About us
Purpose
Promoting inclusive leadership and equal opportunities for underrepresented talent across all backgrounds, creating social impact in Australia and globally.
Mission
Our vision emphasises the importance of hiring, retaining, nurturing, and upskilling talent from all backgrounds, with a particular focus on executive sponsorship
Activities
• Membership: Our expanding network creates a supportive environment that values diverse experiences, backgrounds, and perspectives
• Public Education & Community Connection – We continue to organise and participate in events that celebrate diversity and educate the public on the importance of inclusivity in professional settings
• Policy leadership: This past year, we have taken bold steps in policy advocacy, engaging with policymakers and industry leaders to address intersectional barriers in the workplace
The Multicultural Professional Network
ABN: 85450318141
About This Report
This Annual Report covers the activities of the The Multicultural Professional Network for the financial year 1 July 2023 to 30 June 2024
> FRAMEWORK
This report has been prepared with reference to the principles of integrated reporting Within this framework we have also considered environment, social, and governance (ESG) reporting standards
We have sought to apply these principles and standards in a manner that is appropriate for our size and operations and in accordance with our statutory obligations
The principal audience for this report is our members, although it includes information that may be of value to a broad range of stakeholders
The board acknowledges its responsibility for the integrity of the Annual Report and has been involved in its development
> FINANCIAL STATEMENTS
Our statutory financial statements for the year ended 30 June 2024 are included in this report on pages 32 -36
These statements have been prepared in accordance with the Accounting Standards, Interpretations
There are no material exclusions in our reporting There have been no significant changes to our size or ownership from previous reporting periods
> CORPORATE GOVERNANCE STATEMENT
Our Corporate Governance Statement is available on our website: https://multiculturalprofessionalnetwork com au/
> ACKNOWLEDGEMENT OF COUNTRY
The Multicultural Professional Network acknowledges the First Nations people across this Country We acknowledge the Traditional Custodians of the Lands on which our company is located and where we conduct our business We pay our respects to the Elders, past and present and recognise those who continue to promote and protect First Nation cultures The Multicultural Professional Network is committed to honouring First Nations peoples’ unique cultural and spiritual relationships to the Skies, Land, Waters, and Seas and their rich contribution to society We acknowledge the past and stand together for our future
654 members (FY23: 602)
41+ countries represented in our network
334+
prestigious recognitions for our commitment to creating positive social impact
Engaged
infivepolicyconsultationpapers
606
41,808+ website views
1,555
people registered for our events registrations for our chat n learn webinars
job board users
strategicpartnerships overthenext 3years
Highlights the Zero Barriers Project
$38.1k total revenue
$1.0k overall surplus
Managing Director & CEO’s Report
In FY24, we have seen strong performance across all key areas This is a testament to the dedication of our members, the tireless efforts of our team, and the ongoing support of our partners and stakeholders
On behalf of the Board and Executive team, I would like to extend particular thanks to our members, many of whom have generously volunteered their time to support the network throughout the year.
Whether by hosting or speaking at events, or contributing to policy consultations, their engagement has been vital to our success. The Multicultural Professional Network is stronger because of this collective effort.
One of my key priorities for FY24 has been to elevate our focus on both our members and the impact we aim to create. Members remain central to our refreshed strategy Over the year, we have worked to redefine inclusive impact by introducing new programs and resources, broadening our engagement with organisations, and enhancing our digital platforms to better serve our community
“By leading with purpose and aligning our actions with the evolving aspirations of our community, we are shaping a future where inclusive impact is the standard, not the exception”
– Nora Fraser
We began the financial year from a strong financial and operational position, with a clear focus on ensuring the sustainability of our operations independently
By leading with purpose and aligning our actions with the evolving aspirations of our community, we are shaping a future where inclusive impact becomes the standard, not the exception.
This includes creating strategic partnerships and providing a clear framework for membership, all guided by our principle of growth through quality, not numbers.
We remain committed to generating social impact across all our activities. By embedding this mindset into our work, we continue to innovate while staying true to our core values. This commitment extends beyond internal operations to a culture of collaboration that reflects our purpose in every aspect of the network
We are enthusiastic about the opportunities that lie ahead With continued dedication and a shared sense of purpose, we are confident in our ability to drive meaningful change and achieve our collective goals in partnership with our community
By carefully selecting where to direct our efforts and allocate resources, we ensure that our growth remains in alignment with our core purpose: Delivering experiences that serve to connect Professionals across Australia and globally
In FY24, we adopted an “adaptive” strategy approach, allowing us to review our priorities every six months and adjust as needed. This approach provides flexibility, ensuring we remain responsive to the evolving needs of our community, rather than adhering to a rigid, long-term plan with limited capacity for adaptation Through this process, we identified three key value drivers for The MPN: connectivity, visibility, and championing, and set three ambitious objectives under these strategic themes.
