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Global Kiwi

Hannah Churchill, founder, hcreates

Tell us a little bit about yourself and your business? 

I grew up in Dunedin and moved to Wellington to complete a degree in Architecture at Victoria University. After graduating and working for a few years in Wellington, I had the opportunity to move to Shanghai. While there I helped a group of friends design their first bar which led to some more restaurants and hcreates was born.  It’s been a busy ten years or so designing and completing over a 100 restaurants and bars, workspaces, gyms and retail spaces. I have been fortunate to be included in the Architectural Digest top 100 Designers in China since 2017.

What was 2020 like for H Creates? I imagine a design studio would have been affected in different ways than other companies. 

The weeks in February after Chinese New Year are our most active time of the year, as clients begin new projects they hope to open by summer. The situation evolved rapidly at our most important time of the year. Almost every project in our pipeline vanished, all new projects went on hold, and leases were extended as people just tried keep their doors open let alone consider new ones.  

Given the challenge what did you did you do?

We realised there was no easy way out, and there were a mountain of factors completely out of our control. We made a conscious decision to just focus on what we could do. Initially, we got to spend a lot of time on internal tidy-up and planning. By May, Shanghai started to feel slightly more familiar again. So, we just got out there and had coffees with anyone and everyone to chat about our business. It was an anxious 4-5 months as we kept paying bills and worked towards rebuilding our pipeline.  

Tell us about your most memorable experience in 2020? Any particular keywords or phrases that come to mind?

Whilst we were back in NZ over CNY (pre-lockdown), we caught up with an artist friend Anna Leyland whom we had collaborated on a Shanghai project before. When she was telling us all the plans she had over the next few months, she paused and said, “you know, you just got to keep hustling”. When we got back to China and things were looking pretty grim, we remembered that conversation and “keep hustling” kind of developed into a mindset for us that we were going to need to do be prepared to think and do things differently to make it through the year. 

Finally, in the last quarter of the year, a coffee catch-up turned into an opportunity to work with an international entertainment company that is launching their brand in China. We are looking forward to seeing this project open its doors in 2021.

Do you see any new opportunities or positives for the interior design industry in 2021?

China is still a place of rapid change so generally there is a lot going on. We are already seeing a promising pattern in 2021. This is due to three main things, the delayed projects restarting, travel restrictions leading to increased domestic spending in hospitality and retail. Slower recovery in other global markets encouraging brands to speed up their China projects.

Andy Huang, owner, BLEND

Tell us a little bit about yourself and your business?

My name is Andy, I was born and raised in Shenzhen and went to New Zealand for my undergraduate studies in 2000. After I graduated, I started working for ASB bank and ended up spending ten amazing years in Auckland before I made a move to London, where I stayed until 2015. I decided to move back to Shenzhen to be closer to my parents, and I started my coffee business with my two business partners in 2016.

My business is an independent cafe brand named BLEND. Currently, BLEND has three branches in Shenzhen, and we were one of the very first cafes in Shenzhen to serve specialty coffees and provide all-day brunch daily.

What was 2020 like for Cafe Blend? I heard that you even opened up a new store during the lockdown period – which would seem like a bold move to the rest of us.

It was definitely a difficult start of the year for 2020. We were basically shut for the month of February, and then allowed to open only for takeaway and delivery at the beginning of March. It was only towards the end of March when we could finally operate with full service. Luckily, we saw business pick up fairly quickly. By May, we were pretty much back to our normal level of sales, something which we know was quite unusual in the food and beverage industry at that time.
Opening a third cafe in 2020 had always been in our plans, but we didn’t dream to be able to continue do it when the pandemic broke out. We watched our business and the market very closely. In May, when we saw that sales numbers were getting back to normal and, more importantly, the pandemic seemed to be getting under control in China, we made the decision to carry on with our plans and start looking for the right location for the third cafe. We acted fast — there were quite a few businesses closing down around that time, so we thought it might be in our favour to negotiate a rental deal. We managed to seal the deal for a site in Nanshan we really liked in June, and from there we were able to open our cafe in August!

Can you share with us some of the key strategies you used to increase customer orders and expand your business at a time like last year?

Firstly, I think we have always known what we want to achieve for the business and we stick to our plans all the way. BLEND was created to show people in Shenzhen what a cafe is like in New Zealand. We want to provide not only good coffee but also amazing all-day brunch dishes. Since we started the business in 2016, we made all of our business decisions with this goal in our minds. 

Secondly, we worked very hard to really understand our business, inside-out and outside- in. In the past few years we have improved so much in every aspect of our business, including products, customer service, the management system, training, etc. We understand what our customers like about BLEND and we never stop enhancing that experience, and more importantly, we built a very strong customer relationship with our clients. And we believe that’s how we were able to recover so quickly from the initial couple of months of the pandemic.

Thirdly, we have never stopped building a better team and a stronger brand. The competition in China is intense and things can happen at a much faster pace than elsewhere. That’s means if we stop thinking about what we can do next or planning ahead, we could soon fall behind and lose our place in the market. So it is important to build a company culture in which everyone has a drive for continuous improvement, and in which everyone see such changes and improvements in a very positive way.

Tell us about your most memorable experience in 2020? Any particular keywords or phrases that come to mind?

It was definitely when we were first allowed to reopen during the early stages of the pandemic. Customers even from far parts of the city ordered their food online and came to the cafe to collect it and support us. Some regulars visited, but because we had to maintain social distancing, we could only just wave our hands to say “hi”, or show a hug or kiss though the air, or sometimes we just stood there and smiled at each other. In those moments, we realised how much we miss the personal contact and interactions we have in normal times. Keywords and phrases like, “stay healthy” and “don’t take everything for granted”.

Do you see any new opportunities or positives for the specialty coffee industry in 2021?

I do think the specialty coffee industry will continue to grow not only in China but also around the world. The coffee drinking population is growing dramatically in China and that offers great opportunities. While coffee has an established place in people’s day-to- day life in the West, customers here in China have their own understanding about coffee with further potential to develop. And the varied understanding and knowledge about coffee means there are a lot of hidden opportunities to find and explore.

Augusta Xu-Holland, Actress

Tell us a little bit about your background and your experiences in China?

I was born in Auckland but my father is originally from Beijing so I had a bicultural upbringing. I went to Otumoetai College in Tauranga and then went on to complete a BSc in Biology and BA in Asian studies at Vic Uni in Wellington. After finishing university, OE was the next step, naturally and I made what was in retrospect the life-changing decision to travel a bit around China and see what was happening in this big country of my father’s ancestors. It turns out a lot was happening in China.

I immediately started working in public relations and also in bioenergy, and then was given a chance to move into acting. There was strong growth in the China film industry around that time in 2015 and, for some reason, I fitted right in, scoring my first role (romantic) as a nurse in a Hollywood China co-production. Since that first opening, I have played a wide range of novel characters including a teenage gang leader on the border between Russia and China, a sci-fi werewolf, a Michelin Star restaurant owner and a Malaysian Paris Hilton…

What was 2020 like for you? Did the pandemic cause any significant changes to your personal and professional life?

