DIVERSITY & INCLUSION STRATEGY 2019-2022

STRENGTH IN DIVERSITY

CONNECTION THROUGH INCLUSION

OUR TĀMAKI MAKAURAU

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

What do we mean by Diversity & Inclusion? . . . . . . . . . . . . 3

Our vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Auckland facts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Who are we? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Our context for change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Achievements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

What’s our plan? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Summary Key focus areas, goals and targets 2020 . . . . . . . . . . . . . . . 10

Objective 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Objective 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

AT Connect groups: driving inclusion . . . . . . . . . . . . . . . . . . 16

Objective 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Objective 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Utilising our internal networks & strengths . . . . . . . . . . . . . 20

Our roles & responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

The Thriving Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Plan on a Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

C O N T E N T S

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Tēnā koutou katoaWe are dedicated to creating a thriving, inclusive and high performing culture where everyone can be themselves. We want our people to feel a sense of belonging and connection with each other. This is reflected in our values “Better, Bolder, Together”; “We Care. Full Stop”; “Safe With Us”; and “We Connect”.

The Board, Executive team and I continue to be committed to driving diversity and ensuring inclusion at Auckland Transport. A diverse workforce is a critical strength which enables us to better understand, listen to and serve our Auckland community, enhance relationships with stakeholders, attract top talent, make better decisions and innovate. It is key in helping us deliver our Plan on a Page, Enterprise Business Plan objectives and fulfilling the needs of all our stakeholders.

While we have achieved a lot over recent years – we can do better. Our approach is broad, but our data is telling us that over the next two years we need to have a specific focus on increasing female representation in senior leadership roles and better reflect Tāmaki Makaurau. We are an equal opportunities employer ensuring we hire on merit and the best person gets the job. We need to ensure we get the basics right and incorporate diversity and inclusion throughout all our people experiences. Key to achieving this is our commitment to being a socially responsible organisation, listening to and serving the Auckland region.

I’m looking forward to working with you to achieve our aims. In doing so, our workforce will be reflective of the diverse communities in which we operate and serve.

Ngā mihi,

Shane Ellison, Chief Executive

Foreword

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What do we mean byDiversity & Inclusion?

I N C L U S I O Nis about having a collaborative, supportive, and respectful environment that encourages the participation and contribution of all employees.

“Diversity is being invited to the party, inclusivity is being asked to dance.”

D I V E R S I T Yis about the representation of different groups at Auckland Transport (including ethnicity, age, gender, experiences, sexual orientation and thinking styles).

Our visionSTRENGTH IN DIVERSITY.

CONNECTION THROUGH INCLUSION.

OUR TĀMAKI MAKAURAU.

AT reflects the increasingly diverse communities we serve in this growing, vibrant region. We have an inclusive, thriving and high performing culture where people come first, feel safe, respected, valued and supported, regardless of differences. We give everyone equal opportunity and celebrate the different perspectives and talents that each of us brings.

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4th

most diverse city in the world

39%

born overseas

Largestworkforce and talent base in New Zealand

1/3 of New Zealand’s

population

Working age population

50+ will increase significantly

over the next 10+ years

Largest urban Pacific peoples community in the world

38.7% increase in employment (202,300 between 2016 and 2000)

Auckland facts.

Younger age composition which is markedly different to the rest of New Zealand, reflecting its role as a large

centre of employment and education.

Sources: ATEED Auckland Growth Monitor 2017, Census 2018 Data, Auckland Council Demographic Trends 2018, World Migration Index 2015

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<20 20-29 40–5430–39 Did notdeclare

55–65 60+0

20

40

60

80

100

58%Male

42%Female

Male

Female

Entry Mid Senior Executive YEARS

PER

CEN

TAG

E

2017

2018

2019

2017

2018

2019

New Zealand European 25%

Did not declare 18%

Indian 15%

European 13%

Asian 12%

Pasifika 6%

Other Ethnicity 4%

Mäori 4%

Middle Eastern 1%

Latin American 1%

African 1%

0

5

10

15

20

25

30

ETHNICITY

GENDER

AGE

AT data is single category selection (there is currently no ability to select multiple ethnicities, gender identification, or disabilities). We have a plan to change this.

Who are we?

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Our contextfor change.