First, to deliver connectivity experiences: By enabling our members to build meaningful connections within our community, we successfully organised and delivered these events in FY24, providing valuable opportunities for networking, organisational education, and collaboration These social connectivity events also serve as a platform for educating organisations on diversity, equity, and inclusion It is always encouraging to witness the authentic connections made during these events, alongside the growing awareness within organisations Our key engagement metrics keep us informed and enable us to respond to member feedback as it emerges
Second, to promote the visibility of The Multicultural Professional Network across Australia and globally: By promoting The Multicultural Professional Network across all activities at local, national, and global levels, we successfully integrated our network promotion into every aspect of our operations in FY24 This strategic approach helped raise awareness and expand our presence both across Australia and globally. The regular dissemination of monthly newsletters, coupled with global recognition, featuring engaging stories and activities related to The MPN, has played a pivotal role in showcasing our vibrant community to a wider audience
Third, to be leaders in identifying, influencing and addressing the intersectional barriers that Professionals face in the workplace: By being a trusted voice on key policy issues, advocating for diversity and inclusion, and driving change at the highest government levels
Our policy leadership in FY24 was highlighted by the significant impact of our consultations on key initiatives, including:
• Inquiry into the Digital Transformation of Workplaces
• Workforce Australia Employment Services inquiry; and
• Comprehensive review of Queensland’s social enterprise sector
• Migration Amendment (Strengthening Sponsorship and Nomination Processes) Bill 2024
Over the course of the year, The Multicultural Professional Network has actively engaged with government agencies and regulatory bodies, submitting five comprehensive proposals on a range of significant policy areas Our submissions addressed key matters such as digital transformation, Workforce Australia employment services, and the Migration Amendment Bill, underscoring our strong commitment to advocacy
In FY24, we prioritised face-to-face engagement by expanding our event offerings We successfully hosted five high-impact gatherings across the country, each strategically designed to maximise our impact rather than simply increase event volume
The turnout was remarkable, with 324 registrations across our FY24 events, including our highly successful Gala Dinner This milestone not only demonstrates the value our members place on meaningful, in-person engagement but also highlights the continued growth and strength of our community.
I would like to express my sincere gratitude to our dedicated members, our exceptional leadership team, and our valued stakeholders for their ongoing support and commitment to our mission. Your contributions have been instrumental in driving our progress and expanding our impact across the country.
As we look ahead to FY25, I am optimistic about the opportunities before us. We will continue to work collaboratively to deepen our engagement, grow our reach, and deliver meaningful outcomes aligned with our shared purpose Thank you for your continued commitment and partnership
External Environment
External trends that influence our strategy are outlined in the table below These factors were carefully considered in the development of our strategy
TABLE 1: Impact of External Trends
External environment factors
Speed of Change
Technology advances
Members are impacted by rapid shifts; there's a need for quick learning and adaptation
Strategic focus on evolving activities to ensure our members thrive amidst dynamic change
Generational Shift
New technologies like augmented reality and gamification will enhance and transform the delivery of our programmes and member experience As access to artificial intelligence, extended reality, and quantum computing grows, we will seek to manage associated risks and explore opportunities for value creation
Members are impacted by rapid shifts in demographics; there’s a need for continuous learning and adaptation
Regulatory Changes Changes in government regulations affecting nonprofit organisations' operations
Enhance our programs and member experience through innovative technologies; manage associated risks and explore opportunities for value creation.
Evolve our offerings to align with demographic changes among our members; Continuously assess and adapt our operations
Stay informed about regulatory updates, adapt organisational policies and procedures accordingly.
Value creation impact
Response
2022-2027 Strategy
In FY24, our strategy continued to evolve, reflecting a shift towards a more national and global focus The Board and Leadership Team meticulously outlined our FY22-25 Strategic Vision and Strategic Themes, encompassing Connectivity, Visibility, and Championing
A strategic recalibration in March 2024 focused on national member engagement and public educational offerings designed to elevate the importance of diversity and inclusion
Our Risk Appetite reflects a balanced approach aligned with the current landscape Embracing a philosophy of continuous improvement and values alignment, our strategy was further consolidated and simplified, making it more focused and adaptive. This also acknowledged the influence of external inputs. Stakeholder engagement played a pivotal role, with valuable ideas contributed by our Members.
While the strategic themes remained unchanged after the refresh, the term "and beyond" was updated to "globally" to better capture the international scope of our social enterprise and our Purpose and Strategy. Our commitment to adaptive evolution remains strong, and we are focused on developing metrics that will accurately measure our strategic performance and impact in line with our overarching purpose.
This report provides an overview of our refreshed FY24 strategic objectives and key results, with a comprehensive review of our FY24 performance against these objectives available on pages 14 to 22.