Needless to say it’s been hard to be away from friends and family, knowing that its not easy to get home. I came back to China right before borders were closed to foreigners and there was a time of uncertainty; everything was on hold while everyone tried to work out what was going to happen. The entertainment industry has somewhat rebounded and I was lucky to get

some good film work in a tv series towards the end of the year. It almost felt like normal conditions, just some nucleic acid tests and the crew were wearing masks.

Can you share with us one of your most memorable moments or achievements from 2020?

It would have to be the relief of the The Eight Hundred coming out, and my being in Beijing to be part of the excitement. Fortunately COVID was under control in China, so people could enjoy it on the cinema big screen. The movie raked in about 360 million USD in box office revenue so, interestingly, it was actually the top grossing film in the world for 2020, -which may be a little like  ‘low hanging fruit’,  I know, but we have to celebrate what we can! It was especially nice to have friends and family watch it back home in New Zealand cinemas too.

Any plans or aspirations for 2021?

I’ve been fortunate already to spend all of January working in Sanya, Hainan, shooting a TV series, with scene locations across various luxury resorts, by and even on the ocean as well as  in very iconic Hainan coconut groves, so I have had my luck for the year already in a way. But, of course, like others, I really hope that the worldwide pandemic is able to be finally got under control, so China’s and the world’s film industry can flourish, and the great directing, acting and technical talent that I have appreciated working with in China so much, get to continue to use their wonderful skills. And hopefully we will also see some more filmmaking ventures between China and New Zealand.

In the meantime, with this change of pace,  I have got to know other cities and regions of  China better.  For example, I’ve started a business with a friend which is based between Jinan in Shandong and Melbourne and I have also become more familiar with the Hainan provincial  government business policies, and can see opportunities there for the future.

Gary Bradshaw, the Head of School for 3e International School (Beijing)

TELL US A LITTLE BIT ABOUT YOUR BACKGROUND AND YOUR EXPERIENCES IN CHINA?

I came to China back in January 2007 for a classroom teaching role at a small international school in Wuxi, Jiangsu. I am now in my 15th year in China and can say I have lived here much longer than I have lived anywhere else in my life. My childhood was spent as an ‘expat’, living in Zambia, Indonesia and Papua New Guinea, with periods of time in the UK, Australia and also in New Zealand. 

Though born just outside Liverpool in the UK, our family moved to Zambia when I was 2 years old. My father worked as a mechanic in the copper belt mining area and wanted to provide opportunities for the family. From Zambia we moved to Indonesia, then to Australia and then to the island of Bougainville in Papua New Guinea as a teenager. My senior schooling at this time was by correspondence as there were no international schools. 

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I finished my schooling at a boarding school in Nelson and remained there for a few years and became a New Zealand citizen. Over the years my career has taken a couple of turns as I moved from nursing to teaching and then to school leadership. It took me to the UK, Australia, back to New Zealand,  Singapore, South Korea and finally here to China. Teaching and leadership roles in Wuxi, Chengdu and Beijing have left me feeling very comfortable and contented here in China, but I also know that at some stage I will return home to live in Wellington. 

WHAT WAS 2020 LIKE FOR YOU? DID THE PANDEMIC CAUSE ANY SIGNIFICANT CHANGES TO YOUR PERSONAL AND PROFESSIONAL LIFE?

2020 was without a doubt one of my most challenging years professionally. At the time of the outbreak, my wife and I were enjoying Chinese New Year in Wellington. As news started to come in, with the very real prospect of school closure beyond the spring festival holiday, I had little choice but to come back. While other colleagues and friends in Beijing and China were doing all they could to get out of the country, I was desperate to get back in. I knew China was most probably the safest place to be and the school, families and teachers needed me back in Beijing. 

It was a challenging year. Exacerbated by a series of unknowns and a school community demanding answers to questions we simply didn’t have answers to. This was compounded by governmental demands of data, information and time. For weeks on end I was unable to sleep, but little by little things became clearer, some questions answered and the reality of what was happening kicked in. A family health scare over in Australia in May had me worried that if something went wrong I would be unable to travel and be available if needed. I think it is the helplessness that is the most challenging. Not having the ability or the power to do or manage what you need to in a time of crisis can be debilitating. 

We are not out of the woods yet in terms of this pandemic, but I am certainly better equipped now to deal with what comes my way.

CAN YOU SHARE WITH US ONE OF YOUR MOST MEMORABLE MOMENTS OR ACHIEVEMENTS FROM 2020?

Without a doubt getting our school back up and running and having children fill corridors and classrooms once again is one of the most memorable things from 2020. It was such a big break for children and families and so hard on them as they attempted to home school their children while juggling work and family commitments. We had amazing support from the best of our families. 

There was so much appreciation and understanding about what were we’re trying to do, both with our home learning and with reopening. The teachers worked very hard throughout school closure and as a school we did all we could to support and nurture them. We knew we would be unable to please everyone along the way and we did lose some families. 

All schools struggled, particularly private ones and some are still struggling. Our enrollment took a bit of a dive when the new year started. Uncertainty, pandemic restrictions and processes, along with continued fear kept some families away, but we are so happy we remain open and continue to be a viable learning option for families. 

ANY PLANS OR ASPIRATIONS FOR 2021?

2021 is a new year and I am so excited to be able to welcome my first child, born just before Chinese New Year. There is little doubt my 2021 will be dedicated to ensuring that he is cared for,  nurtured and gets all the love he deserves. On the professional front, I am looking forward to getting the school operating normally again. Many things have fallen by the wayside and opportunities for our school and professional communities to connect together in meaningful ways once again will be very welcome. 

HAS YOUR COMMUNITY COME TOGETHER DURING THE PANDEMIC? WHAT ARE SOME EXAMPLES OF THIS?

Given the physical distance between myself and my wider family, technology has always played a part in how we have keep in touch. Never more so than during the pandemic. WeChat calling and messaging has been our go-to method for a couple of years and has helped us to be available for each other regardless of the time differences. 

Reading and writing poetry has always been a big part of my life and being so far away has meant I had lost touch with what’s been going on. Many NZ poetry groups moved to online meetings and readings during the lockdown, so this enabled me to join and reconnect with the poetry world. I am now also a committee member and secretary for the New Zealand Poetry Society (NZPS), which allows me to keep up to date on poetry, writing and the arts scene back home. 

WHAT WOULD YOU LIKE TO SEE HAPPENING IN CHINA’S KIWI COMMUNITY IN 2021?

There are loads of Kiwis all over China. Finding ways to connect them together and to connect them with home is so valuable. In reality many, like myself, will return to NZ at some stage and I know that fitting back in and building community will not be easy. 

Expatriate life here in China is a cushy one. Returning home will be a challenge for us all and finding ways to reconnect through art, stories, literature, poetry, culture and sport while we are here would be so beneficial. 