Having more women in senior management improves the market performance of organisations q

There is growing research and evidence showing diverse and inclusive organisations perform better. The Champions for Change website is an excellent starting point for further research and insights into this topic: www.championsforchange.nz

Organisations in the top quartile of ethnic diversity

are 35% more likely to financially outperform

their industry

Diversity within leadership teams combats ‘group think’ and mitigates conscious and unconscious bias

Organisations with diverse cultures are 8x more likely to achieve better business outcomes

35% MORE LIKELY TO OUTPERFORM

THEIR INDUSTRY

COMBATS

GROUPTHINK

PERFORM BETTER

BETTER BUSINESS

OUTCOMES

Diverse and inclusive organisations attract, develop and retain the best talent q

RETAINS THE

BEST TALENT

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Our achievements

Many people led celebrations including Diwali, Chinese New Year, Nowruz

the Persian New Year, International Womens’

Day, Matariki and Samoan Language Week, driving

connection and wellbeing.

Te Reo Māori and Tikanga – Māori language and customs: 273 attendees

Te Tiriti o Waitangi ki Tāmaki Makaurau – The Treaty of Waitangi in Auckland: 248 attendees

Hononga ā-tinana ā-wairua – Māori Engagement: 234 attendees

Tuia ka mana Māori – Māori Responsiveness: 196 attendees

Total attendees: 951

• Diversity plan endorsed

• Flexible work programme launched

• Ageing workforce plan implemented

• AT Women focus groups

• Disability and Accessibility working group formed

• D&I Governance and Leadership team formed

• Gender Strategy developed

2 0 1 7• AT Connect groups established

(nine groups, with 500+ members)

• First Pride Parade participation

• Implemented Staying on Workshops (Ageing workforce)

• Rainbow Tick accreditation and workshops

• 5 Ways to Wellbeing workshops

• Māori learning programme Ngā Kete Kīwai

2 0 1 8• Diversity and Inclusion (D&I) Strategy refreshed

• Gender pay review and analysis

• DVFREE – Domestic Violence-Free programme

• Managing mental health in the workplace for leaders workshop

• Cultural Intelligence pilot

• Springboard Women’s Development programme pilot

• Tikanga Māori programme pilot

• Four graduates from the Pasifika leaders programme

• First Foundation and TupuToa partnerships confirmed

• Celebrating Pasifika Journeys

2 0 1 9

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• Ensure we have robust and accurate data that tells the real story, informs our decisions and tracks progress

• Ensure all policies, practices and processes support the D&I strategy and our people

• Build inclusive leadership capabilities• Enhance the role of our AT Connect groups as advocates for change, and

driving the D&I agenda

• Listen to and serve the Auckland region. Commit to D&I in our people, customer, partner and community promises

What’s our plan?We are proud of how far we have come as an organisation. Our refreshed strategy will continue to drive the D&I vision through and focus on four core areas outlined below.

WORKFORCE REFLECTING OUR REGION

INCLUSIVE LEADERSHIP AND CULTURE

GETTING THE BASICS RIGHT

SOCIALLY RESPONSIBLE

• Increase female representation in senior leadership roles• Grow Māori and Pasifika representation throughout the organisation• Multi-generational strategy focused on youth and mature aged workforce

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OBJECTIVE 1 A diverse workforce reflecting our region 1.1 Increase female representation in

senior leadership roles to 40%1.2 Grow Māori and Pasifika

representation throughout the organisation.

1.3 Co-design a multi generational strategy focused on youth and mature aged workforce

OBJECTIVE 2Inclusive leadership.  Inclusive culture2.1 Build inclusive leadership

capabilities so that 75% of all leaders attend unconscious bias and or intercultural intelligence workshops

– 80% on the Thriving index2.2 Elevate Employee

Connect Groups – Increased awareness and

participation of our connect groups by 20%

OBJECTIVE 3 Getting the basics right3.1 Ensure we have robust accurate

data and insights that tells the real story, informs our decisions and tracks progress

– Divisional plans developed (with relevant reporting to track progress)

– Integrate D&I reporting to the performance management framework

– 75% of employee ethnicity data recorded and aligned to Statistics NZ classifications

3.2 Ensure all policies, practices and processes support our diversity and inclusion aspirations.

– AT organisational policies have been audited and are flexible enough to respond to workplace diversity.

– We publish our D&I Strategy internally and externally each year

OBJECTIVE 4 Being socially responsible4.1 Listen to and serve the Auckland

region. Commit to D&I in our people, customer, partner and community promises

– Benchmark AT’s policies and practices ensuring they are supporting our most vulnerable employees.

– Measures to be developed

Key focus areas, goals and targets

SEE P. 11–19 FOR FURTHER INFORMATION

Summary

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GOAL BY 2022 • 40% representation of women in

senior leadership roles (Band I+).