Our strategy strengthens and better integrates our strategic pillars while introducing new strategic enablers to emphasise the importance of our people and adaptability The integrated strategy has three strategic pillars: Connectivity, Visibility, and Championing, and strategic enablers: Members
Additionally, we have aligned our Objectives and Key Results (OKRs) and metrics with our strategic and enabling pillars, introducing Key Performance Indicators (KPIs) to measure performance and impact against our purpose
For this report, our refreshed FY25 strategic objectives and key results can be found on page 9
Objective
Key Results
Increase the number of people and organisations we educate
Connectivity
We will deliver experiences that serve to connect Professionals across Australia and globally
Visibility
We will promote the visibility of The Multicultural Professional Network across Australia and globally
Championing
We will be leaders in identifying, influencing and addressing the intersectional barriers that Professionals face in the workplace
Members
Our members are inspired, motivated, and empowered
Increase member engagement and retention
Develop our stakeholder engagement framework Continue to evolve our activities in line with demographic changes
pages 21-22
Establishcollaborationswith governmentandotherrelevant stakeholderstopromote inclusivepolicies
Monitor the implementation and impact of advocated policies
Increase member engagement and retention
Implement initiatives that promote an inclusive environment, ensuring every member feels a sense of belonging
page 20
pages 17-19
Strategic Partnerships
Growth Through Engagement, Education and Innovation
Our strategic partnerships approach is designed to amplify our impact by focusing on education, engagement, and innovation Through purposeful collaborations with key industry leaders and academic institutions, we are able to leverage a diverse range of expertise, share valuable resources, and drive mutually beneficial outcomes that advance our mission
PARTNER STATEMENTS DEMONSTRATE STRATEGIC ALIGNMENT
Partner Collaboration INDUSTRY PARTNER
Our partnership with SkillCrush New York, a leader in empowering talent, saw the launch of our coding camp in FY24, offering an invaluable opportunity to acquire in-demand tech skills SkillCrush is dedicated to helping individuals from all backgrounds learn essential technologies and secure higher-paying, fulfilling jobs Through comprehensive training and support, we aim to bridge the gap in tech education and create a more inclusive, skilled workforce The program is designed to be inclusive and welcoming, regardless of academic qualifications, with flexible options that allow members to balance their studies with current commitments
Recognising the value of intuitive design tools, our partnership with Canva has provided our team with the opportunity to unlock their creative potential driving innovation and creativity
Looking ahead, we remain committed to identifying and creating strategic partnerships that drive innovation, create value, and contribute to our long-term success Through these collaborations, we will continue to transform challenges into opportunities and further strengthen our work and impact in the community
Our partnership with Salesforce has enabled our team to harness the power of advanced CRM solutions to enhance collaboration, improve efficiency, and drive impactful outcomes With Salesforce’s innovative tools, we are better equipped to manage relationships and data, ultimately advancing our mission and creating long-term growth. Moving forward, we remain dedicated to leveraging this partnership to continue improving our processes and delivering value to the communities we serve.
SkillCrush
To empower every person with the skills and confidence for the digital world
Canva
To empower creativity and drive innovation through intuitive design tools
Salesforce
To deliver innovative CRM solutions to drive growth
Environmental
In FY24, we incorporated a dedicated Sustainability Report, highlighting our commitment to further developing and strengthening our sustainability initiatives. Please note that the information provided below does not include environmental impact data related to our use of Hub Anzac Square (as a workspace) during this period.
FY24
In accordance with our Travel Policy, carbon offsets are purchased for business air travel, and the use of public transport for business purposes is encouraged
Not reported Data not available for our current property in Brisbane
55 units used for event materials and office printing (Note: Used office paper is collected separately and recycled We encourage individuals to only print when necessary) In FY25 we are exploring options to reduce the carbon impact associated with the production of the Gala Dinner brochure
In FY24, our office encourages waste separation practices
Risk Management
Our balanced approach to risk management is vital in realising our strategy and purpose, offering essential support and protection for our organisation, members, and people The Board empowers our leaders to make informed decisions, providing the necessary support and oversight We maintain and regularly review risk registers, drawing insights from incident reports, key risk indicators, and emerging external themes
Within The Multicultural Professional Network (The MPN), several emerging opportunities have been identified:
Ongoing developments in the external landscape challenge us to continually innovate our services, striving to set the global standard in diversity and inclusion education
The rise of Generative Artificial Intelligence technology has the potential to reshape the broader working world, offering opportunities to significantly enhance our ability to serve members. However, it brings with it the unpredictability and rapid pace of change typical of disruptive technology.
Pursuing deeper strategic partnerships with suitable organisations, grounded in shared goals and values, aims to amplify our impact and expand the offerings available to our members.
