overcome those areas of resistance? How are leaders held accountable for their commitment to diversity and inclusion? How is DEI governed in the organisation? What ongoing DEI support is available to leaders in the organisation? (400 – 550 words)	25%
4.	Workplace Evidence Please explain how the leaders demonstrate alignment of diversity and inclusion with organisational values. How do leaders role model expected behaviours and the effectiveness and/or positive impact thereof across the organisation on developing a culture of psychological safety in the workplace. Specifically, what is the role that leaders play in recruiting a diverse workforce and building an inclusive workplace? Evidence provided ideally will be quantified through metrics such as improved engagement, improved diversity across all levels of the organisation, and improvements in workplace psychosocial safety. (300 – 450 words)	20%
5	Employee Evidence Show us how the initiative has benefited the employees. How do leaders encourage everybody in the organisation to build an inclusive workplace? Ideally this will include qualitative feedback or statements from employees. (300 – 450 words)	20%

Download an example of an entry form.

Enter this award

Diverse Talent Award

Talent attraction and recruitment is a critical component in building diverse cultures and requires that all people involved in recruitment are sufficiently self-aware in order to avoid bias. The maturity journey in talent attraction and recruitment ranges from a place where organisations are unaware of the benefits to one where organisations proactively and purposely aim to ingrain diversity across the organisation through a wide inventory of best practices such as anonymous recruitment and/or designated recruitment.

Talent can also be developed from within the organisation and equitable opportunities for career development is therefore a critical component of building a diverse and inclusive organisation. Research points to the numerous barriers that employees from non-dominant groups face in their journey to fairly move up and across organisational structures, including occupational segregation and pay gaps. A diverse and inclusive view of career development encompasses conscious efforts to build a culture where equitable-oriented efforts result in fluid transit of people across the pipeline, but also a culture where such movement is celebrated and acknowledged as important by all members of the organisation.

This award will be given to an organisation who can demonstrate either of the following:

initiatives implemented to attract talent from specific groups that were underrepresented in their organisation, and how barriers were removed in order for these candidates to progress through the talent pipeline, or
initiatives implemented to improve career development processes in order to ensure that diversity is represented across the organisation.

The overall entry should not exceed 2000 words. Additional supporting material should not exceed 15 minutes of video content and/or another 2000 words in written content.

Entrants will also be asked to provide other general information about their organisation, logos and photos.

Judging criteria:

1.	Diversity gaps identified What are the specific talent pools that you wish to attract to increase the diversity of your workforce? Why are these talent pools required for your organisation? (200 – 300 words)	10%
2.	The initiative Choose between either of the following options, or you can submit an end-to-end diversity initiative for a specific group that encompasses both subcategories. Please make it clear which option you have chosen: (a) Attracting diverse talent What initiatives have you implemented to attract applications from the above mentioned diverse groups? Please include information which will assist the judges to understand unique challenges and constraints facing your organisation in attracting people from these diverse groups (eg. organisation size, workforce composition, culture, industry sector, locations, structure, hours of operation etc). (b) Developing diverse talent What career development initiatives have you implemented to build diverse and equitable representation across all areas of your organisation. How does your organisation approach equity in performance monitoring? Do you have any initiatives to reduce demographic pay gaps across groups? How is career progression of people from non-dominant groups celebrated in your organisation? (400 – 550 words)	25%
3.	Implementation How was the initiative developed? How was it introduced to the workforce? How was it implemented? How is the initiative supported by the leaders/managers of the organisation and what level of accountability does management take for the success of the initiative? Specifically, in terms of the two subcategories above: (a) How have you removed internal bias and barriers from the screening and selection process. How have you overcome these challenges? (b) How are managers equipped to support talent development and performance monitoring across diverse teams? (400 – 550 words)	25%
4.	Workplace Evidence Please explain how the workplace benefits from diverse talent. Have you seen any impact on talent sustainability, customer satisfaction, innovation, or productivity? Ideally, evidence provided will be quantified through formal metrics aligned with strategic objectives. (300 – 450 words)	20%
5.	Employee Evidence Show us how the initiative has benefited the employees. Provide details of the impact that recruitment and/or career development opportunities have had on people from targeted diverse groups. Ideally this will include qualitative feedback or statements from employees. (300 – 450 words)	20%

Download an example of an entry form.