CONTEXTThe transport sector is largely male dominated, with a recognised lack of senior female leadership both in NZ and globally. While 42% of our current workforce is female, only 27% of our senior leadership population are women. We know that other organisations across Australasia have made more significant progress in this area (particularly across the financial services sector). In 2018, 29 NZ organisations (representing 80,000 staff) participated in the ‘Champions for Change’ diversity reporting. Female representation at senior management level was at 39.9% (and lower at an Executive and Board level) indicating that further focus and work still needs to be done.

INITIATIVES1. We will ensure we have targeted

recruitment, development and retention strategies in place to ensure a future senior leadership pipeline.

2. We will build leadership capability through women in leadership initiatives (which could include mentoring, skills training, confidence building, on the job development and or short term stretch opportunities).

3. We will refresh (and monitor) our current wellbeing and flexibility plans (ensuring relevant fit for purpose processes, policies and initiatives exist).

4. We will continue to monitor and address the gender pay gap and put a plan in place to reduce gender pay gaps year on year to achieve pay equity.

OB

JEC

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.1 A diverse workforce reflecting our region Increase female representation in senior leadership roles

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GOAL BY 2022 • Increase Māori talent and Pasifika

talent to more accurately represent Auckland population.

• 100 AT people complete Te Ara Reo Māori (NZQA Level 2) to develop a greater understanding of the Māori culture.

• 50%+ AT employees attend at least one of the Ngā Kete Kīwai programmes.

CONTEXTMāori and Pasifika talent are under represented in Auckland Transport compared to Auckland working population. Samoan is the second most common language in Auckland. Less than 8% of our leaders at AT are Māori or Pasifika. Our employee reporting indicates high turnover rates within the first year (compared to other ethnicities).

INITIATIVES1. We will develop a recruitment,

talent, development and retention plan partnership with the Māori and Pasifika networks to leverage the cultural values and leadership skills of Māori and Pasifika with the ultimate goal of getting greater representation across all roles, including leadership roles.

2. Create development pathways for Māori and Pasifika through TupuToa internship and graduate programmes.

3. Continue to offer and support Ngā Kete Kīwai (Te Reo Māori, Tikanga and Treaty of Waitangi/Te Tiriti o Waitangi) training in work time.

4. Create initiatives to develop intercultural intelligence.

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.2 A diverse workforce reflecting AucklandGrow Māori and Pasifika representation throughout the organisation

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GOAL BY 2022 • Graduate employer of choice and

80% retention of our graduates.

• Further goals to be defined based on the co-design strategy.

CONTEXT22% of our current workforce are aged 55+ (double the current Auckland working population). We have multiple generations in our workforce, all with different expectations and needs. We need to accommodate and plan for all our workforce needs, and life stages.

INITIATIVES1. Co-design a multi-generational

strategy to ensure we are leveraging and supporting our entire workforce regardless of age (eg. skills and knowledge transfer, pre-tirement support, flex and transition options, wellbeing initiatives etc.).

2. Rebrand and continue the ‘Staying On’ programme (aimed at supporting our ageing workforce).

3. Review and refresh graduate and intern programmes.

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.3 A diverse workforce reflecting Auckland Co-design a multi-generational strategy focused on youth and mature aged workforce

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GOAL BY 2022 • 75% of all leaders attend

unconscious bias and or intercultural intelligence workshops by 2022.

• 80% on the Thriving index.

CONTEXTOur AT leaders need to be conscious of their bias, committed to personal and organisational change and accountable for their behaviours. Our leaders (across all levels) are responsible for driving the AT diversity and inclusion strategy. ‘Training’ by itself is not an effective initiative however, as part of a broader programme of work, it has been shown to drive change in terms of ‘scene setting’, establishing a common language and is a critical step in awareness building. We know from our Organisational Culture Index results that our people want and need more inclusive leadership.

INITIATIVES1. Ensure our leadership development

offerings incorporate a focus on inclusive leadership eg. cultural awareness, bias, cultural capability, empowerment.

2. Develop relevant learning initiatives that focus on unconscious bias and intercultural intelligence for our leaders.

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.1 Inclusive leadership. Inclusive culture. Build inclusive leadership capabilities

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GOAL BY 2022 • Increased awareness and

participation of our connect groups by 20%.

CONTEXTOur AT Connect groups are a key enabler to driving change, and delivering our D&I strategy. These critical groups create a sense of community, are people driven and celebrate difference. We currently have nine networks, with (500+) employees participating.

INITIATIVES1. Each AT Connect Group to develop

or refresh a specific action plan by end of FY20 reflecting the ambition of the AT D&I vision and their specific role in supporting change at AT.