Some things I would love to see here include: 

  • The All Blacks in China
  • a New Zealand book or literature festival
  • Arts or Cultural festivals
  • visiting artists in collaboration with Chinese artists
  • more educational connections and opportunities that reflect both Chinese and New Zealand similarities & perspectives

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Filed Under: COVID-19 recovery, Global Kiwi, World changing Kiwi Tagged With: China, Covid-19, Voices of the community

Can you tell us briefly about your professional background?

My professional background has been a journey that was initially anchored in accounting and finance, a skill I learned from my parents who managed our personal and whānau affairs, not through a love of learning math or accounting at school (my High School experience in South Auckland is another story!). When I arrived in NYC in my mid-twenties I discovered a global community, quickly drawn to places like the United Nations where a friend invited me to a staff party and I was brushing shoulders with Kofi Annan – I guess I realised that I had this immediate access to this global arena and from that point on it shaped my tertiary studies in NYC and where I wanted to work. I had the option to decide on an entry role either at the UN or with the Ministry of Foreign Affairs and Trade (MFAT) and I ended up showing my allegiance to NZ, spending around ten years working for both MFAT and then NZTE. A decade in with a NY degree and growing family, I started my own company managing events and projects in the US for New Zealand and US non-profits. Ultimately this directed me to the well-oiled machine of philanthropy in the US which is both a fascinating and challenging space to work in.

What influenced your decision to return to Aotearoa?

It has always been the dream to return to Aotearoa one day and I made a personal commitment to myself and my whānau to be able to set my feet on home soil every year I spent away, which means I’ve flown across the Pacific at least 22 times in each direction, the last 12 of those journeys with children in tow. In February 2020 we had committed our twins to fabulous schools in NYC after a gruesome application process, and declared to our whānau that we’ll be moving permanently to Aotearoa in 2033 to finally settle after the kids had graduated… Covid changed all of that!

We were on one of the last flights out of Houston a month later, arriving in NZ one day before the country went into level 4 lockdown in March. We found a place to quarantine in Auckland through the kindness of friends “stuck” in Chicago, which ended up being our interim rental here. Beds were left unmade in our small NY apartment which is now almost packed in boxes awaiting our next move…

As a Māori woman business leader who has recently come home, what have you noticed about the culture and society in New Zealand and how they respond to female ambition?

I’m not sure what female ambition is, other than to speak from the perspective of being a mother who will always fearlessly advocate for my children’s needs and rights to the very best standards this world can offer. Being a Māori woman who has had to navigate a dominant white patriarchal society, education, corporate, business structures and systems all of my life, that have persisted over the generations due to colonialism in Aotearoa, it has been a life-long journey that requires resistance, grit, fortitude and the need for space to reflect, recover and heal.

As a business woman returning to a corporate New Zealand environment after being in the US so long, I’m inspired to see the many thriving fellow Māori women – and men – business owners, executives and community leaders and it feels great to be in affinity with other Māori entrepreneurs after being one of a small few in the US. [The “Offshore” view of Māori is an entirely different range of tensions which is another article in itself.] Outside of the Māori business landscape however, I am also appalled at the lack of infrastructure in NZ to champion equity for Māori and other marginalised people in Aotearoa and have noticed a disconnect or delayed response between mainstream New Zealand and movements such as #MeToo and #BlackLivesMatter compared to other parts of the world. The intersection of gender and race is an important space for me to interrogate and I don’t think that NZ is as progressive as we might like to think we are. All we need to do is to look at just a few of the terrible statistics out there such as the 63% of incarcerated women in NZ being Māori when the Māori population sits around 15%; that outstrips all in the OECD and is systemic. And that is in a country that’s had legal prostitution since 2003 so to me it suggests that being Māori has worse outcomes than merely being a woman in NZ, so being a Māori woman? Good luck!

I feel there is so much more emphasis in NZ on the concept of “equality” which is not as targeted nor as transformative as an equity lens offers, which also requires us to address the past wrongs that can bring about a level playing ground in order for Māori, Pasifika and other marginalised communities an ability to compete and thrive in “Corporate NZ”. Just look at the introduction of a Māori procurement policy for the $42B goods and services with the NZ government – I could not believe that in 2020 NZ still did not allocate a portion of it’s governmental contracts specifically for Māori suppliers, especially when I have been able to access government contracts in NY for years as an Indigenous woman business owner. Australia has had an Indigenous Procurement Policy in place for years as well. Here in NZ we are supposed to be in partnership under Te Tiriti and this is not at all reflective of a partnership in the economic development sense. How has this been ignored for so long when NZ’s CANZ partners are performing better on this particular measure?

You’ve recently joined the Courageous Conversation Aotearoa Foundation as the Executive Director. Can you talk to the work that the Foundation does? Why is it so important?

I have long admired the Courageous Conversation™ framework which I came across in New York as I navigated the independent school system for my children. The founder Glenn Singleton who hails from Baltimore presented to my daughter’s NY school around 2015 and it was the first time I felt as though someone was able to harness a room full of people from different races and disparate life experiences to engage in a conversation about difficult and often uncomfortable topics on race and racism and how it impacts our lives, families, schools and workplaces and systems. I joined the US board of the Courageous Conversation Global Foundation in 2017 and after returning to NZ in 2020, followed by the killing of George Floyd that saw protests all over Aotearoa while also acknowledging issues Māori had been voicing for generations, the time was right to establish the Courageous Conversation Aotearoa Foundation. The work speaks for itself and has been self-sufficiently growing in the private and governmental sectors here in NZ for six years already so the Foundation is built on a proven method and deliverables thanks to an incredible team that understands the importance of authentic Treaty-based partnerships.

Grounded in Te Tiriti we offer a protocol for healthy and productive conversations about race and racism, deepening our collective understanding of racial equity. The aim of the Foundation is to offer this protocol and learning to the community for free. This work is important not just for those who need additional support, but for all in our community so we can collectively address these issues and live to our fullest potential in this world. It can’t be built on the backs of the already marginalised few. It’s also evident that when diversity, inclusion and equity policies are prioritised within corporate entities, that economic outcomes improve – just ask one of the global companies headquartered in the US. If the backlash from #BLM didn’t highlight that I don’t know what will. We’re still interconnected economically, otherwise we wouldn’t care what is happening with foreign trade, in the stock market or with exchange rates.

Courageous Conversations works to elevate racial consciousness in Aotearoa. After being away from New Zealand for so long, have you noticed any change in racial consciousness since you’ve returned?

I can’t say I’ve noticed much change in racial consciousness in mainstream New Zealand upon return, but 2020 was a big year shifting perspectives I think. The attempts that Stuff made to acknowledge the prevalence of racism in NZ media / society was encouraging, but I always go back to those who are at the decision-making table. Who is on your executive leadership team, your board of directors, or the stakeholders who hold economic power that are able to both financially and spiritually champion these efforts? It is uncommon to think of the spiritual sense within a corporate entity but there is more demand for an integrated work-life-environmental balance so I believe it’s important to speak to this aspect. This is not an overnight fix but an ongoing commitment that requires a type of unrelenting perseverance and non-negotiables to really reverse the many negative statistics we have in NZ. Ultimately it requires buy-in from the most senior in leadership. It requires courageous leadership which is why the Foundation will also be developing a Courageous CEO and Governance Leadership programme for both for profit and nonprofit (philanthropic) leaders.