Enter this award

Inclusive Workplace Award

Modern workplaces require a new understanding of pivotal concepts such as teamwork, communication, decision making, employee relationships and, particularly, the way in which dissent and disagreement are expressed and managed. Healthy interactions between a wide range of diverse employees would be impossible without the conscious effort to equip people with skills and capabilities for inclusive collaboration.

Growing such skills cannot depend on diversity training alone and needs to be accompanied by specific interventions to bring knowledge into daily action to enhance inclusive collaboration, including purposely designed diverse teams, employee-led initiatives, diversely-led idea incubators and reverse types of mentoring.

This award will be given to an organisation who can demonstrate how they have improved workplace inclusion and belonging for a specific targeted group of employees from a non-dominant group. This may include people from various ethnicities (including Māori, Pacific peoples or migrants), women, people with disabilities or neurodiversities, the LGBTQ community, young people or aging workers. In entering this category, organisations should detail the initiatives, processes and trajectory for the organisation to shift in its level of maturity in regard to inclusive cultures and social sustainability for the specific targeted group.

One significant outcome from inclusive cultures is an increase in social licence and the opportunity to positively influence social cohesion and sustainability.

The overall entry should not exceed 2000 words. Additional supporting material should not exceed 15 minutes of video content and/or another 2000 words in written content.

Entrants will also be asked to provide other general information about their organisation, logos and photos.

Judging criteria:

1.	Target group What is the specific non-dominant group whose sense of belonging you sought to positively impact through your initiative? Why have you decided to target this group? (200 – 300 words)	10%
2.	The initiative Please tell us about a specific initiative aimed at fostering workplace inclusion and belonging for the above-mentioned group. How was the initiative conceptualised? How does the initiative improve team inclusion and collaboration? What level of leadership support did the initiative attract and how are leaders influenced to be part of the journey? (400 – 550 words)	25%
3.	Implementation How was the initiative introduced to the workforce? How was it implemented? How is the initiative supported by the leaders/managers of the organisation and what level of accountability does management take for the success of the initiative? Did you encounter any specific challenges in building inclusive teams and how are these addressed? For instance, how do you build healthy interactions between employees with significant differences in culture and values? How are individuals equipped to indicate if they feel excluded from the team dynamic? And how are such individuals and teams supported towards greater inclusivity? How are dissent and disagreement expressed and managed in the organisation? (400 – 550 words)	25%
4.	Workplace Evidence Please explain how the workplace benefits from inclusive team cultures and collaboration. Have you seen any impact on retention, engagement, customer satisfaction, innovation, or productivity? Please give examples of how leaders role model expected behaviours. Ideally, evidence provided will be quantified through formal metrics aligned with strategic objectives. Please also provide examples of how the inclusive workplace culture in the organisation has positively impacted the external environment, such as stakeholder engagement, diversity in supply chains, customer experience and/or social cohesion. (300 – 450 words)	20%
5	Employee Evidence Show us how the initiative has benefited the employees. What is the positive impact of these behaviours across the organisation in developing a culture of safety for people to bring their best selves to work? Provide details of the impact that inclusive workplace initiatives have had on people from targeted non-dominant groups. Ideally this will include qualitative feedback or statements from employees. (300 – 450 words)	20%

Download an example of an entry form.

Enter this award

Ngā Āhuatanga o te Tiriti Tohu

Aotearoa is a nation underpinned by the Treaty of Waitangi which is regarded to be the nation’s founding document. A significant body of legal jurisprudence has been established since 1840, and with that, societal shifts and changes which have resulted in significant changes in organisational culture and behaviours arising from the Treaty and its principles.

More recent developments relate to the Declaration of Independence, He Whakaputanga and its place in modern society. An initial report from the Waitangi Tribunal considers there is a legal basis to the He Whakaputanga, further weight is given to He Puapua, a Report commissioned by the Government to relating to realising of the UN Declaration of Rights on Indigenous Peoples of Aotearoa. The point being the transformation of the Treaty, the recognition of He Whakaputanga and He Puapua provides a rich inventory for organisations to draw on to enable staff and management to realise their aspirations in this context.

This tohu acknowledges an authentic and committed organisation which demonstrates from a tika and pono perspective achievements and ongoing work to reflect Te Tiriti in this context.

