Air New Zealand 2016 Annual Report Download - page 54

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AIR NEW ZEAL AND ANNUAL FINANCIAL RESULTS 2016
Finally, we are going to implement software which removes gender or cultural bias in an applicant’s curriculum vitae as part of the recruitment
process, removing factors which could result in bias, such as ethnic names.
In addition to a continued focus on gender we have increased our focus on cultural diversity, particularly in support of the markets we operate in
and to embrace our unique cultural heritage and ensure we reflect the diversity of New Zealand within our employee population. We have a wide
range of active employee networks including: Young Professionals, Maori and Pacific Island (Manu) and Pride networks. The overarching purpose
for all of our networks is:
• To promote a sense of community and belonging across different employee groups.
• Increase visibility and awareness of our diverse workforce.
• Advancement of knowledge and capability.
• Connect with other corporate networks and the communities we serve, to share knowledge and learn from each other, contributing to
the development of wider New Zealand.
As we continue to increase our focus on cultural diversity we will look to introduce the following in the 2017 financial year:
• Grow Maori cultural fluency across relevant roles and business units.
• Celebrations and initiatives supporting Maori language and culture; including Maori language and culture champions and Te Kete Tikanga
Maori mobile app.
Growing Diverse Talent Pools
Although we continue to apply a gender focus to our internal talent identification process to ensure we have a diverse pipeline of senior leaders,
additional focus on cultural diversity and leaders from minority populations is planned for the 2017 financial year. Key initiatives include:
• Principal sponsor of Champions for Change: ‘Tupu Toa – Maori and Pasifika Corporate Pathways Programme’ an internship programme to
promote and encourage young Maori and Pasifika into corporate careers.
• Introduction of targets for Maori and Pasifika into leadership positions across the business.
• Identification of emerging talent from minority populations. We will partner with external organisations to provide targeted and specific
development programmes for emerging leaders from minority populations.
• Greater focus on building Asian talent pipelines, this includes identifying talent, offering appropriate and specific development opportunities
and tracking the progress of these initiatives.
The full Air New Zealand Diversity and Inclusion Policy can be found at: http://www.airnewzealand.co.nz/corporate-governance-policies.
Differences in corporate governance practice to NZX code and ASX recommendations
Under the NZSX and ASX Listing Rules, Air New Zealand is required to disclose in this Annual Report the extent to which its corporate
governance practices materially differ from the principles set out in the NZX Code and the ASX Recommendations. A summary of
Air New Zealand’s corporate governance practices has been provided in the prior pages. Any divergence from the NZX Code and the
ASX Recommendations is explained in the table below.
ASX Corporate Governance Principles
and Recommendations
NZX Corporate Governance
Best Practice Code
Reason for not following
2.1 The board should establish
a nomination committee.
2.2 Unless constrained by size, an
Issuer should establish a nomination
committee as recommended in
paragraph 3.10.
3.11 – 3.12 Composition, charter and review
of nomination committee.
The Board believes that a nomination
committee is not required for
Air New Zealand, as its whole Board
should be (and is) involved in the
selection and appointment process of
any new Board members.
Corporate Governance (continued)