Inspire our people A great place to work where our people are empowered to grow and achieve - Amazon AWS
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Inspire our people A great place to work where our people are empowered to grow and achieve.
SUSTAINABILITY
Our People
As a major employer with over 4,200 staff, we know
that taking care of our people is the key to creating a
great place to work.
We are committed to providing our employees with
sustainable career paths at SkyCity and want our
staff to grow their careers with us.
Priority Issues FY21 Performance Highlights
• Employee engagement •
Awarded the Diversity and Inclusion Leadership Award at the
2020 Deloitte Top 200 Awards and the Diversity and Inclusion
• eaningful career and
M
Award at the 2021 NZ HR Awards for Project Nikau, SkyCity’s
development pathways
pathway to employment programme for vulnerable young
• Diversity, inclusion and belonging people targeting Māori and Pasifika
• Health, safety and wellbeing • ade a commitment to contribute to eliminating period poverty
M
by providing free sanitary products to all employees – with the
Key Stakeholders initial pilot phase rolled out in New Zealand in May 2021
• Achieved Gender Tick and Rainbow Tick reaccreditation
• mployees (existing, former and
E
potential) • 0% of our employees participated in our Speak Up employee
8
engagement survey – with an engagement score of 85%
• Union representatives
favourable achieved
• inistry of Business, Innovation
M
and Employment
FY21 Key Challenges
• Ministry of Social Development
• o face-to-face leadership development programmes were
N
• Ministry of Health delivered due to the disruption from COVID-19. Instead,
personalised talent development conversations and bespoke
• epartment of Education, Skills
D
interventions were deployed where appropriate
and Employment
• roject Nikau was put on hold during the first half of the year
P
• Accident Compensation
due to the limited opportunity to hire new staff following the
Corporation
COVID-19 related impacts on the New Zealand business
• WorkSafe NZ
• kyCity’s Australian and New Zealand operations have faced
S
• SafeWork SA very constrained candidate markets due to the border closures,
making it challenging to fill vacant roles
• ReturnToWorkSA
• roviding increased support for employee mental health
P
• Immigration New Zealand
and wellbeing as employees cope with the challenges and
• Women’s Refuge uncertainty that has been a feature of the past year with the
impact of COVID-19
• omen in Gaming and
W
Hospitality Australasia
FY22 Focus Areas
• Gender Tick
• trengthening SkyCity’s commitment to Iwi relationships and
S
• Rainbow Tick improving our understanding of Te Ao Māori, Te Reo Māori and
• Southern Cross Healthcare tikanga in New Zealand whilst contributing to employment
opportunities for indigenous peoples in Australia
• roviding support to employees to strengthen mental health
P
and wellbeing
• sing the insights gained from our Speak Up employee
U
engagement survey to further enhance employee engagement
89
At SkyCity, we aim to create an environment where (up one point on 2019) – meaning that, on average,
our people are at the centre and ensure that our 85% of SkyCity employees answered that they
staff can work safely, are motivated to work hard, either “agreed” or “strongly agreed” with nine
progress in their careers, and have the tools and engagement specific questions.
knowledge they need to look after both themselves
To maintain and improve employee engagement,
and our customers.
the survey results support continued investment
in diversity, inclusion and belonging, our role in
Employee Engagement the communities we operate in, living our values,
and Developing Meaningful and health and safety. The results also suggest
opportunity for improvement in ensuring people
Career Pathways feel recognised for a good job, change management
With a large and diverse workforce, SkyCity is at a team level, scheduling and staffing, and
recognised for taking a lead in staff development providing feedback to improve performance.
and care. Our vision is to be a centre of expertise
that delivers high value learning and development Tahuna Te Ahi – Ignite the Fire
solutions for staff which contribute to the Recognising the special standing of Māori as
achievement of our business priorities. tangata whenua and the indigenous people of
We have an advanced set of priorities and Aotearoa, SkyCity launched Tahuna Te Ahi, a
programmes in place across our sites to achieve tailored programme developed by New Zealand
our goal of being a great place to work where our company Indigenous Growth Limited, for our
people are empowered to grow and to achieve. New Zealand-based employees in 2018. The
To ensure that these programmes remain effective programme provides accelerated leadership
and relevant, we regularly review the effectiveness development specifically for Māori employees in
of the programmes, in terms of both interest addition to implementing initiatives which elevate
and sustained impact, and make refinements as the standing of Māori at SkyCity more broadly.
required. New programmes are also trialled and The programme connects people to indigenous
introduced where appropriate. We regularly seek values and culture while at the same time giving
advice from staff on how to remove barriers to them the tools to incorporate their culture into a
participation (such as release time) and introduce business environment.
better incentives for participation. SkyCity was awarded the 2018 Deloitte Top 200
Diversity and Inclusion Leadership Award for the
Speak Up Employee Engagement Survey
programme in November 2018 and was named
Our Speak Up survey is a biennial Group-wide as a Platinum winner in the ‘Best Learning &
employee engagement survey – the purpose of Development Project – Leadership Capability’
which is to understand employee engagement category at the 2019 LearnX Asia Pacific Awards for
and to prioritise Group-wide initiatives to maintain the programme in June 2019.
and improve employee engagement. Employee
15 employees commenced the Tahuna Te Ahi
engagement is defined as the levels of enthusiasm
programme during the last financial year.
and connection employees have with SkyCity – it is
a measure of how motivated people are to put in
discretionary effort for SkyCity and a sign of how Health, Safety and Wellbeing
committed they are to stay. At SkyCity, our people are paramount to the success
Our most recent Speak Up survey was completed of our business. Ensuring we take care of our people
in April 2021, with 80% of employees responding to at work allows them to provide our guests with a safe
the survey (up seven points on 2019). Pleasingly, we and enjoyable experience. Our character and culture
achieved an engagement score of 85% favourable goal is to provide a great and safe place to work.
