Air New Zealand 2013 Annual Report Download - page 60

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The Board’s standards for determining the independence of a director including the requirements of the NZSX Listing Rules and the ASX
Recommendations are set out in full in the Board’s Charter. All seven of Air New Zealand’s directors, including the Chairman, are independent
directors under those criteria. Directors are required to inform the Board of all relevant information which may affect their independence.
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The Board has delegated certain of its responsibilities to the Audit Commiee, the Safety Commiee and the People Remuneration and
Diversity Commiee. The commiees play the following roles:
 • TheAuditCommieeassiststheBoardindischargingitsresponsibilitiesinrelationtothenancialreporting,complianceandrisk
management practices of Air New Zealand.
 • ThePeopleRemunerationandDiversityCommieemonitorsissuesrelatedtomanagementstructure,diversity,remuneration
of the Chief Executive Officer and remuneration of senior executives.
 • TheSafetyCommieeensuresthat,atalltimes,AirNewZealandhasworkablesystemsandprocessesinplacetoprovidethebest
practicable safety, security and environmental performance.
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Air New Zealand is resolutely focused on diversity across its business and is currently developing a new Diversity Policy which will
include measurable objectives. The new policy will enable Air New Zealand to report its progress against specific diversity targets. While
this policy is in development, Air New Zealand has set a number of diversity objectives which are focused on increasing the diversity
representation across our organisation and in leadership positions to ensure our business is more reflective of both the populations in
which we do business and our customer base.
Air New Zealand is broadening its focus to include the concept of ‘inclusion’. An ‘inclusive’ culture is one in which diversity is encouraged,
understood, respected, valued and leveraged, in ways which ensure that talented people thrive and our customers and our reputation
both benefit.
Gender representation within the Air New Zealand workforce is set out in the graph below.
Good progress was made across our stated 2013 objectives:
• Adiversityprojectdeliveryteam,representativeofourtargetgroups,wassetupandisactivelyprioritising,implementing,and
monitoring key initiatives.
• Talentmanagementandsourcingprocesseshavebeenreviewedtoensuresupportisgiventodiversityandinclusionaims.
• Areviewwasundertakenintoourexibleworkingpolicyandpractices.Awarenessbuildingofthearrangementsonoeris
planned for the 2014 financial year.
• NewrecruitstoAirNewZealandarenowbeingaskedarangeofdiversityinformationenablingthebuildingofadatabaseofthe
diversity of our employees. 75% of the Senior Leadership Team also voluntarily submied diversity profile information enabling
a baseline data set to be created for this key group.
• MentoringofEngineeringgraduateswasundertakenbyamemberoftheDiversityProjectDeliveryTeam,therolloutoftheLeaders’
Toolkit training on “valuing differences” in Technical Operations was completed and a programme of open days were held at Auckland
Airport and the Hub for low decile school students.
Corporate Governance at Air New Zealand
(Continued)
Air New Zealand Annual Financial Results 
58
BOARD DIRECT REPORTS TO CEO SENIOR LEADERSHIP TEAM OTHER
Workforce gender representation
40%
35%
30%
25%
20%
15%
10%
5%
0
2012 Financial year
(% female)
2013 Financial year
(% female)