Technologies, particularly generative AI, are creating new opportunities for personalised services and more efficient operations This is balanced against potential risks, such as the rise of AI-first “challenger” organisations The emergence of AI presents opportunities for us to engage with and support our members in new ways while continuously innovating By developing strategic partnerships that enhance our impact, we can better deliver services to our members and the community
Risks
Innovation
Lack of innovation leading to overreliance on established programs/services
Cybersecurity
Malicious compromise leading to loss of data, breach of personal information, or disruption of technical infrastructure
Partnerships
We enter partnership(s) with third parties which do not deliver the intended strategic benefits (e.g. a partner is disreputable, ineffective, or not sufficiently aligned to our objectives)
External operating conditions
Changes in external conditions impacting objectives, such as deteriorating economic conditions, legal changes, or shifts in social demand for our programs/services
Risk Response
Reduce risk: Develop and implement strategies for program/service innovation, considering emerging trends in the nonprofit sector Purposefully seek strategic partnerships to access insights and expertise, that may enhance our ability to serve our community
Reduce risk: Strengthen cybersecurity measures, including regular updates, monitoring, and incident response plans. Implement safeguards to protect sensitive data, ensuring the security and privacy of our stakeholders and maintaining the trust of our community
Reduce risk: Regularly assess and adjust our partnership strategy Ensure that existing controls align with current activities, and continually review risk ratings and decisions as we explore new partnership opportunities that align with our objectives and values
Monitor risk: Closely monitor external conditions; develop strategic responses based on regular reviews of risk appetite, ensuring our nonprofit can adapt to changes in the external environment while continuing to fulfill our mission
Resource Allocation Challenges
Limited resources, including grants, donations, and volunteers, impacting the sustainability and expansion of our programs.
Monitor risk: Diversify resource channels; explore alternative funding sources Regularly assess resource needs and adjust strategies to secure necessary support for sustaining and expanding our programs Ensure transparency in resource allocation to maintain stakeholder trust.
TABLE 2: Enterprise Risks
FY24 Performance
1. Connectivity
We will deliver experiences that serve to connect Professionals across Australia and globally
Activities
In FY24, our connectivity events reached a record number of attendees, with over 334 participants across various events We remained committed to delivering quality and relevant experiences, ensuring our events aligned with the evolving needs of our members
Our global webinars and Chat and Learn sessions continued to serve as accessible channels for career development, with 1,555 registrations in partnership with Power to Fly Covering topics such as Overcoming Workplace Challenges for Multi-Generational Teams and Driving Customer Success Through Diversity and Inclusion Throughout FY24, we hosted 10 Chat N Learn sessions and 12 Virtual Job Fairs, connecting job seekers with potential employers
Through our Talent Connect initiative, we shared 30 job opportunities from 18 different companies, including the Queensland Government’s Policy Futures Graduate Programme, helping to connect our members with meaningful employment pathways.
One of the highlights of FY24 was the launch of our Professional Impact Awards, celebrating the achievements of professionals, entrepreneurs, and organisations across Australia. These awards showcased the diversity and excellence within our community.
Our events provided a platform for professionals from diverse backgrounds to network, learn, and collaborate Feedback from attendees highlighted the success of these events in creating connections and opportunities for growth
Overall, FY24 marked a year of significant achievement and growth for our organisation, driven by increased engagement, educational opportunities, and communitybuilding As we look to the future, we remain dedicated to delivering impactful events and empowering our members to reach their professional goals
Outcomes
•
334+ event registrations across FY24
10 Virtual Job Fairs hosted in FY24
606 Job Board users.
12 Chat N Learn Sessions hosted.
1,555+ Webinar registrations, including for:
- Overcoming Workplace Challenges for Multi-Generational Teams
- Driving Customer Success Through Diversity and Inclusion at Elastic
- Your Career Clarity Drives Employee Engagement
- From the White House to Inspiring Author
- The Secret Ingredient: Building a Diverse Talent Pipeline at Nestlé
CHART 1: Event Registrations – FY23–FY24
Chart 1 illustrates the trend of event registrations across our online and face-to-face events from FY23 to FY24. This data reflects the level of engagement and participation from our community over this period. We are proud of the growing interest in our events and remain committed to providing valuable opportunities for learning, networking, and professional development.
Annual Networking Forum
On Monday, 18th March 2024, we hosted the highly anticipated Annual Networking Forum, an event designed to bring professionals together for meaningful connections and insightful discussions. The highlight of the forum was our esteemed guest speakers, Allana Bianchi, Director of the Office of the Special Commissioner for Equity and Diversity, and Sheetal Deo, who led sessions on "Empowering Diversity Tools & Insights for Supporting Diverse Talent" and "Insights into the Legislative Changes to the Public Sector Act 2022 "
Highlights
• +104 registrations
• 1,847 Views+ of the event on Eventbrite
Some of the testimonials included:
“Nora and Team!! Thank you for such an insightful evening with great speakers I enjoyed every minute of the event I loved it!”