I have to remain hopeful and it is encouraging to see the many change makers in the existing corporate NZ landscape – particularly in Diversity-Inclusion roles although in NZ these roles often forget to include the “Equity” piece, or they isolate the role so it’s not integrated across the organisation and ends up being tokenistic and not transformative. I do worry that this gives us a false sense of progress. Interests often default to the majority white patriarchal influencers that dominate our economic and political landscapes. This is why representation at the very top, matters.

The theme of International Women’s Day this year is #ChooseToChallenge. What is your challenge to New Zealand?

I guess my challenge to New Zealand would be to view the negative statistics as if they are impacting your own family, and then to interrogate why you wouldn’t do anything to make whatever changes you can make in your own lives, your community, your workplace or schools to address societal inequities. Imagine if that was your own mother or sister or daughter in prison – I bet anyone would fight tooth and nail to reverse that reality. We can each take a small step to look in the mirror, reflect and acknowledge how we can be part of the solution, to not just reimagine a better future for our mokopuna, future generations, but to actually use our positions of privilege, access and influence to help drive that change. March is not only International Women’s Month but it is also when we have International Race Relations Day and the tensions that have long existed around women’s movements, whether they be in the US or NZ, is that white women have often dominated the narrative which will always be contentious for women of colour. I know there are white/pākeha allies out there – I challenge them to come forward and to work in allyship with people of colour. The first step is to understand what an ally looks and feels like.

Is there a particular connection that you’ve made in your life that has amplified your career in some way?

I’ve had several connections who have amplified my career and often it’s been other women. There are at least five older Māori women in NZ who come to mind right now who I have admired and learned from. Those who helped me recognise what I needed to do to get up from the floor after being drop-kicked by a monocultural workplace, and stood by me along the way. It is also the two US-based NZ women of a similar age as me, who help me identify pathways forward when in oppressive environments. And it is has also been two incredible women, Bess Pruitt who sadly passed in September 2020, and her sister Harriett McFeeters, who are African American and have lived through segregation and the Civil Rights movement; they gave me a room to board in their family home in the Bronx and acted as ‘sponsors’ for my student visa so I could see out my BA in NYC, and then guided me through nearly every career turn that happened since. That’s the concept we understand as whakawhanaungatanga.

What’s a piece of advice that you would give to young women early in their career?

Identify your passion in life as early as possible and start working in that area as soon as you can. Sometimes accessing those spaces might not be in the form you imagined such as starting at an entry level, but gaining access is important so you can get a sense of the environment and internal practices. Challenge systems. Build relationships. Don’t be afraid to question things. Approach with trust that everyone is coming from the best intentions and be ready to stand your ground because one day you will need to.

What are your hopes for 2021?

I hope that in 2021 the world can eradicate the threat of Covid-19 which is impacting communities of colour at greater numbers than others, so that children around the world can return to in-person learning. And I hope that we never forget the impact of 2020 around the globe, that saw the simultaneous crises in both the pandemic and racial injustice. That needs to remain a turning point in this lifetime for the entire world to spur systemic change.

CONTRIBUTOR

Sarah Smith

CEO and Director

MokoISM

Kea member

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Filed Under: Businesses growing at home, Global Kiwi, Kiwi coming home, World changing Kiwi Tagged With: Coming Home, international women's day, Maori, Sarah Smith

Can you talk a bit about what the innovation centre does. How does this fit into the work of the UNDP and the UN as a whole?

The Innovation centre is a unique and special part of the UN Development Programme. It is funded specifically to develop new products and services to support innovation to achieve the Sustainable Development Goals in countries and also to support innovation within the UN Development Programme itself.  On a day to day basis the centre currently does many things to support innovation, but the main role is supporting governments across the Asia/Pacific region to innovate for social and environmental good. This is done through practical support, capability building, providing inspiration, funding etc. We have colleagues across the globe who are also working to support innovation and the Secretary General of the UNDP has innovation as a priority so it’s a great time to be joining and be leading this agenda. 

How are the innovations you champion prototyped and tested. Can you explain the process from idea to implementation?

The innovation process is partly science and partly art and generally the process is pretty easy, but what you can’t control is the outputs and outcomes of that process! Finding innovations can happen in many ways. Many readers will be familiar with the idea that an innovator comes up with an idea and then “pitches” that idea to funders or people who can help execute that idea. This is a process we use in development but we also use others like co-design (where people work together to design new solutions), and various competitions and prizes (where people compete to solve problems). There are many ways of bringing together teams to generate new ideas etc. Once those ideas have been generated we develop a prototype which is generally a small and inexpensive version of an innovation and then give it a go, try it in place, see what we learn and what sticks. My focus however is on strategic innovation so seeding the frameworks, protocols etc that are needed to change the very systems that we currently live and work in. 

How do you diffuse and scale innovations across countries when each country is so unique?

When thinking about scaling innovation you need to think both bottom up and top down. Top down includes sharing what works in other places and a bottom up approach is adapting those solutions. This sounds easier writing it down than in practise! One of the biggest barriers to scaling innovations (besides money and people) are our own mental models and culture and how we feel about innovation that comes from other places. The key is to look for the elements within any innovation that can be contextualised or can be replicable and be really open to where good ideas come from. For example moving goods such as blood around via drones, in Malawi, Africa we did this with ease because there are few obstructions in the airspace and air controls are still evolving. In London it requires a new level of thinking about airspace and managing obstructions etc but the principle use of the innovation, moving blood via drones is the same.

How do you think the private sector can work within the development space to create better outcomes for people?

It’s very old fashioned thinking to think that only civil society or government can solve social challenges and quite frankly the power we have given to private enterprise means that we are the private sector that needs to help solve our biggest challenges anyway. It’s also very naive of the private sector to think they have all the answers to problems and know the right way to embed sustainable change. Most problems that the private sector are very good at solving are technical ones but the big challenges we are trying to solve are adaptive ones so what this means is that we need the power of the private sector, its resources, skills, expertise etc but we also need the skills, expertise and resources of those who understand social change such as citizens, civil society and governments. Fortunately there are many many world class CEOs and boards who are willing to invest time and energy into understanding what leaver they can best pull to create sustainable change.

Have you noticed a shift in your career in the private sector moving more into assisting with social initiatives and greater world problems e.g. climate change. How does innovation tie into this?

