Air New Zealand 2014 Annual Report Download - page 60

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Director฀ Independence
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 eight 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.
BOARD฀COMMITTEES
The Board has delegated certain of its responsibilities to the Audit Committee, the Safety Committee and the People Remuneration and
Diversity Committee. The committees play the following roles:
•฀ The฀Audit฀Committee฀assists฀the฀Board฀in฀discharging฀its฀responsibilities฀in฀relation฀to฀the฀financial฀reporting,฀compliance฀and฀risk฀
management practices of Air New Zealand. The Audit Committee is also responsible for overseeing the appointment and re-appointment
of the external auditors, for ensuring the independence of the external auditor is maintained, and for approving the provision of any
non-audit services in accordance with the Audit Independence Policy. Further detail is available in the Audit Committee Charter on the
Air New Zealand website.
•฀ The฀People฀Remuneration฀and฀Diversity฀Committee฀monitors฀issues฀related฀to฀management฀structure,฀diversity฀and฀remuneration฀of฀the฀
Chief Executive Officer and other senior executives.
•฀ The฀Safety฀Committee฀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.
DIVERSITY฀AND฀INCLUSION
Air New Zealand continues to be resolutely focused on diversity across its business. Our diversity objectives remain focused on increasing
the representation of female and ethnic minority groups across our organisation and into leadership positions to ensure they are more
reflective of both the populations in which we do business and our customer base.
In the 2014 financial year, Air New Zealand broadened 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.
The proportion of women within the Air New Zealand workforce is set out in the graph below.
Strong progress was made across our stated 2014 objectives:
•฀ Christopher฀Luxon฀communicated฀Air฀New฀Zealand’s฀target฀to฀achieve฀40%฀women฀constitution฀of฀Senior฀Leadership฀Team฀(SLT)฀
membership฀by฀2020฀to฀all฀Air฀New฀Zealanders฀in฀his฀CEO฀message฀in฀August฀2013.฀Milestone฀targets฀were฀set฀for฀25%฀constitution฀by฀
2014฀and฀30%฀constitution฀by฀2016.฀The฀company฀has฀met฀the฀2014฀target฀and฀is฀currently฀tracking฀at฀26%฀of฀females฀in฀the฀SLT.฀
•฀ A฀diversity฀project฀delivery฀team,฀representative฀of฀our฀target฀groups,฀continues฀to฀regularly฀meet฀and฀is฀actively฀prioritising,฀
implementing and monitoring key initiatives. Executive members attend meetings on agenda items they sponsor.
•฀ Wide฀scale฀rollout฀of฀women’s฀networking฀events฀across฀Air฀New฀Zealand฀locations฀including฀goal฀setting,฀personal฀branding,฀
balancing work and home life and career journeys of senior women. These networking events are supported by toolkits and access
to resources through our partnerships with Professionelle, DiverseNZ and EEO Trust. Over 800 women have attended these events.
CORPORATE GOVERNANCE AT AIR NEW ZEALAND (CONTINUED)
AIR NEW ZEALAND ANNUAL FINANCIAL REVIEW 201458
BOARD SENIOR LEADERSHIP TEAM OTHER
WORKFORCE GENDER REPRESENTATION
40%
35%
30%
25%
20%
15%
10%
5%
0
2013 Financial year
(%฀female)
2014 Financial year
(%฀female)