Attachment One - NZTE OIA request and questions.docx
I would like to make an official request under the Official Information Act for a copy of the work
completed by Mulberry St consultants for NZTE and also a copy of the summary report that was
shared with the investment team.
Also under the OIA I want to know how much the report cost and who commissioned it. Also I
request copies of correspondence, including emails, relating to the Mulberry report from, May 18
2022 to July 25 2022. Plus details of any meetings with government ministers or officials to discuss
the report and the issue – when the meetings were, who was there and where they took place.
In addition, I would like a response to the fol owing questions by close of play Wednesday 5 April.
1. Why were the Mulberry St consultants asked to look at the culture, diversity and inclusion of
the investment team?
2. Had there been complaints made by existing staff or those exiting?
3. What did the report find?
4. Was the summary report significantly different to the original report and if so how?
5. Did the report look at team expenditure – in particular offsite events, the venue, length of
time, and credit card expenses? Also did it look at travel expenditure by the team?
6. What action has been taken over its findings, if any? If nothing why not?
7. There have been allegations of a culture led by Dylan Lawrence that has been described as
“laddish” and “bullying:”There is said to be an in-crowd that is treated differently to others
and where taxpayer-funded offsite work-related events involve a lot of alcohol consumption
and also take part over a number of days when the strategy work from it could have been
carried out in just one day. What is NZTE’s response to that?
8. I’ve seen an OIA request by Sarah M which asked for figures on how many women have left
NZTE’s investment team since the report was completed, including those that shifted to
other NZTE roles. The OIA request reply seems to say 58 which seems huge – is that correct?
Could you provide those figures in a form that is more easily understood than the reply to
her OIA request. Also what has been the overal staff turnover in the investment team in the
past three years.
9. What has been the reduction in the number of direct reports to the GM of investment and
what was that aimed at achieving?
10. How many people are in the investment team and what is the gender split. What is the
gender split in the investment lead team?
11. What improvements have been made to ensure diversity, transparency and inclusion?
12. What is the overal budget for the investment team and what accountability is there for
team social event expenditure in terms of the money spent, venues chosen?
under the Official Information Act 1982
13. Is the investment team run as a completely separate unit to NZTE and is the culture different
to the rest of NZTE?
Released
Attachment Two - NZTE questions.docx
I would like a response to the following questions by close of play Wednesday 5 April.
1. Why were the Mulberry St consultants asked to look at the culture, diversity and inclusion of
the investment team?
2. Had there been complaints made by existing staff or those exiting?
3. What did the report find?
4. Was the summary report significantly different to the original report and if so how?
5. Did the report look at team expenditure – in particular offsite events, the venue, length of
time, and credit card expenses? Also did it look at travel expenditure by the team?
6. What action has been taken over its findings, if any? If nothing, why not?
7. There have been allegations of a culture led by Dylan Lawrence that has been described as
“laddish” and “bullying:”There is said to be an in-crowd that is treated differently to others
and where taxpayer-funded offsite work-related events involve a lot of alcohol consumption
and also take part over a number of days when the strategy work from it could have been
carried out in just one day. What is NZTE’s response to that?
8. I’ve seen an OIA request by Sarah M which asked for figures on how many women have left
NZTE’s investment team since the report was completed, including those that shifted to
other NZTE roles. The OIA request reply seems to say 58 which seems huge – is that correct?
Could you provide those figures in a form that is more easily understood than the reply to
her OIA request. Also what has been the overal staff turnover in the investment team in the
past three years.
9. What has been the reduction in the number of direct reports to the GM of investment and
what was that aimed at achieving?
10. How many people are in the investment team and what is the gender split. What is the
gender split in the investment lead team?
11. What improvements have been made to ensure diversity, transparency and inclusion?
12. What is the overall budget for the investment team and what accountability is there for
team social event expenditu e in terms of the money spent, venues chosen?
13. Is the investment team run as a completely separate unit to NZTE and is the culture different
to the rest of NZTE?
under the Official Information Act 1982
Released
