Air New Zealand 2016 Annual Report Download - page 53

Download and view the complete annual report

Please find page 53 of the 2016 Air New Zealand annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 72

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72

51
AIR NEW ZEALAND GROUP
Diversity and inclusion
Air New Zealand continues to make strong progress delivering to diversity and inclusion objectives. Our focus continues on gender
representation, in particular, to increase the number of females in leadership positions. We are also increasing focus on our cultural diversity
to ensure our employee population is reflective of our diverse customer base. Furthermore, as an international airline we believe an open and
inclusive culture will deliver superior business results in existing markets and enable success in new markets.
As such, there are four strategic areas as we continue to progress on our diversity and inclusion objectives.
1. Creating an inclusive and collaborative culture;
2. Growing inclusive leadership capability;
3. Building a diverse workforce; and
4. Growing diverse talent pools.
Creating an Inclusive and Collaborative Culture
We have continued to increase cultural awareness through celebration of cultural events including, Diwali, Chinese New Year, Pasifika festival,
Auckland Pride Parade, Matariki and Maori Language week.
In order to effectively monitor our progress in achieving a collaborative culture we ensure that we are collecting and reporting on up to date data.
We capture diversity data through the following:
• At the recruitment stage through our employee information system where employees can also add additional diversity related information.
• In our employee engagement survey where we have included additional diversity questions.
• In our talent management system where employees can identify the networks they are part of.
In the 2017 financial year we will seek to establish some key metrics and a diversity dashboard to better understand our opportunities and areas
of priority for future diversity and inclusion initiatives.
Growing Inclusive Leadership Capability
In 2015 we introduced an unconscious bias module into our Recruitment Excellence module. We also provided unconscious bias training to
our senior leaders and incorporated unconscious bias elements into our foundational leadership programme. In addition, we introduced an
unconscious bias assessment tool. As we look to build inclusive leadership capability across the organisation we will continue to review the
effectiveness of our unconscious bias training.
We offer personalised coaching on Te Reo and cultural protocols for Executive members and senior leaders and in August 2016, we are offering
cultural fluency training for key leaders. This is a joint Department of Conservation/Air New Zealand participation on Te Papa Atawhai, a three
day Wananga.
Building a Diverse Workforce
We are maintaining a strong focus on gender diversity across all of our business units. As illustrated in the graph below, we have seen an
increase in female representation year on year from 2013 across many levels of the organisation. Our key area of focus continues to be women
in senior leadership roles, with a target to achieve 40% women on the Senior Leadership Team (SLT) by 2020 and milestone targets were set
to achieve 30% constitution by 2016. As of 30 June 2016, the SLT is at the target level of 30% female.
Workforce Gender Representation (% female)
In the 2015 financial year we launched our internal Women in Leadership programme, a professional development programme for our talent
population, aimed at building a solid pipeline of women ready to move into senior leadership roles. We are also partnering with external
organisations to sponsor places on development programmes for women. Specifically, AMP’s: Women in Leadership Pathway programme,
The Leadership Academy: Perspectives on Women in Leadership and Global Women: Breakthrough Leaders programme
Our women’s network continues to thrive. We offer regular networking events, newsletters, access to resources and a comprehensive calendar
of other events aimed at connecting women across the airline, providing education and development opportunities as well as sharing information,
ideas and inspiration. We have also partnered with Professionelle to provide mentoring to our women who are in the early stages of their career
to develop our emerging female leaders.
Board
45%
40%
35%
30%
25%
20%
15%
10%
5%
0
OtherSenior Leadership Team
(including Officers)
FY2016
FY2015
FY2014
FY2013
Corporate Governance (continued)