World leading businesses now invest in social change. It’s no longer just good enough for businesses to think about how they can make money while working within the law of their given country. Consumers, governments, the public all expect more and a new social contract is being woven between the private sector and citizens.  You will often see businesses working out their “purpose” beyond “selling X thing” which is good but many struggle when they get to the next step which is asking the question “How will my business play a positive role in the change we want to see?” as often Key Performance Indicators and Board expectations are not aligned with the purpose.  Innovation is required to make this change and for businesses to be able to see where they can contribute to the systems change required. The climate crisis is a very good example here as we all contribute to the crisis. All businesses must now assess, “what contribution are we making to this world scale crisis and how can I eliminate this impact.” The climate crisis opens up many opportunities for businesses to grow but most will require some form of pivot. Having the agility and capabilities to change is essential for the future growth of business in this context and at the heart of this is innovation.

Where do you believe the future of innovation is heading?

The future of innovation is definitely moving towards more open and collaborative innovation. More strategic and what some call “mission oriented innovation”. For business, the future is open which means that innovation happens both inside and outside of a company and the inputs of innovation can happen outside the boundaries of a company. It’s now more common to collaborate with other organisations, to develop new products and services through joint ventures and alliances etc. All organisations should be thinking this way about the process of innovation – how it can be open and shared.  For governments the thinking is much more about strategic innovation and how innovation incentives can be focussed on the things a country needs and the things the world needs. An example of this is, most governments are moving away from providing innovation funding for random products and focussing on supporting missions like fighting the climate crisis. There is also a change in who solves problems. So much of the innovation system has been set up thinking universities or the private sector solve problems, however innovation is everywhere and new capabilities are needed to find, test and scale those innovations. 

In your experience, what are the top three things that hinder innovation?

Lack of ambition/vision, lack of openness and lack of diversity for me are the biggest factors. There are lots of competing views about what’s important when it comes to innovation but these are the three things that stand out for me. Having the right size and scale of ambition is vital to really shoot for solving a problem. It’s easy to get bogged down into small and technical solutions.  Lack of openness is such a big barrier I still hear people saying to me – “I don’t want to share my business idea in case someone steals it”. This is very old fashioned thinking and not very often true. Collaboration and openness lead to better solutions and I am sad to see so much closed thinking in the world. An example of this is where innovations come from for so many people. They look to people with a certain level of power and privilege and feel that they have the solutions, where the answers are often with the people who hold the problems.  Diversity of thought and experience is very important in innovation, without this it’s unlikely the best solutions will be surfaced. 

Also I think it’s important to acknowledge that innovation and change is really hard. I am just about to head off in the middle of a pandemic to a new job in a new country and my body reacts accordingly – I am full of nervous energy, my system is thinking – why change? Unfortunately this feeling also happens at an individual, team, company, organisation, government level, when people or organisations feel uncomfortable they want to stop that feeling. It’s easier not to do anything or to protect the status quo and this is a killer for innovation.

In the years that you’ve been away, have you noticed a difference in the way that New Zealand companies approach innovation?

New Zealand companies in general really struggle with innovation. We are pretty creative and we often have inventive ideas, but we struggle as a nation to turn good ideas into reality and then scale those ideas into either large and successful businesses or world changing solutions. There are exceptions of course, but this is the general trend.  Due to our size and geography we need to be much more innovative rather than less and it’s a really big challenge for us to crack as to why we can’t be more competitive in innovation. 

We do know why we struggle, some is structural and some is cultural. Structurally we have issues about how innovation is funded, it’s very research and science focussed and we don’t do a good job connecting true commercial talent with that science. We also fund innovation in a very controlled way with a very strong view about who and what leads to innovation which is a shame because we are missing many opportunities.  We do not invest in societal fabric, our civil society is very eroded, our public sector capacity for innovation is limited and we haven’t really thought about how to support individuals, teams and organisations to be innovative, we just continue to invest in programmes and hope a different result happens. It would be great in New Zealand to see more questioning the fundamental premise of how we do things because we are very lucky to be quite agile and I suspect we could make amazing things happen but we are limited by our ambition and our closed and inward thinking.

Culturally we are desperately afraid of failure as people and as a country. I found it took leaving New Zealand to be more free with my ideas and to be okay with failure. This shows up in our business culture and how we make decisions. There is very little collaboration in NZ culture, I don’t know why we can’t see that the pie can grow and be big enough for all of us if we work together; more collaboration, openness and celebration of ideas would lead to a more innovative culture I think.

CONTRIBUTOR

Sarah Smith

CEO and Director

MokoISM

Kea member

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Filed Under: Global Kiwi, World changing Kiwi Tagged With: Development, Innovation, Kate Sutton, United Nations

Can you talk briefly about your background? To what extent do you think your own background influenced the professional path that you’ve taken?

A huge extent. By virtue of being born in a refugee camp and the background that I come from, I was exposed to the issues of human rights, equality and justice at a very young age. I also think that being a minority and having parents that are human rights activists influenced my interest and shaped me towards this career path. I experienced the denial of human rights and the denial of justice long before I even knew what those concepts meant. 

Being born in a camp, not having access to education, food, shelter, living in crowded conditions, I was exposed to protests at a young age as a daily part of our lives. It was routine for us to protest and demand better access to human rights, information about our refugee status and whether we were being resettled or not. Although I was quite young and I didn’t really know what was going on, these were all experiences that I think shaped my interest. 

I really forged the path and decided to pursue law as a career after visiting Kurdistan for the first time, when I was 13. I come from a line of human rights activists. My grandparents were politically very active. In the Kurdish context being from an established minority spread across regions, revolutions and armed rebellions were very common and a lot of Kurdish people had to take up arms to protect themselves and their rights. I come from a long line of family members who I identify as ‘freedom fighters’, and my parents who are activists. Hearing their stories, the way they were raised and the issues that they fought for, really inspired me from a young age. 

When I returned from Kurdistan for the first time and compared it to the life I lived in New Zealand, it made me realise that it wasn’t fair. I wanted to understand why, and how I could use the power of law to influence positive change.

You’re currently based in Iraq. Can you tell us about what brought you there and the work you’re doing?

I always had an interest in returning to the Kursdistan. My first trip in 2013 really shaped my interest, and when I came back to New Zealand I couldn’t get it out of my mind. I wanted to understand why things were so different, for example; for Kurdish people in the territory of Iraq when Saddam Hussein had just been toppled you could see the Kurdish flag raised high and people were speaking Kurdish, compared to the other Kurdish regions where people were scared to speak Kurdish in public and Kurdish music was banned and there was not a single Kurdish flag in the Kurdish regions there. I wanted to understand what this treatment was for and why the Kurdish people were not allowed to express their identity. 

I did a lot of research to understand the persecution of the Kurdish people, and it led me to understand and research about other marginalised groups around the world and to explore why some marginalised groups have these experiences of ethnic cleansing geonicide and denial of human rights. I wanted to understand what could be done about it and fight for the rights of Kurdish people and other marginalised groups around the world. I decided that one day I was going to be valuable and I was going to have the relevant experience and education so that I could come back and contribute. It was always on my mind, it was just a matter of when and for what purpose. 