2. In 2020 bring all AT Connect Groups together (D&I forum) to drive connection and accountability and share plans (and relevant data and insights).

3. Create the tools, environment and encouragement for our AT Connect groups to flourish and represent the diverse needs of our organisation.

4. Set up an AT Connect Group focused on accessibility.

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.2 Inclusive leadership. Inclusive culture. Elevate employee connect groups

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AT Connect groups: driving inclusionUNITED COLOURS NETWORK: Providing a safe and empowering space for people who identify as people of colour. Includes indigenous, Asian, Indian, Pasifika, Arabic, Middle Eastern, African American, Caribbean, Hispanic/Latin descent who identify as People of Colour and have shared cultural, racial and global experiences.

AT PASIFIKA NETWORK: Connecting and engaging Pasifika people. Celebrating Pacific culture and diversity. Aspiring to recognise the wisdom inherent in Pasifika traditions (proverbs, culture and myths) for self development and team building. We celebrate Pacific culture and diversity and support the growth of Pasifika employees by creating platforms that enable our Pasifika employees to explore and enhance their own Pasifika voice.  

MANA KA MĀORI: Connecting Māori employees and developing a programme that supports Māori at AT and utilises the strengths and talents of all our people.  

BEYOND BORDERS: A network designed to connect the Muslim community across AT and welcomes all people no matter which part of the world you are from. This includes both Muslim employees and anyone who is interested in learning more about the Muslim faith.

HAKUNA MATATA: The African Connects Group aims to socialise and share our roots and passions for the diverse African culture and heritage. Our cultures, religions, races and languages often differ greatly, but we have a common bond that transcends the geographical borders of Africa.

Our RAINBOW NETWORK has been developed to support the diverse needs of our LGBTQIA+ community. We want to ensure that our community can thrive by helping to create a more inclusive and supportive work environment.

INCREDIBLE INDIA aims to raise awareness and understanding of Indian culture, values and heritage throughout Auckland Transport.

WOMEN’S NETWORK is designed to provide women with support to navigate their careers, facilitating conversations and connecting AT women from different professions and career stages to achieve their potential. It connects women in a safe and empowering environment.

CHINESE AT HEART connecting Chinese employees and AT to our culture through shared celebrations, traditions and interests.

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GOAL BY 2022 • Divisional plans developed (with

reporting to track progress).

• Integrate D&I reporting to the performance management framework.

• 75% of employee ethnicity data recorded and aligned to Statistics NZ classifications.

CONTEXTOur data is crucial to track progress and sharing achievements against our D&I plan. We need to view diversity performance as an important component of business performance. Organisationally, we need to make greater use of people data and insights to drive our focus and ensure accountability. Tangible goals are essential and our data will help us track progress and highlight achievements and support us to readjust our focus.

INITIATIVES1. Executive Leadership Team (with support

of Culture and Transformation Business Partners) to develop functional plans.

2. Ensure our regular reporting (including the AT people dashboard) incorporates the relevant D&I focus areas and integrates the Performance Management Framework.

3. Commit to gender and ethnicity data analysis at each stage of employee lifecycle (including recruitment, learning and development).

4. Ensure we have data on our key focus areas and align it with Statistics NZ data and reporting to allow for easy comparison, benchmarking and tracking.

5. Develop a half yearly progress report (with relevant internal and external insights and data) for Executive Leadership Team and Board discussion.

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.1 Getting the basics right Ensure we have robust and accurate data that tells the real story, informs our decisions and tracks progress

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GOAL BY 2022 • AT organisational policies have

been audited and are flexible to respond to workplace diversity.

• We publish our D&I Strategy internally and externally each year.

CONTEXTOur organisational policies need to be both inclusive and flexible enough to respond to our workforce needs now and in the future. At AT we want to move beyond what is just legally required, to ensuring that our policies and processes also reflect our Purpose and Values, are inclusive and position us as an attractive employer of choice.

INITIATIVES1. We will identify the moments

that are most susceptible to ‘bias’ and ensure we reduce the risk (e.g. Recruitment processes – one solution could be to ensure diversity on interview panels).

2. By the end of FY20 conduct a review of our policies to align with our D&I strategy and respond to diversity needs across all workforce segments.

3. Ensure all new appointments are remunerated on the basis of skills and job requirements and no gender pay gap is created inadvertently.

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.2 Getting the basics right Ensure all policies, practices and processes support our Diversity & Inclusion aspirations

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GOAL BY 2022 • Benchmark AT’s policies and

practices ensuring they are supporting our most vulnerable employees.

• Measures to be developed.