Organisations will demonstrate initiatives which embrace Te Tiriti in this context which contributes to stronger and more robust partnerships and relationships with whānau, hapū and iwi.

This tono should not exceed 2000 words. Additional supporting material should not exceed 15 minutes of video content and/or another 2000 words in written content.

Entrants will also be asked to provide other general information about their organisation, logos and photos.

Judging criteria:

1.	The kaupapa Please provide an overview of the kaupapa, what it seeks to achieve, how it was developed and to what extent was the Board, the leadership and Māori involved in this process. Where your organisation has a Māori partnership board or equivalent body, please tell us how this has contributed to defining the kaupapa. We are specifically interested in understanding how the initiative will contribute to improving Māori outcomes from a Treaty of Waitangi perspective. (350 – 450 words)	20%
2.	The mahi We would like to know how effectively you are implementing your strategy or kaupapa and what role your leadership team, staff and stakeholders have in this work. How is your kaupapa supported internally and led in your organisation, who is responsible? Please provide evidence of specific initiatives implemented against your strategy. Specifically, can you describe how you authentically celebrate or incorporate elements of the te ao Māori as they relate to this mahi (eg Matariki and te reo Māori)? How do you measure progress against your strategy and do you use any Māori models to do so? (300 – 500 words)	20%
3.	Ngā tautoko What are the mix of resources available to your management team and staff for this mahi? Where Māori are involved, tell us about that and to what extent you support them to help you with this work. Where your partners and/or suppliers have bought into your kaupapa, tell us what that looks like and how this contributes to Māori outcome achievement. (300 – 500 words)	20%
4.	Whānau ora Please tell us about how this work contributes to the wellbeing of your team. Has your organisation developed Māori models of wellbeing (in relation to health and safety)? Have you incorporated te ao Māori values in your workplace and if so do you have policies and procedures which reflect how Māori values are integrated in your organisational culture? (300 – 500 words)	20%
5.	Ngā kaimahi Please show us how the kaupapa has benefited the kaimahi, particularly Māori staff. Ideally this will include quantifiable evidence of kaimahi advancement as well as qualitative feedback or statements from kaimahi impacted by the kaupapa. We would also be interested in any perspectives from whānau, hapū and iwi on the tono, and their views on how their whānau member has developed from a te ao Māori perspective. Please also tell us about the impact of this mahi on the overall performance and success of your organisation. This impact will ideally be provided as quantitative metrics. If there are other non-intended positive benefits to this mahi, please tell us about that experience and how you propose to improve on that work. (300 – 500 words)	20%

Download an example of an entry form.

Enter this award

Impact Award

Across Aotearoa New Zealand, there are many organisations whose core business it is to facilitate the provision of more equitable workplace opportunities. These organisations predominantly operate as social enterprises, advocacy groups and/or not-for-profit entities, and are essential to the momentum of diversity and inclusion.

This award honors purpose-led organisations that have a significant impact on diversity and inclusion at industry level, and is only open to organisations in the private and/or charitable sectors.

In entering this category, eligible organisations will tell the story of how their work is contributing positively to an increased level of diversity and inclusion in Aotearoa New Zealand.

The overall entry should not exceed 2000 words. Additional supporting material should not exceed 15 minutes of video content and/or another 2000 words in written content.

Entrants will also be asked to provide other general information about their organisation, logos and photos.

Judging criteria:

1.	Organisational overview Please provide an outline of your organisation. Include information about the context, purpose and type of organisation to assist the judges to understand the unique challenges and constraints within which you work (eg size, composition, industry sector, locations, structure, hours of operation etc), and how this is relevant to promoting diversity and inclusion in Aotearoa New Zealand. (250 – 350 words)	20%
2.	Theory of change Who are you seeking to influence or benefit? What is standing in your way? What benefits are you seeking to achieve? When are you planning to achieve these benefits? Who are you partnering with in achieving the intended outcome? When are you planning to achieve the outcomes? (400 – 500 words)	30%
3.	Key workstreams Show us how this work was informed in collaboration with others to ensure it meets the needs of Aotearoa New Zealand. What are the key workstreams and projects that you are implementing to effect change? (300 – 400 words)	25%
4.	Evidence of success Please provide details of how your work has positively impacted your target audience. Ideally this will include quantifiable evidence of improved performance as well as qualitative feedback from beneficiaries and/or policy makers. How do you amplify and celebrate the success of your partners in the same field of work? (300 – 400 words)	25%

Download an example of an entry form.

