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:

  • Publish our pay gaps action plans each year
  • Ensure bias does not influence starting salaries or pay for employees in the same or similar roles
  • Have plans to improve gender and ethnic representation in our workforce and leadership
  • Develop equitable career pathways and opportunities to progress
  • Protect against bias and discrimination in human resource and remuneration policies and practices
  • Build cultural competence
  • Normalise flexible working; and
  • Engage with Unions and employees in our work to close our gender and ethnic pay gaps.

CAA Gender and Ethnic Pay Action Plan

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.

Reporting

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.

Our current state and previous actions

Actions taken in 2021/2022, achievements and outcomes.

Records

  • Quarterly report provided to the Authority Leadership Team for discussion on gender and ethnic pay gap. The report continues to be refined as required.
  • Our Human Resources Information System (HRIS) records up to two ethnicities per person.
  • Our employee survey, ‘Your View’ includes demographic questions focussed on disability, the LGBTTQIA+ community and an additional gender option of ‘gender diverse’ which has helped us to better understand our people’s experiences.

Remuneration

  • The Authority and the Public Service Association (PSA) co-designed a new CAA step- based remuneration framework which was implemented on 1 January 2023. The framework is weighted towards lower pay banded roles i.e., the lower the pay band the bigger increases between steps.
  • Movement across to the new framework has included a review of tenure to ensure that every employee regardless of gender, ethnicity, sex, translated across to the framework appropriately based on tenure before being placed on the nearest but highest step. This process contributed to closing some pay gaps.
  • Our Aviation Security Service (AvSec) frontline staff on a AvSec/PSA, Etū, NUPE Collective Employment Agreement (CEA) have a separate stepped framework and so do our Team and Shift Leaders.  Information on salaries is contained in the CEA.

Access to information

  • All staff have access to our Human Resources policies, including (but not limited to) remuneration, performance management and training and development policies.
  • Salary information for our frontline employees is published in our CEA and associated salary bands are transparent and available on our intranet.
  • Our Diversity and Inclusion Strategy (available on our intranet to all our people) outlines how we will increase diversity and inclusion within the Authority. Each focus area is working towards a five-year timeframe for delivery and targeting a key driver of change within diversity and inclusion. At the centre of our focus is our organisational values which includes caring for and respecting each other.

Our future actions

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

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.

Our current state and previous actions

Actions taken in 2021/2022, achievements and outcomes.

Remuneration

  • Information for managers on placement of new employees in the remuneration framework is contained in the Remuneration procedures. Salary offers are quality-assured/endorsed by our Human Resource Advisors taking into consideration peer placement.  Salary offers outside the recommended placements (as noted in the remuneration procedures) must be justified by the relevant manager with evidence and approved by the relevant Deputy Chief Executive.
  • The recent translation to the new remuneration framework included an analysis of internal relativities for those in the same role. Amendments were made where appropriate.
  • There are no equity claims to address.

Our future actions

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.

Our current state and previous actions

Actions taken in 2021/2022, achievements and outcomes.

Leadership and representation

  • We have recently recruited a Recruitment Manager and additional recruitment staff who will focus on a recruitment strategy to attract diverse applicants to the Authority and ensure their experience with us is a responsive and positive one.
  • We have built an online tool to streamline the recruitment process and make it more objective and transparent.
  • The Authority was gifted with our very own Authority karakia, He karanga āio which incorporates the te ao Māori principle of reflecting on the past, present and looking towards the future – we are building for the future reminding ourselves of the past.  All the elements of the karakia relate to the Authority and we have encouraged all our employees to learn it and share it in their teams and become confident in using it at team meetings.

Our future actions

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

Review job advertisements to ensure:

  • use of inclusive language; and
  • monitor and report our recruitment statistics, to identify any bias.
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  
  • Identify critical positions and develop a profile of the position and performance expectations – share this openly with employees to encourage transparency, trust and engagement with the process.
April 2025
  • Invite employees to express their interest - be deliberate in identifying talent and creating a talent pipeline - accelerate opportunities for Women, Māori, Pacific Peoples and other ethnicities.
April 2025

Ensuring opportunities are transparent and inclusive, and promote participation.

Our current state and previous actions

Actions taken in 2021/2022, achievements and outcomes.

Career and leadership development

  • Our learning and development policy is underpinned by the following principles – ‘fair, consistent and transparent, supportive’.
  • Our goals and growth process and system streamlines performance processes and aims to help all our people have meaningful and effective conversations, supporting them and the Authority to perform at their best. The Goals and Growth system requires managers to agree with all employees their training and development needs and career aspirations, and as a minimum discuss their performance progress at half-yearly and annual performance reviews. Goals and growth discussions are monitored by business groups and reported to the Leadership teams.
  • All vacancies are advertised internally as a minimum.

Our future actions

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.

Our current state and previous actions

Actions taken in 2021/2022, achievements and outcomes.

Eliminating all forms of bias and discrimination

  • This year, the Authority focused on reducing subjectivity and bias in remuneration processes.
  • We continue to offer Te Reo Māori lessons at beginner, intermediate and advanced levels for all our staff. An allowance to access lessons is provided which can be utilised in any suitable location or provider which is convenient for our people.
  • We continue to incorporate Te Reo Māori in our business correspondence and information material.

Our future actions

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.

Our current state and previous actions

Actions taken in 2021/2022, achievements and outcomes.

Flexible work by default

  • We have a flexible working policy and procedures

Our future actions

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