“ The room had such a good vibe and is clearly well respected as a network”
“Such amazing insights; really well-produced event”
2. Members
Our members are inspired, motivated, and empowered
Activities
We closed FY24 with a record 654 members (FY23: 602), a testament to the growing impact of our community It is through our members that we achieve our purpose and drive positive change
While we are pleased with this growth, we have remained steadfast in prioritising quality over quantity within our membership base In line with our strategy, we focused on initiatives that promote inclusivity and enhance member engagement and retention
Aligned with our refreshed strategy, our primary goal for FY24 was to strengthen the alignment of values across our membership. Member surveys, meetings, and feedback sessions provided valuable insights into the activities our community would like to see in the future. These interactions revealed that our members continue to depend on us for a high-quality professional experience.
Our commitment to supporting our members' career development remains at the heart of our mission. We will continue to offer tools, resources, and educational opportunities to empower them.
Our refreshed membership approach further reinforces this commitment, sharpening our focus on helping members stay ahead in their respective fields
Looking ahead, our external communications in FY25 will reflect this renewed focus, emphasising the value that membership brings Through these efforts, we aim to continue empowering and inspiring our members, ensuring they thrive within our community
Outcomes
• The Multicultural Professional Network Newsletter: Distributed monthly, reaching an average of 2,544 recipients in FY24
• The Lord Mayor's Multicultural Business Scholarship: Members continued to actively engage with the scholarship places available, demonstrating proactive involvement in valuable external opportunities
• Social Media Engagement: In FY24, our social media efforts achieved significant engagement, with notable impressions on LinkedIn and Google, and views on Facebook and TikTok, highlighting our commitment to maintaining a strong online presence
TABLE 3: Member Engagement & Communications
3. Championing
We will be leaders in identifying, influencing and addressing the intersectional barriers that Professionals face in the workplace.
Activities
Our Policy Leadership initiatives are designed to inform, influence, and enhance policy settings, driving towards a more inclusive and equitable society. In FY24, we engaged extensively with government bodies, stakeholders, and relevant organisations to advocate for inclusive policies and monitor their implementation Notably, we were invited by the Senate to submit a response to the Senate Legal and Constitutional Affairs Legislation Committee’s inquiry into the Migration Amendment (Strengthening Sponsorship and Nomination Processes) Bill 2024
We also provided proactive policy contributions on areas such as the digital transformation of workplaces, further demonstrating our commitment to addressing intersectional barriers and advocating for fair, equitable policies. Our strategic approach recognises the need to align policies with Australia’s values and long-term goals. We remain dedicated to driving positive change and advancing inclusive policies.
Outcomes
A summary of our priorities, consultations, and progress is provided in Table 4.
TABLE 4: FY24 Policy Performance
Progress
Engagement with government on the digital transformation of workplaces, recommending the development of guidelines to ensure that AI and automated decision-making systems promote fairness, equity, and inclusivity
Engagement with government to highlight the importance of aligning jobseekers with positions that match their skills, qualifications, and career aspirations
Consultation on the key challenges, opportunities, and priorities for driving growth and supporting the development of the sector.
Contributed to shaping the migration framework, advocating for improvements that enhance the inclusivity of the migration process.
In our consultations, we developed guidelines on race discrimination in the workplace to support employers in creating fair and inclusive environments.
4. Visibility
We will promote the visibility of The Multicultural Professional Network across Australia and globally
Activities
In FY24, enhancing the visibility of The Multicultural Professional Network (The MPN) across Australia and internationally remained a cornerstone of our strategy
Guided by our core values of integrity, respect, partnership, and collaboration, our people continued to drive organisational performance and influence.
We proudly participated in SEWF Social Enterprise Day, connecting with participants from over 85 countries and expanding our global reach Notably, our Founder was invited to speak alongside Hillary Clinton at the Women in Leadership Summit, reaching more than 1,300 women leaders across five states. This was a defining moment in the visibility of our network.
We deepened our commitment to the sector by becoming members of key organisations, including the Social Enterprise Council of NSW & ACT (SECNA), the Institute of Community Directors Australia, and the Queensland Social Enterprise Council (QSEC).
Additionally, we contributed to the Federal Government’s 2024 pre-budget submission via Social Traders, reinforcing our role in shaping inclusive economic policy
Throughout the year, we consistently celebrated our milestones and member achievements across all social media platforms, building awareness of our impact and reinforcing our dedication to diversity and inclusion Internally, we refreshed our Wellbeing Programme to better support our team and create a culture of care and engagement
FY24 marked a year of significant visibility, influence, and innovation for The MPN. As we continue to grow, we remain committed to building a vibrant and inclusive professional community that thrives on collaboration and impact
Recognition
In FY24, we were truly honoured to receive several prestigious accolades that not only recognise the hard work and dedication of our team but also affirm the positive impact and credibility of the work we do. These accolades serve as a testament to our unwavering commitment to social impact, empowerment, and inclusive participation, and include the following:
We were named a finalist in the prestigious Australian Small Business Champion Awards
We successfully retained our Social Traders Certification after undergoing a rigorous assessment process
We renewed our People and Planet First verification, further solidifying our commitment to sustainable practices, and proudly maintained our status as a World Fair Trade Organisation Guaranteed Member
Our Founder was named Game Changer of the Year at the National Game Changer Awards 2024, an accolade that recognises transformative leadership and innovation within the social enterprise sector.
