Mark Cross (pictured), a member of the Accident Compensation Corporation (ACC) board and chair of the Board Investment Committee since 2021, will step down from his roles following the board’s meeting on Dec. 18.
Cross’s departure marks the end of a four-year tenure during which he contributed to the governance and investment oversight of the organisation.
Jan Dawson, ACC board chair, commented on Cross’s resignation. “I thank Mark for his hard work, diligence, and commitment over the past four years. I know his financial acumen was well received on the Board Investment Committee, where his knowledge and experience were able to help drive great results in this area,” Dawson said.
Cross described his time with ACC as an honour, noting the opportunity to support an organisation that benefits all New Zealanders.
Cross’s upcoming departure follows the recent resignation of Dr. Tracey Batten, who stepped down as ACC board chair effective June 11. Batten, who joined the board in 2019 and was appointed chair in March 2024, left the role due to family obligations in Australia.
Deputy chair David Hunt is serving as interim chair while the search for a permanent successor continues. Reflecting on her tenure, Batten said: “ACC plays an incredibly significant role within New Zealand, and I feel extremely fortunate to have had the opportunity to contribute to the governance of ACC over the past six years. I’m proud of the improvements we have seen in rehabilitation performance over the past six months, and I know ACC will continue to build on this positive momentum.”
The leadership transitions come after with the release of an independent review into ACC’s workplace culture. Commissioned by the board and conducted by Pip Muir of Simpson Grierson and Doug Craig of RDC Group, the review followed concerns about internal behaviour and organisational processes raised earlier this year.
Input was gathered from 322 staff interviews and 378 written submissions, representing a significant portion of ACC’s workforce.
The review found that while ACC employees are committed to the organisation’s mission, there is a lack of clarity around strategic direction. The report highlighted challenges related to the organisation’s size, hierarchical structure, and the adoption of hybrid and remote work arrangements. Employee feedback varied, with some describing positive experiences, while others noted that workplace culture often depends on individual managers and that there is hesitancy to address inappropriate behaviour.