When I was at Harvard, the opportunity arose to do a fellowship. The human rights program at Harvard had a fellowship for lawyers to join an organization that otherwise couldn’t afford to hire us. So I researched and I found a foundation working towards building cases for the prosecution of ISIS for their genocide against the Yezidi population. I believed in the work that they were doing and was passionate about the causes that they work towards so I thought it was a good step towards coming back to this side of the world and seeing where it takes me.

The work you’re doing means you have to see and hear of countless atrocities. How do you stay motivated and look after your own mental health in the face of such difficult work?

I’ve worked on many legal issues before coming here. I worked at a large commercial legal firm in New Zealand for two years and then on and off for the Human Rights Commission for a couple of years in many different contexts. The work that I was doing in New Zealand was relevant to human rights, especially in the aftermath of the Christchurch shootings where we did a lot of work with Muslim communities. I have also worked across the globe, in Kenya for the United Nations, in Colombia and Ecuador on cases of people who had fled from the Colombian civil war. So I have worked on cases with people who had experienced what they deem an atrocity in their life, meaning I had built some skills to be able to deal with major issues like this. 

However in this context, the stressors were different. We were dealing with genocide and sexual slavery and killings of the Yezidi population. It’s very different to the cases that I worked on before. I had never done anything at this level where it’s a group level mass atrocity and war crimes committed against a group of people. And I am very junior when it comes to this kind of work, so this is my first experience in this particular international law field dealing with genocide. 

I didn’t know what to expect or how to deal with work-related in the beginning, and I don’t think I was quite prepared for what was to come. But luckily I had great mentors and my supervisor is incredibly supportive when it comes to looking after our mental health and we’ve had many services available to us. 

I think what’s really important is knowing when you’ve had a very difficult interview, instead of pushing to do another one straight after, recognizing that it’s important to take time off. When I first started, and I didn’t realise it was related, but I had bad insomnia, difficulty sleeping, feeling like I was angry sometimes for no particular reason. At the time I just kind of ignored it, but when I discussed these factors with my supervisor she explained that it’s normal within this kind of work and there’s very high cases of secondary trauma so you need to really look after yourself. Ultimately I think I’m still too junior to understand exactly what will work for me in the future and I’m just learning the skills and figuring out what works best for me in this context.

In New Zealand, what led you to set up Empower Youth, and what is your ultimate goal for the programme?

It was both personal and a consideration of the people and community around me. I had the personal experience in high school of having a career advisor telling me that it would be difficult for someone like me to attend University – someone with no education in the family, as none of my parents had completed highschool or any kind of education. My dad was a freedom fighter out at war and my mum’s mum was killed by bombs and so at the age of 10 she had to become the head of their family and look after her siblings so there was no time for school for her. Both my brother and sister dropped out of school for different reasons, my brother suffered quite badly with mental health issues and was unable to complete his education. My sister being the oldest in the family ended up dropping out of school to help my parents make ends meet and support our family financially. So I had no one in my family who had completed education or who had gone to university. The careers adviser deemed it would be too difficult for me and said I should consider more realistic options. 

This is not something that is unique to me. There are many people in my community and people from other marginalised groups who have shared their experiences of teachers or people who should be motivating them and making them feel their dreams or goals were achievable, who haven’t been. The second factor was seeing people like my siblings in New Zealand dropping out of school because of a lack of support or many other reasons which is also not unique to my siblings. I thought about all of this and compared it to people in Kurdistan and in places of conflict like my cousins that don’t have the option of education because they are fleeing from war. 

We’re in a place like New Zealand where we have such great resources and such great education systems in comparison, so why is it this way? Why are these young people not being told to pursue their dreams despite being in one of the safest places in the world? That’s what Empower came out of. I wanted to create a program that supports young refugee people to pursue their academic and career goals and dreams and to support them in that process by providing a youth focused program that takes their specific needs into account. 

Empower came from the idea that mentoring is undervalued. Having someone who can navigate the system with you and help you with basic things like how to apply for university or how to fill out a scholarship application can be invaluable. These processes can be so overwhelming when you’ve never had an experience or someone in your family networks who have done that kind of thing.  So the idea is to change the narrative and help people from refugee backgrounds and empower them to pursue their goals. My vision is that Empower will expand around the globe so that every young person has access to the support to pursue their education.

How has the pandemic affected your work, both in Iraq and New Zealand?

In Iraq, we work in camps doing interviews with people in these displaced communities. Aside from that I was running workshops similar to what we do in New Zealand with Empower. With the pandemic, what we saw was that access to the camps was limited. There is a huge risk of the spread of the virus in any given situation, but when you think about the situation in camps where there’s already overcrowding and people living in very close proximity to each other, the lack of resources and the lack of access to health care, clean water and food really exacerbate the situation. 

This pandemic targets already vulnerable people around the globe, especially those living in refugee camps and it has shone a light on inherent inequities from access to information and health care services for those living in camps. The pandemic has meant we haven’t had access to the camps to do the work that we were doing, and I wouldn’t want to go even if I did have access. If i had COVID, I’m in a privileged position to be able to have access to health care and I have the physical space to be able to isolate myself from the rest of my family members and friends. If you get COVID in a camp, first of all you may not have access to that health care at all, and on top of that you’re living in such tight living conditions that if one person has it, it’s likely that hundreds of people are going to get it as a result. So that impact was really severe. 

In terms of my work in New Zealand, the lockdown meant we couldn’t have the workshops that we ordinarily would and because of that, the community that we serve ended up suffering as a result. Many of the young people that we serve were put in situations where they didn’t have access to perhaps the same internet connection or access to a computer that their peers had so online learning was much more difficult. It really exacerbated the already marginalised and vulnerable people within our communities and shone a light on inequities that they face. I think those are really important things to consider with the pandemic.

What do you believe are the biggest barriers to success for refugees in Aotearoa?

Legally we have access to education. There’s nothing legally stopping them from accessing education in New Zealand, in comparison to say somewhere like Thailand or Malaysia where they are not allowed to enrol in school because of their refugee status. But practically there are issues. One of the issues is that young people, if they come to New Zealand at a certain age, may not be able to enrol in school where they left off. This is because their age may be older than the age where schools will accept them, so they have to pursue other options. 

Another problem would be that the schools don’t cater to their individual needs. When I came to New Zealand, English was my fourth language and there weren’t programs in place to help me learn English fast enough. There were ESOL programs but the effectiveness of these programs differ from school to school meaning there weren’t the programs and resources for me to be able to catch up to my peers. I had to do that all on my own. 

Also the cultural and religious understanding of the needs of these people are not really in place, for example that these young people sometimes come from families where they’re the only ones who speak English or they’re the only ones who can drive. This means that despite being children, they end up taking leadership roles within their families and have much more responsibility than perhaps the average Kiwi kid does at home. This of course has flow on effects on their abilities to study and focus on school. 

In many cases, refugees have financial barriers so their families are not able to support them to the extent that they need to be successful in school. Public school is free but that doesn’t take into account the other things that you need to succeed in school such as workbooks, stationary, and access to the internet. 