We were also officially verified by the Social Enterprise World Forum (SEWF), a distinguished recognition that underscores our alignment with global values of social impact and social enterprise.
These milestones reflect our continued commitment to advancing social enterprise and creating inclusive economic participation.
Inclusion
In FY24, we continued to embed accessibility and reconciliation at the heart of our operations, ensuring our commitment to inclusion extended beyond intention and into practice
With one in three Australian households including a person with a disability, we recognised the importance of creating environments both physical and digital that are inclusive and welcoming for all
Throughout the year, we strengthened our focus on accessibility by reviewing our venues, digital platforms, and communication materials to identify and address barriers for individuals with disabilities
We also began assessing our organisational disability confidence and laid the groundwork for future benchmarks that will guide our improvement.
In parallel, our commitment to reconciliation with First Nations communities remained a priority. We sought to deepen our understanding and engagement, reflecting on how we can respectfully contribute to reconciliation efforts while amplifying Indigenous voices within our network and beyond.
FY24 reaffirmed that genuine inclusion requires continuous reflection and action, and we remain dedicated to building a network where every individual feels seen, supported, and empowered
CREATING 23 CONNECTIONS
CORPORATE VOLUNTEERING
On Thursday, September 19th, our team, guided by FareShare’s skilled chefs at Australia’s largest charity kitchen, worked together during a rewarding half-day shift We prepared, cooked, and packed over 489 nutritious meals, which will support 1,467 people in need, making a meaningful difference in their lives
ANNUAL NETWORKING FORUM
On Monday, 18th March 2024, we hosted our Annual Networking Forum, featuring guest speakers Sheetal Deo and Allana Bianchi from the Office of the Special Commissioner for Equity and Diversity Sheetal’s discussion on workplace inclusivity and equality was particularly impactful, resonating deeply with our members Allana shared invaluable insights into the legislative changes to the Public Sector Act 2022 We also extend our special thanks to Business Chamber Queensland for their overview of the Workforce Evolve program
GALA DINNER
On Saturday, June 22, 2024, our Gala Dinner united a diverse group of professionals and featured our Professional Impact Awards presentation, presented by Councillor Vicki Howard, Civic Cabinet Chair for Community and the Arts, and Councillor for Central, along with Dr Faiza El-Higzi, Chairperson of Radio 4EB We raised an outstanding $685 for our social impact programme and extend heartfelt thanks to all attendees, sponsors, and partners whose support made this event possible.
DISCUSSION ON DEIB
On Friday, November 24th, 2023, we hosted a discussion on Diversity, Equity, Inclusion, and Belonging (DEIB) It was a remarkable evening filled with insightful conversations, diverse perspectives, and engaged thought leaders, change-makers, and passionate individuals committed to promoting equity and inclusion
BUILDING RESILIENCE IN THE WORKPLACE
On Thursday, October 19th, 2023, our event at the Brisbane Business Hub focused on building workplace resilience. The event featured Anthony Ikin, Life Coach and Keynote Speaker, and was supported by Brisbane City Council and Mental Health Foundation Australia
Gala Dinner
SOCIAL IMPACT GALADINNER
The Multicultural Professional Network was thrilled to host our Gala Dinner on the 22nd of June 2024, an unforgettable evening filled with music, food, and entertainment.
