Page updated 26 May 2023
To achieve our vision of a safe and secure aviation sector – so people are safe, and feel safe, when they fly, we must make sure we are supporting our own people.
We’re committed to developing and retaining a diverse and inclusive workforce and have an active strategy to support this.
As part of this commitment, we’ve published an Action Plan to help us close gender and ethnic pay gaps in our workforce. The gender and ethnic pay gap is the difference between groups of individuals and their earnings. It’s a high-level indicator of ongoing workplace inequities which have been driven by historic and systemic views, values and behaviours.
Our plan aligns to the Te Kawa Mataaho | Public Service Commission Kia Toipoto - Closing Gender Māori, Pacific and Ethnic Pay Gaps, Public Service Action Plan 2021 to 2024. This plan builds on the achievements of the Public Service Gender Pay Action Plan 2018 to 2020 and sets new and more ambitious targets for the public sector and Crown Entities.
Under Kia Toipoto we are expected to:
Our action plan outlines activities that will help build fairness, inclusion and representation across our workforce. You can find our full action plan and our six focus areas below.
While this is our first formal action plan, we’ve already been actively working on making the Authority a great place to work. We’ll continue to do so by taking a collaborative approach with our people, unions and staff-led networks to achieve the key milestones set.
Our pay gaps will continue to be reported quarterly to the Board and our Authority Leadership Team and will be regularly reviewed and discussed by our Diversity and Inclusion Working Group. Our progress will be determined by our data, progress actions, and general feedback and discussions about people’s experiences and annual progress reports will be provided to Te Kawa Mataaho.
Closing Gender and Ethnic Pay Gaps Action Plan 2023-25 [PDF 910 KB]
Agencies and entities publish annual action plans based on gender and ethnicity data and union/employee feedback.
Agencies and entities ensure easy access to HR and remuneration policies including salary bands.
Actions taken in 2021/2022, achievements and outcomes.
Our future actions to be taken in 2023/2025.
| Records | Key milestone dates |
|---|---|
| Launch a campaign to communicate the requirements of Kia Toipoto to encourage more employees to share their gender, ethnic and disability information. | June 2023 |
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Actively collect more data on ethnicities, aiming to meet our aspirational target of 100% of employees reporting their ethnic information. |
December 2023 |
| Focus on understanding the Authority’s ethnicity pay gaps and set a goal to reduce the ethnic pay gap in 2024. | February 2024 |
| Remuneration | Key milestone dates |
| Meet with our unions to include a discussion on the implementation of the CAA remuneration framework, issues identified to consider learnings from information gathered to ensure that bias does not creep into our new remuneration systems and processes. | June 2023 |
| Terms of reference for CAA/PSA Remuneration Forum discussed and agreed with the PSA. | June 2023 |
| Access to information | Key milestone dates |
| Publish the Authority’s Kia Toipoto Action Plan on the intranet and externally on our website. | June 2023 |
| Publish salary bands on all job adverts as appropriate. | June 2023 ongoing |
| Review and publish our recruitment and selection policies, tools and communications in consultation with our unions to ensure the organisation supports inclusive hiring. | July 2023 ongoing |
| Share our progress as we work towards our aspirational gender pay gap of 0%. | July 2023 ongoing |
| Continue to monitor, adapt and publish our progress on achieving the milestones in the action plan. | July 2023 ongoing |
Entities ensure that starting salaries for the same or similar roles are not influenced by bias.
Agencies monitor starting salaries and salaries for the same or similar roles to ensure gender and ethnic pay gaps do not reopen.
Pay equity processes are used to address claims and reduce the impact of occupational segregation.
Actions taken in 2021/2022, achievements and outcomes.
Our future actions to be taken in 2023/2025.
| Remuneration | Key milestone dates |
|---|---|
| Provide data on starting salaries based on gender and ethnicity in the quarterly report for the Leadership Team and Board. Highlight inequities and develop a plan to address those. As our ethnic data improves, we will be able to increase our understanding in this area and address areas of concern. | Quarterly |
| Monitor allowances for acting and additional duties to make sure these opportunities are equitable. | Quarterly |
Have plans to target improving gender and ethnic representation in their workforce and leadership.
Actions taken in 2021/2022, achievements and outcomes.
Our future actions to be taken in 2023/2025.
| Leadership and representation | Key milestone dates |
|---|---|
| Actively review roles that are advertised to see if they can be offered as part time, remote or job-sharing to increase opportunities available. | June 2023 |
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Review job advertisements to ensure:
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July 2023 |
| Canvas our people to advise on other networks that will strengthen a sense of belonging and give our diverse employees a safe space within the Authority. | September 2023 |
| Explore how we can be more attractive to Māori, Pasifika, and other ethnicities. This review will be included as part of our recruitment strategy. Deliver diversity and inclusion training for all our people. | October 2023 |
| Deliver diversity and inclusion training for all our people. | December 2023 |
| Set up a Women’s Network to provide a forum for home to share knowledge and experience, make connections and elevate any issues that they may encounter that impacts on their personal and professional growth. | July 2023 |
| Encourage diversity on interview panels and develop panel knowledge regarding cultural awareness of environment factors within an interview that can enhance all candidates’ ability to succeed in an interview. | June 2023 |
| Identify opportunities for all our employees to develop their Māori cultural capability. | December 2023 |
| Develop a workforce plan and align this to the Authority’s needs and career planning and career progression for our people, with a particular emphasis on accelerating the progress of Women, Māori, Pacific Peoples and other ethnicities. This will be managed in a phased approach. | |
| Phase 1: Analyse current workforce and identify current and future skills gaps | February 2024 |
| Phase 2: Succession planning | |
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April 2025 |
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April 2025 |
Ensuring opportunities are transparent and inclusive, and promote participation.
Actions taken in 2021/2022, achievements and outcomes.
Our future actions to be taken in 2023/2025.
| Career and leadership development | Key milestone dates |
|---|---|
| Develop and implement a core capability framework. | January 2024 |
| Be transparent about, and actively invite participation in, career and leadership development opportunities e.g. secondments, participation in cross-business unit projects when these opportunities arise. | Ongoing |
Building an affinity and understanding of Te Ao Māori and other cultural values.
Actions taken in 2021/2022, achievements and outcomes.
Our future actions to be taken in 2023/2025.
| Eliminating all forms of bias and discrimination | Key milestone dates |
|---|---|
| Review our human resources policies and procedures to eliminate any unintended forms of bias and discrimination. | March 2024 |
| We will establish a plan to develop cultural competency requirements for working at the Authority. | July 2024 |
| Continue to promote attendance at Te Reo Māori lessons and reflect Te Ao Māori understanding and practice. | Ongoing |
| Celebrate Matariki – come together to reflect on the past, celebrate the present and plan for the future. | Annually |
| Continue to engage with our people on our diversity and inclusion policy and practice. | Ongoing |
Offering equitable access to flexible-by-default working and ensure it does not undermine career progression or pay.
Actions taken in 2021/2022, achievements and outcomes.
Our future actions to be taken in 2023/2025.
| Flexible work by default | Key milestone dates |
|---|---|
| Continue to promote and monitor our flexible working approach and review our policy and procedures to ensure it remains effective across the organisation. | July 2023 |