So networks and mentors are so critical. There are so many factors that influence one another and make it more difficult for young people with refugee backgrounds to access education. I think what needs to be done a is review of the educational system in New Zealand to take into account the needs of marginalized communities and especially refugee communities and tailor educations to their needs as well

Are there any common misconceptions that you encounter when talking to people about your work?

The first misconception that I notice doesn’t just apply to refugee groups, but those of Maori and Pacific backgrounds where they have many opportunities for mentoring and support.

A common misconception that arises is that people sometimes don’t understand why these programmes are necessary, not understanding that privilege doesn’t come from money and runs much deeper than your pockets. These programmes are a result of colonisation. Marginalised communities are treated differently when they apply for jobs and attend meetings, regardless of what the context is. All of these things are factors which lead to people from Maori and pacific backgrounds – and I would argue from refugee backgrounds – to have a lower chance of success as a result, in terms of education and employment. 

Another common misconception I have seen is the racist rhetoric of “oh we can’t even look after our own, why should we let more refugees in?”, not understanding that it’s not by choice. These people had to flee because their lives were in danger and they needed somewhere for safety. There are a lot of misguided beliefs that they should stay home in their own countries, not realising that it’s because they don’t have a choice to stay or that many of us would prefer to stay in our homelands, if given the choice. I was born abroad so I never lived in my homeland. My parents would have much rather stayed in their homeland where they know the language and the culture rather than having to uproot themselves and go to the other side of the world for safety. People don’t understand how difficult that is and that’s not a choice they make – its one they’re forced to make. 

We are so far away from the rest of the world that it’s so easy to just be in our bubble and forget what’s going on in the rest of the world and forget that we have a responsibility as part of the global community to do our part and that sometimes that requires us to take people in for their safety.

How do you stay informed with so much going on in the world?

I listen to a lot of podcasts if I’m on my way somewhere or if I’m doing a task that doesn’t require much thinking. My favourite podcasts include:

  • The global news podcast by the BBC
  • The Daily (New York Times)
  • Amicus
  • Political Gabfest
  • Displaced

Also just social media, Twitter and Instagram especially where I follow a lot of informative pages. I also think it’s important to follow a lot of pages that you don’t agree with otherwise you’re just sheltering yourself from things going on and there’s no one there to challenge your perceptions of the world and your views. As difficult as it is, sometimes I listen to things and follow pages that make me feel a little uncomfortable to challenge my perceptions about the world.

Who are your biggest inspirations?

I wouldn’t say there’s any one person who is my main inspiration but I’ve been inspired by various different figures. When I was first learning about Kurdish issues there was a parliamentarian I read a lot about – Leyla Zana. She was the first Kurdish woman to be elected to Turkish parliament and did her maiden speech in Kurdish, which was banned at the time and as a result she ended up being imprisoned for 12 years. When she was released she did various speeches in Kurdish continuing to advocate for Kurdish rights and has been imprisoned for most of her life. One of the reasons that she is a role model for me is that she’s never stood down or been scared to fight for what she believes in despite the consequences. 

I also grew up in New Zealand when Helen Clark was in power. It was really inspiring to see that when most of the world didn’t have women in leadership positions. There have been many over the years but these are two key figures that I’ve always looked up to. 

What advice would you give to someone wanting to work in the international law/human rights space?

It’s a really unpredictable field. There’s no set career path. The advice that I would give is to be flexible and to pursue work that you enjoy. I used to be the person who had the 5 and 10 year plan but it’s impossible to be that kind of person in this line of work. Things are incredibly unpredictable and the nature of the work and the opportunities and places you may end up are so broad. 

My advice is to pursue opportunities that seem interesting and challenging for you without thinking about where it will take you next. Focus on the opportunity itself without the expectation that ‘this may lead me to xyz..’ and pursue it instead because it’s interesting and unpredictable and see where it takes you. 

International law is such a huge field and you may not know the area that you’re really interested in until you give it a go. Law is very different in theory and practice. I remember from law school that I was interested in particular areas of law, but practically they are very different and I wouldn’t want to work in those areas after experiencing some things in those fields. So it’s very important to be flexible.

What are your goals for 2021?

I came to Iraq on a fellowship to see whether I would like this work. This was a conscious decision, as there were many job opportunities for me to go straight into an international organisation, somewhere in the West in an office. That opportunity will always be there, but the chance to work in the field may not always be there when you’re older and have different priorities or are in a different stage in your life. This past year has made me realise that I would like to do this for a bit longer. My plan is to stay in this part of the world and continue doing this kind of international law in the field of genocide and war crimes, crimes against humanity and conflict based work for 2021. 

CONTRIBUTOR

Rez Gardi

Founder and CEO

Empower Youth

Kea member

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Filed Under: Global Kiwi, World changing Kiwi Tagged With: Human rights, Iraq, Kiwis living offshore Harvard, Law, Lawyer, Refugees, Rez Gardi

Tell us a little bit about yourself and your business? 

Kia ora, my name is Jennifer Jin Ma and I’m a Chinese New Zealander now living in Beijing with my husband and three young boys. I am also the Founder/CEO of a early childhood education lifestyle brand ‘Little Oasis’. The brand is inspired by my own upbringing in New Zealand (having immigrated at 8 years old), and having had my oldest son in London prior to moving to Beijing in 2012.

I had a vision for how the modern Chinese parents needed a more lifestyle based early childhood service. Little Oasis is a family club concept, utilising the NZ ECE Framework ‘Te Whariki’, and combining playground, family cafe, early childhood center, and community space into one integrated space.

Over the last 6 years we have grown the business from a single location in Beijing, to over 13 in 11 cities, and have expanded the offering to include retail, community projects with art galleries and culture events, publishing and F&B.

What was 2020 like for Little Oasis, and how did the pandemic & lock down affect your centers?

2020 for Little Oasis was like riding a tidal wave and learning to swim for the first time. As we are predominately an offline business, it affected us hugely from an income point of view, as we were shut for 6 months. It definitely caught all of us by surprise and every looming uncertainty of future shutdowns (as we’ve seen again in Dec/Jan/Feb) added to more caution as to how we should operate in the future. 

Luckily, we made some correct strategic decisions, managed our cash flow, and created new innovative income earning services/products. Once the centers were able to re-open, we saw a surge in need from the families, and the second half of 2020 had some of our best numbers to date. We managed to still open 3 new centers (outside of Beijing) and signed the deal for our new flagship to open in March 2021 in Beijing.

Can you share with us some of the valuable strategies you used to cope with the pandemic, both in managing your team & retaining the customers? 

Unshakable belief: as we faced a rather existential crisis of identity as to our relevance, we really questioned  ‘why we should exist’ in the marketplace and this process of really examining the ‘why’ reconsolidated for us that Little Oasis was needed. We just had to ‘ride through this together’ – with our staff and our families.

Transparent, timely communication: we communicated this unshakable belief through and through and with both our staff and customers, and we never once left anyone in doubt as to our next steps. In terms of staff, we remained fully transparent and open as to the hard times we were facing, and looked for ways to keep all of our staff (by limiting the number of work days etc.).