CONTEXTSocially responsible organisations are generous in supporting others in their D&I initiatives, and provide support for the advancement of D&I to the community and their own people.

Customer experience strategies must meet the needs of diverse groups and supplier relationships are an integral part of the D&I strategy.

INITIATIVES1. Explore the opportunity to create

a volunteer programme that advocates for D&I within local communities by encouraging employees to volunteer in their community or support Not For Profits.

2. Review all AT’s policies and practices and ensure they are supporting our most vulnerable employees.

3. Integrate D&I into marketing and customer experience by providing our teams with intercultural competence development.

4. Promote and nurture a diverse supplier and partner base and encourage suppliers and partners to advocate for D&I.

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.1 Being socially responsible Listen to and serve the Auckland region. Commit to Diversity & Inclusion in our people, customer, partner and community promises.

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Utilising our internal networks & strengths

Our current D&I Leadership Team:Annabel Khoo Principal Project Manager (Integrated Networks)

Antara Borkakoty Funding Advisor (Finance)

Jacki Dawson Day of Operations Manager (Integrated Networks)

Nesh Pillay Planning Integration Manager (Integrated Networks)

Paul Patton Communications Manager (Communications)

Tana Valeni Service Owner (Business Technology)

Lynette Reed Talent Experience Specialist (Culture and Transformation)

Stacey Van Der Putten Group Manager Metro Service (Integrated Networks)

John Strawbridge Group Manager Parking Services and Compliance (Service Delivery)

Jane Small Group Manager Property and Planning (Integrated Networks)

Shyamini Szeko Organisational Development Lead (Culture and Transformation)

Wally Thomas Executive GM Stakeholder, Communities and Communications (Executive Sponsor)

Our purpose is to enhance and celebrate D&I within AT, creating an inclusive environment and advocating for change, identifying opportunities and removing barriers.

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Our roles & responsibilitiesTHE BOARDResponsible for approving the measurable objectives developed by management and the Safety and Human Resource Committee (SHRC) and conducting an annual assessment of this strategy, the objectives and the progress made toward achieving them.

SAFETY AND HUMAN RESOURCES COMMITTEE (SHRC)Responsible for recommending measurable objectives for achieving diversity and inclusion to the Board, reporting on progress against those objectives and ensuring that appropriate disclosures are made in Auckland Transport’s annual report regarding diversity and inclusion. The SHRC will also lead, on behalf of the Board, the annual assessment of this strategy to determine its effectiveness, and the assessment of objectives and the progress made toward achieving them.

EXECUTIVE AND SENIOR LEADERSResponsible for developing and, once approved by the Board, implementing the measurable objectives for achieving diversity and inclusion. Also responsible for reporting to the SHRC on diversity initiatives and progress against the measurable objectives.

D&I LEADERSHIP TEAMResponsible for providing support and guidance on our diversity strategy, leading key initiatives, sharing our plan across AT, as well as with the ELT and Board, and above all, ensuring diversity and inclusion is considered in everything we do.

MANAGERSResponsible for ensuring Auckland Transport people are committed to this policy, their obligations under any applicable diversity and inclusion strategy or initiatives, our obligations under the Human Rights Act 1993 and AT’s commitment to diversity and inclusion in the workforce.

ALL Awareness of Auckland Transport’s commitment to diversity and inclusion in it’s workforce and adherence to this D&I strategy.

OWNERSHIP This is a Board endorsed strategy that is owned by the Executive General Manager, Culture and Transformation. It will be updated annually or as required.

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ConclusionIf we get this right, by 2022, Auckland Transport will have a diverse and inclusive workforce, having met our aspirational targets and embedded diversity into everything we do.

We are open to getting your feedback and also discussing what else we could be doing to support our Diversity and Inclusion ambitions at AT.

Please feel free to reach out to Natasha Whiting, Shyamini Szeko or Antony Hall if you’d like to discuss this strategy further.

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The Thriving Index

We will track the impact of our Diversity and Inclusion actions and outcomes on culture, through regular pulse and culture surveys, as part of our Voice of People Programme starting in 2020.

SURVEY QUESTION

My direct manager deals fairly with everyone, playing no favourites.

I feel free to give feedback to my manager.

Diverse perspectives are valued and encouraged in my team.

I can be myself at work.

I am enthusiastic about my job.

I have the opportunity to use my strengths at work.

I feel part of the team.

I understand how my work supports the goals of the organisation.

Someone at work cares about me.

My direct manager provides me with clear and regular feedback on how well I do my work.

How likely are you to recommend AT as a place to work to family and friends?

If you could change one thing to make AT a better place to work, what would it be?

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AT’s Plan on a Page