Enter this award

Supreme Award

The Supreme Award will be selected from the winners of the Leadership, Diverse Talent, Inclusive Workplace and Ngā Ahuatanga o te Tiriti categories, taking into account:

Complexity of the problem addressed and barriers overcome through implementation
Resource limitations and creative solutions employed to achieve results within financial and time constraints
Potential to activate change at a larger scale beyond the immediate workplace

Diversity Champion Award

To mark the 25^th celebration of the awards, we are opening a new nominated category for the Diversity Champion Award. This award will recognise an individual who, through their work and advocacy, have made a personal impact on building a more inclusive Aotearoa New Zealand during the past year.

Being a champion for diversity, equity and inclusion means more than being a supporter for a cause. It means more than being able to tell a lived experience story of exclusion. A champion for diversity, equity and inclusion is someone who expertly uses their knowledge, skills, experience and emotional intelligence to build an environment of belonging for others.

As a nominated category (as opposed to self-entry), entries consist of a brief motivation by a nominator, supportive letters, references and evidence, and a statement of acceptance by the nominee. Selection will be based on an exemplary commitment to diversity, equity and inclusion as evidenced through a record of achievement, acts of service, projects or events.

Find out more here

Frequently Asked Questions

How do I know which category to enter?

Our category descriptions section has lots of information and detailed judging criteria. You can also sign up for one of our Awards Entry Assistance workshops to find out more about the new award categories – we are running these online and will have a recording available afterwards.

Can we enter more than one category?

Yes. All entries submitted must fulfil the entry requirements of the chosen category.

Can we enter a programme of work we are running in an overseas office?

No, entries must relate to workplace diversity and inclusion programmes or initiatives benefitting employees who are resident and working in New Zealand.

We are a previous winner – can we enter this again?

Yes, but if you are entering a programme or initiative that has previously won a Diversity Awards NZ™ category or been highly commended by the judging panel, you must provide evidence of significant new development.

Our business supplies services that increase diversity and inclusion in the workplace. Can we enter the awards?

The Impact category is open to organisations in the private and/or charitable sectors whose core business is to facilitate the provision of more equitable workplace opportunities.

Our organisation does work in the community to support diversity and inclusion. Can we enter those programmes?

No, entries must provide evidence of how your organisation is advancing a culture of diversity and inclusion within the New Zealand workplace.

Should we enter under our organisation’s name or the name of the programme or initiative?

Entrants will be referred to by the name they entered under on the official online entry form throughout the awards programme and on all subsequent awards collateral or marketing material produced to support the awards programme. Entering these awards sends a signal to the workforce that you are a business that values diversity and inclusion so it’s preferable to enter under your organisation’s name, enhancing your employer brand. Please ensure all names and titles are correct as they cannot be changed halfway through the programme.

How can I add more photos or evidence files?

We are happy for you to email us extra photos to awards@diversityworksnz.org.nz – please include the name of the organisation and the entry category the photos illustrate. We allow entrants to submit up to six PDFs as supporting evidence for each entry to ensure reviewing entries is manageable for our judges. Supporting evidence must not exceed 2000 words.

Can I just upload or send a PDF or hard copy of my entry?

No, a separate online entry form is required to be submitted for each award entered, using the online form.

Why do we need to provide photographs?

We use entrant photographs to illustrate the case studies produced for finalists and the annual magazine we create to showcase our award winners.

I can’t submit my entry – the system is not accepting it.

Check that you have completed all the fields across the entry tabs.

Do you have finalists?
Yes, finalists will be announced after entries close.

What happens if I am a finalist?
Our team will be in touch to let you know when representatives from our judging panel can do a physical or online site visit. We will also work with you to create a short video of the work you are doing.

When will we find out if we have won?

We plan to announce our winners at an event in August. Make sure you have signed up for our newsletters and we will keep you posted with all the details.

Terms and Conditions

The owner and organiser for the Diversity Awards NZ™ is the Equal Employment Opportunities Trust, trading as Diversity Works New Zealand, Level 1, 90 Symonds Street, Auckland, New Zealand 1010.