For the families, our team quickly pivoted to an online system where we engaged through online methods, send off-line parcels and once the situation was stable, created new services to cater for ‘at-home playdates’. This saw incredible loyalty and approval from both the staff and members. That, yes times were tough, but we will get through it together, and we are here to serve.

Tell us about your most memorable experience in 2020? Any particular keywords or phrases that come to mind?

As we watched the crisis unfold in Beijing at the start of Chinese New Year, on the 4th day of the Chinese New Year break, our senior management team gathered online for more than 4 hours to discuss ‘crisis management’. We knew this wasn’t going away soon, and we needed to engage online. We started planning out how we were to operate, create new products, services, engage with our families, using an online method only. The team than had two weeks to go into production of our online portal, shoot videos for content, created books, online streaming sessions. And we did it! When we launched this two weeks later, the whole team was so proud.

‘Riding Against the Wave’ (乘风破浪): the whole year, for me both personally and professionally felt like a constant swim upstream. It wasn’t easy, but both myself and my team gained ‘new muscles’ as a result. The ride is not over, as I am writing this, we have been shut again until March, and even though the situation isn’t ideal, but we now know how to handle and face these situations, without panic or confusion. We have definitely become stronger for it.

Maturity and rebirth: our team had to really pull together, work on many new projects at the same time, hold ourselves to an even higher standard than before. I believe as a a brand, team and business, we have deeply matured throughout this pandemic. We’ve grown up together through this. There is a new sense of maturity and rebirth for the brand, as we set our sights on the next 3-5 years to really establish ourselves nationally as THE best early childhood education brand recongised throughout china. Our goal is 100 Little Oasis family clubs: to nurture the well-being and happiness of a new generation of Chinese families and children with a little bit of the ‘Kiwi goodness’.

Do you see any new opportunities or positives for the early education/ family recreation industry in 2021?

Absolutely. It has made us all the more certain of the need for offline spaces for young children (under 6 years old) irrespective how advanced online learning becomes. At the end of the day, the need for a second family space outside the home is a very real demand for families here in China. There is plenty of market vibrancy here, especially with innovative new products/ideas driven by the needs of the millennial parent. We see opportunities in product development especially in FMCG (we are exploring options right now), and create more in depth collaborations with training facilities both in NZ and around China, to inspire a new generation of Early Childhood Practitioners.

A side community project I am hoping will come to fruition this year is a University driven counselling hotline for families, initiated by myself and Little Oasis. Mental health for the parents, especially new parents, is a very real issue and one that many do not have the finances or network to know who to talk to or where to go. We intend to create China’s first therapist hotline, using the skills of PhD students from the top universities, and funded by companies and families in the community. 

We do not think 2021 will be ‘easy’, we believe that there is much to be done yet to improve our brand, but the well-being and happiness of young children and families is definitely worth the ride!

CONTRIBUTOR

Jennifer Jin Ma

Founder

Little Oasis

Kea member


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Filed Under: COVID-19 recovery, Global Kiwi, World changing Kiwi Tagged With: China, Covid-19, Jennifer Ma, Voices of the community

Can you talk a bit to your professional background and your work at Climate Nexus?

I’ve been working on climate change for 15 years. In that time I’ve worked with everyone from former Presidents and CEOs to farmers in remote parts of Bangladesh and Indonesia. 

At Climate Nexus my job focuses on communicating climate change to different audiences in the United States. That means everything from mass public communication on social media to putting together an investigative website – BailoutWatch – that tracks how stimulus funds are disproportionately benefitting fossil fuels, which is really for an audience of financial regulators, experts, and investors. 

What drew you to working in the climate change space?

When I was at University, I had a little think about where I thought the world was going over the next 10, 20, 30 years. It was pretty clear, even then, that there was going to be a period of economic and social upheaval as we got to grips with the impact of climate change and the transition to a clean energy economy. It sounded like there would be a lot of work, but also an opportunity to do something useful.

To what extent do you believe that effective communication is imperative for impactful change?

I worked as a researcher for quite a while. And we would spend years trying to get data absolutely right. There was this unspoken assumption that good research would magically create change. That someone somewhere would see the value of your insights. In the real world, people use shortcuts, and more often than not their decisions are based on ideology and untested assumptions. What we try and do with communications is act as a bridge, between some of the best information and the people who make the decisions that change the world. We also try and bring people into the conversation that’ll challenge assumptions.

Have you seen a shift in people’s understanding of the threat climate change poses over your career?

So, for a long time, people believed that dealing with climate change meant sacrificing economic growth and human development. These days, that seems ridiculous. But to change those unspoken assumptions took research, and it took a global communications campaign with people from all works of life that I worked on with the Global Commission on the Economy and Climate.

The campaign brought together former world leaders like Felipe Calderon of Mexico and our own Helen Clark, with leading economists. I also worked on the Risky Business Project, which was led by former US secretaries of the Treasury and CEOs. Both demonstrated the huge economic opportunities that come with dealing with climate change, and, on the flip side, the huge costs of not doing so. 

What key milestones do you believe are necessary if we are to address climate change issues worldwide?

Right now, we need stronger climate targets from all countries to be agreed by the end of the year at global climate negotiations in Glasgow. But there are also a lot of less sexy, but very important things that could happen in the meantime. Those include more central banks and treasuries getting together and deciding that they’re going to change the way they regulate fossil fuels and the banks and institutions that invest in them. There’s also a need for more finance for developing countries to help them build their economies with clean energy infrastructure and to prepare for the climate impacts that we’ve already locked in. 

Addressing climate change can be met with a lot of resistance. To what extent do you believe that addressing climate change directly ties into New Zealand’s positive economic growth in the future?

New Zealand has the benefit of an energy system that is well on its way to being 100% clean. But there’s so much more to do – especially electrifying our vehicle fleet and investing in public transport. That’s a huge challenge, but it’s also an amazing opportunity to create jobs and push public and private investment to productive parts of the economy. Our economy also depends a lot on agriculture and tourism, two sectors that contribute a lot to climate change. It’s in the interest of those industries to be part of the solution too. Otherwise, they may end up being negatively impacted by regulations in other countries, just as Australia is now feeling the pinch as China restricts coal imports. 

What are you hopeful for in 2021?

The pandemic showed us the value of preparing for systemic risks. It also showed us how economic growth and activity is so closely bound to people’s health and to the environment. The countries that did the best in dealing with the pandemic, including New Zealand, listened to scientists and experts and used the power of the state to protect people. I’m hopeful we can take the lessons learned from the pandemic and apply them to climate change. That we start preparing for the next big systemic risk now. And that we create good jobs for as many people as possible in the process. 

CONTRIBUTOR

Jennifer Jin Ma

Founder

Little Oasis

Kea member


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Filed Under: Global Kiwi Tagged With: 40 under 40, Climate change, Climate Nexus, Communications, Tan Copsey, University of Auckland

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