This spectacular event aimed to raise vital funds for our Social Impact program, ensuring that our efforts remain in alignment with our vision to drive positive change and create a more equitable and sustainable future for all
The Gala Dinner featured a delightful range of activities, including the presentation of our Professional Impact Awards Guests enjoyed pre-dinner refreshments, a raffle, a sumptuous two-course dinner with a threehour beverage package, and captivating music and performances from Sahra Entertainment & Sambalicious
Guests embraced the glamour of the occasion, wearing their finest attire and contributing to the elegant atmosphere of the evening
We were immensely grateful for the generous support of our sponsors, whose invaluable contributions made the event possible
A special thank you to Councillor Vicki Howard, who represented The Right Honourable, the Lord Mayor of Brisbane, Councillor Adrian Schrinner, and for her inspiring welcome address
Proceeds from the Gala Dinner benefitted FareShare, which operates Australia’s largest nonprofit kitchens in Melbourne and Brisbane Here, chefs and volunteers work together to prepare the best possible meals for those in need
The success of the Gala Dinner stands as a testament to the power of collective action and the spirit of giving back to the community
Through events like these, we continue to support initiatives that create lasting change and opportunities for all, making a meaningful difference
FareShare operates Australia's largest non-profit kitchens in Melbourne and Brisbane, where chefs and volunteers work together to prepare the best possible meals for every person in need
Each year, FareShare transforms rescued, donated, and homegrown food into millions of nutritious, wholesome meals that promote dignity and wellbeing for Australians facing hardship A homestyle meal serves as a reminder that someone cares, creating an immediate positive impact
These healthy meals are distributed free of charge to frontline charities, including homeless shelters, First Nations organisations, and groups providing disaster relief
To learn more about their impactful programs, visit wwwfaresharenetau
GALA DINNER SPONSORS
PLATINUM SPONSOR
RAFFLE SPONSORS
MEDIA PARTNER
GENERAL SPONSORS
In FY24, The Multicultural Professional Network (The MPN) was fortunate to receive generous support from our community, including both in-kind and cash donations We extend our sincere gratitude to our sponsors, whose invaluable contributions have been instrumental in sustaining and advancing The MPN’s mission These partnerships empower us to continue promoting diversity, inclusion, and professional excellence within our community We are deeply thankful for the unwavering support that allows The MPN to thrive and make a lasting, positive impact
Australian Institute of Company Directors
Brisbane Business Hub
Brisbane City Council
Brisbane Roar FC
Canva
Connecting Up
Deep Grey Photography
Hub Australia
La Boite
Marty Jovic - Partner PwC Australia
Microsoft Power to Fly
Proprium
Dei Legal Practitioners
Donations Received
$20,119
Queensland Government Gambling Community Benefit Fund
Queensland Museum
Queensland Reds
Queensland Symphony Orchestra
Radio 4EB
Salesforce
Slack
Social Traders
Suncorp Stadium
The Right Honourable, the Lord Mayor of Brisbane, Councillor Adrian Schrinner Verve Portraits
Women Leaders Institute
YouTube
CHARITY DONATIONS
As part of our dedicated social impact initiatives in FY24, The MPN proudly extended support to The Smith Family, Mental Health Foundation Australia, Women's Legal Service Qld and FareShare Our commitment was reflected through a variety of initiatives, including volunteering efforts, fundraising activities, and strategic partnerships In addition, to make a tangible difference, The MPN collectively donated a total of $3,034 to charity in FY24 These contributions underscore our ongoing dedication to creating positive change and making a meaningful impact in the communities we serve.
Director & Leadership Team Profiles
NORA FRASER MAHRI GAICD
CEO & MANAGING DIRECTOR
BA (Hons), MA
Nora Fraser (she/her) is an inspiring People & Culture Leader with an entrepreneurial mindset, and CEO of The Multicultural Professional Network. With extensive experience in both the private and public sectors, Nora has played a key role in implementing diversity and inclusion programs for global organisations across Australia, Europe, and the UK. Nora is admired for her tenacity, resilience, authenticity, thought leadership, and courage to challenge the status quo. She is a sought-after speaker at conferences and events, sharing insights on building inclusive cultures. In addition to her role, Nora volunteers with several inclusion-focused organisations and serves as a mentor to many professionals. Nora is a graduate of the Company Directors Course.
CAROLINE STONE
Non - Executive Director
Appointed: 1/06/2022
Role: Membership, Nominations & Governance
Caroline (she/her) is a multi-talented Learning and Development Specialist with over 30 years of experience in talent development and learning design Throughout her career, she has developed a wide range of skills and expertise in areas such as instructional design, coaching, leadership and organisational development As a goalfocused professional, Caroline is highly regarded for her ability to build strong relationships with internal and external stakeholders
JONATHAN OMONUWA MBA
Chief Technology Officer
Appointed: 1/06/2022
Role: Member and Technology, Innovation & Major Projects
Jonathan (he/him) is a highly experienced Information Technology professional with over 14 years of expertise in various areas of IT. He has an MBA degree from the University of South Wales, UK, and holds multiple IT certifications, including Microsoft Certified Solutions Expert (MCSE) Charter Member, MCITP, MCTS, MCSA, COBIT 5, PRINCE2, and is a Certified Scrum Master Jonathan has extensive experience in IT, ranging from project management, network and telephony, infrastructure, database, software delivery, IT support, security, governance, and strategy His technical skills and knowledge are matched by his exceptional problem-solving abilities, leadership skills, and ability to work collaboratively with cross-functional teams
Directors’ Report
The Board and Leadership Team of The Multicultural Professional Network present their report together with the financial statements for the financial year ended 30 June 2024.
Directors
The names of directors in office during the financial year and as at the date of this report are in Page 29-30.