TERMS AND CONDITIONS

Entries close at 12pm NZST, Wednesday, 18 May 2022. Diversity Champion nominations close at 3pm, Tuesday 14 June 2022.
Entries must be from organisations operating in New Zealand.
Entries must relate to workplace diversity and inclusion programmes benefitting employees who are resident and working in New Zealand.
Entries in the Impact Award are open to organisations in the private and/or charitable sectors.
All entries must be submitted through the official online entry form and process.

All entries submitted must fulfil the entry requirements of the chosen award.
Entrants will be referred to by the name they entered under on the official online entry form throughout the awards programme and on all subsequent awards collateral or marketing material produced to support the awards programme.
A separate online entry form is required to be submitted for each award entered, using the text fields supplied.
Entries must be within the word limit of 2000 words.
Supporting evidence or images can be uploaded as attachments.
Supporting material should not exceed 15 minutes of video content and/or another 2000 words in written content
Supporting video evidence may be submitted during the online entry process by video upload or as a link to a video sharing platform that can be accessed by the judging panel and those processing entries on behalf of the awards organisers.
Supporting photos should be in jpg, jpeg, png, tif or tiff format. Maximum file size is 25mb.
Incomplete entries can be disqualified.

Organisations can enter more than one category. You can also enter more than one programme or initiative per category via multiples submissions. You can, however, not enter one specific diversity and inclusion programme or initiative across various categories – an initiative can be entered in only one category per award year.
Finalists will be announced after entries have closed. Finalists will be allocated times for an assessment by the judges’ (this maybe a physical or virtual visit) and finalists must make themselves available at the scheduled time. The judges may, during the visit, request evidence to substantiate any claims made on the entry form.
Finalists will be allocated a time for a video of their initiative to be filmed and must make requested personnel available at the scheduled time and obtain the required consents from authorised representatives of the organisation and the individuals appearing on camera.
Case studies will be prepared by the awards organisers for all entries selected as finalists. Entrants will have the opportunity to correct any errors in these case studies. Case studies will be publicly available via the Diversity Works New Zealand website following the conclusion of the Awards programme and announcement of finalists and/or winners.
The independent judging panel will be appointed by the awards organisers.
All entry information and material submitted remains the property of the organiser.
Entrants agree to allow the use of their entry information and material for publicity purposes and ongoing Diversity Works New Zealand promotions and will ensure they have obtained consent for any images, video footage or quotes to be used to support their entry from the relevant individuals and entities.
By agreeing to these terms and conditions, you agree that the organisers can send you correspondence from time to time in relation to the awards process.
Entrants will be encouraged to make themselves available without cost for publicity purposes as required.
Entrants selected as finalists should be available to attend the awards event in Auckland or any other alternative celebration event as may proceed as a result of circumstances as they then exist. (Inability to attend does not disqualify entry).
The award organisers reserve the right to:

Transfer any entry from one category to another if it is deemed advantageous to the entrant. The entrant will be notified of this change of category.
Disqualify any entrant deemed to have breached the above terms and conditions.
Disqualify any entrant that could potentially damage the brand reputation of the awards.
Withdraw any award or choose not to award a winner in one or more of the categories.

Eligibility for all award categories will be at the sole discretion of the award organisers. Notwithstanding any other provision in these terms and conditions, the organiser reserves the right at its sole and absolute discretion to at any time suspend, cancel and/or modify in whole or in part any part of the awards process, the format of the proposed judging and/or videoing and/or method of celebrating the achievements of award entrants and/or finalists and/or winners.
The judge’s decisions around finalists and/or winners are final and the decision of the awards organisers around the shape of the programme and the nature of the celebrations are also final. No correspondence will be entered into in either case.
The issuance of these terms and conditions does not constitute an offer by the organisers that is capable of acceptance by any entrant. Each entrant, by submitting their award entry, acknowledges and agrees that the award process (and any suspension, cancellation or modification of it) will not result in the organiser incurring any obligations or liability whatsoever to entrants.
Winners in the Leadership, Diverse Talent, Inclusive Workplace and Ngā Āhuatanga o te Tiriti categories are eligible to win the Supreme Award.

AGREEMENT OF TERMS AND CONDITIONS
By submitting an online entry to the Diversity Awards NZ™, entrants are deemed to have accepted the Terms and Conditions.