Principal Activities
The Multicultural Professional Network (The MPN) remains steadfast in our purpose to promote inclusive leadership and equal opportunities for underrepresented talent across all backgrounds, creating social impact in Australia and globally To realise this purpose, we are dedicated to organising events that bring professionals together both globally and nationally, while also supporting social impact initiatives through carefully selected charity partnerships each year.
In FY24, we welcomed leaders from various sectors, including education, infrastructure, government, and professional services.
A key asset of The MPN remains our diverse and growing membership base. With over 654 members, including leaders from the not-forprofit (NFP), small business, C-suite, and government sectors, our community continues to thrive in both size and diversity Currently, nearly 8 percent of our members represent companies with approximately 10,001 or more employees
Our membership strategy revolves around three core objectives: connectivity, visibility, and advocacy We achieve these objectives through various avenues, including tailored events, strategic partnerships, and targeted initiatives that align with our mission
Members of The MPN are actively engaged in relevant policy consultations advancing Diversity, Equity, and Inclusion (DEI). Through these consultations, members contribute their expertise and insights to shape policy development. Our donations continue to be strategically directed towards charities that align with our UN Sustainable Development Goals. These organisations are not only committed to addressing pressing societal issues but have also been empirically recognised by external charity evaluators for their effectiveness.
Review of Operations
The MPN achieved an overall surplus for the financial year ending on 30 June 2024, totaling $1.0K. Throughout 2024, the MPN experienced membership growth of 8 6 percent, in line with our quality-over-growth strategy
This growth reflects the strength of The MPN and the compelling value proposition it offers to its members.
In terms of revenue, the MPN generated a total of $38 1K in the current financial year, an increase of 72 73% While a portion of this revenue, amounting to $10,000, was derived from CEO funding, The MPN continues to strive for greater self-reliance by gradually reducing its dependence on grants and donations.
This strategic shift aligns with our commitment to sustainability and financial independence We extend our sincere appreciation to our sponsors for their invaluable support in this journey toward self-reliance, enabling us to continue delivering impactful programs and initiatives for our members
As we look toward the future, we remain committed to our purpose and to the community of members we serve. We extend our heartfelt gratitude to all our sponsors and partners for their unwavering support, which enables us to create meaningful impact
Financial Statements
Statement of Profit or Loss and Other Comprehensive Income
For the year ended 30 June 2024
Statement of Financial Position
Current assets
Cash and cash equivalents
Trade and other receivables
Advance Tax
Financial assets
Total current assets
Non-current assets
Plant and equipment
Right-of-use assets
Intangible assets
Financial assets
Total non-current assets
TOTAL ASSETS LIABILITIES
Current liabilities
Trade and other payables
Employee benefits provisions
Lease liability
Other provisions
Deferred revenue
Total
Non-current liabilities
Employee
Lease liability
Other provisions Total
Statement of Changes in Equity
For the year ended 30 June 2024
Opening equity
Total comprehensive income/(loss) for the year
EQUITY For the year ended 30 June 2024
CASH FLOWS FROM OPERATING ACTIVITIES
Accounts Receivable
Net Income
Net cash flows from operating activities
CASH FLOWS FROM INVESTING ACTIVITIES
Interest received
Net receipts/(payments) for term deposits ‘greater than 90 days, less than one year’
Distributions received
Franking credits received
Purchase of other financial assets
Payment for plant and equipment
Payment for intangible assets
Net cash flows used in investing activities
CASH FLOWS FROM FINANCING ACTIVITIES
Interest paid
Payment of lease liabilities
Net cash flows from financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at the beginning of the period
Effect of exchange rate fluctuations on cash held
Cash and cash equivalents at the end of the period
COMPENSATION OF KEY MANAGEMENT PERSONNEL
Key Management Personnel (KMP) are those in executive positions having the authority and responsibility for planning, directing and controlling the activities of The MPN Individuals covering executive leave absences are not included as they do not meet the definition of KMP
Director Compensation
The non-executive directors of The MPN are appointed on an honorary basis and as a result, do not receive any remuneration either directly or indirectly in their capacity as a director
Directors’ Declaration
In the opinion of the directors of The Multicultural Professional Network:
a the financial statements that are set out on pages 32 to 35 give a true and fair view in all material respects of The MPN’s financial position as at 30 June 2024 and of its performance for the year ended on that date; and b The association’s financial records show the association keeps adequate financial records that correctly record and explain transactions and enable a true and fair financial statement to be prepared
Signed in accordance with a resolution of the directors
Nora Fraser GAICD Managing Director & Chief Executive Officer
Brisbane
20 December 2024
Caroline Stone Non - Executive Director
Network
Email: Admin@multiculturalprofessionalnetwork.com.au
Web: www.multiculturalprofessionalnetwork.com.au
Acknowledgement of Country The