90 SkyCity Entertainment Group Annual Report Year Ended 30 June 2021
SUSTAINABILITY
Health and Safety • ffective risk management – we will focus on
E
our critical risks, ensuring we have sufficient risk
Over the last financial year, our primary objective
mitigation strategies in place to prevent fatal or
has been to keep our people and guests safe from
serious harm;
COVID-19 and support Government initiatives to
minimise the risk of COVID-19 in our communities. • ustainable systems and processes – we will
S
We have implemented extensive processes to create a contemporary and resilient approach
plan, manage and review our COVID-19 health to the management and improvement of health
management response. and safety; and
We also continued to implement initiatives to • ealth and wellbeing – we will adopt a
H
achieve the strategic goals outlined in our FY19–21 risk-based approach to health and wellbeing,
Group Health and Safety Strategy (adopted in 2018), including programmes to reduce physical and
which has allowed us to develop strong foundations psychosocial risks to our workers.
for sustainable safety change. Our Group Health
and Safety Strategy for FY19–21 centres around the
mission “Prevent Harm and Build Wellness” and the
following four goals:
• I ndustry leading safety culture – we will create a
positive safety culture for our workers and guests
with a strong emphasis on genuine and visible
leadership and active engagement of
our workers;
91
FY21 Health and Safety Scorecard
Indicator Target FY21 Performance
Safety Success Zero fatalities or life altering injuries Achieved – no fatalities or life
Indicator 1 altering injuries
OUR PROGRESS
OUR PROGRESS OUR PROGRESS
OUR PROGRESS Safety Success
Indicator 2
Reduce Total Recordable Incident
Frequency Rate (TRIFR) by 10% from
Not achieved – increased by 23.36%
FY18-21
OUR
FY18-21
PROGRESS
FY18-21 FY18-21 the FY20 baseline
OUR
UR OUR PROGRESS
PROGRESS
PROGRESS OUR PROGRESS
OUR PROGRESS
Safety Success Increase hazard reports by 10% from Not achieved – increased by 3.22%
FY18-21
FY18-21
-21
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FY18-21 the FY20 baseline
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92 SkyCity Entertainment Group Annual Report Year Ended 30 June 2021
SUSTAINABILITY
Employee Wellbeing Staff Support Programmes
SkyCity has programmes in place to promote SkyCity has a range of services designed to assist
healthy behaviours and personal responsibility for employees who may need a helping hand.
mental and physical health. The programmes aim to
At our Auckland and Hamilton sites, SkyCity offers
promote healthy lifestyles, increase physical activity,
confidential help and advice for SkyCity employees
reduce absenteeism and improve productivity.
– for work issues and situations outside of work.
In response to the COVID-19 pandemic, SkyCity has They offer advice about practical and effective ways
established a specialist Health and Hygiene team to handle difficult or sensitive issues and, where
to provide staff with up-to-date information on the appropriate, assist employees in working with
global pandemic, support in dealing with anxiety agencies outside of SkyCity who may be able to help.
and stress relating to the pandemic, and training
The Group-wide Employee Assistance Programme
and awareness on health management relating
(delivered via EAP Services) is a supportive and
to the pandemic. Following periods of lockdown,
confidential programme designed to assist SkyCity
we also focused on physical and mental health
employees who may have problems that affect
work conditioning. These programmes were aimed
them at work – advice and support is available
at minimising harm in an environment involving
24 hours a day, seven days a week, from trained
significant disruptions to our operations.
professional counsellors who can help staff with
Over the last financial year, we also: their problems.
• launched a physical health check programme SkyCity also provides emergency financial
where employees can participate in a 30 minute assistance for employees suffering financial
health consultation with a nurse – with over 400 hardship. This help can include budgeting advice,
health checks being carried out to date; and last resort financial help through a ‘SMILE’ loan
to New Zealand-based staff who qualify for support.
• onducted a ‘People Pulse Survey’ on mental
c
health and wellbeing with 700 employees Employee Hardship Fund
responding to the survey. The results identified
that our people leaders wanted more training Like many other businesses, the COVID-19 pandemic
on how to support employees, and employees has adversely impacted SkyCity’s business and
wanted more information on personal coping operations and necessitated significant changes
skills for stress management. In response to this across the SkyCity business from March/April 2020,
feedback, EAP Services delivered 15 workshops to including significantly reducing capital expenditure,
146 managers on how to support better mental minimising operating costs and restructuring
health outcomes for employees; and SkyCity’s workforce.
• s upported the World Day for Safety and Health In April 2020, the SkyCity Employee Hardship Fund
at Work by hosting a special event in partnership was established to initially assist SkyCity’s departing
with the NZ Business Leaders Health & Safety employees in New Zealand who found themselves
Forum in Auckland. To coincide with this day, in financial difficulties that could not fully be
a pocket guide on 'How to have a conversation addressed by their redundancy payments. The Fund
about Mental Health' was launched. This guide was established using funds contributed by the
is based on the NZ Mental Health Foundation's Senior Leadership Team and other senior executives
work and is designed to empower our people to across the business via voluntary reductions in
have safe conversations and be able to identify their salaries from 1 April – 30 June 2020 and from
certain behaviours, approaching colleagues with voluntarily contributions by other staff members.
empathy and a willingness to listen. As at 30 June 2021, a total of $223,407 had been
granted (with no obligation for repayment) to 123
As part of SkyCity’s wellness programme, all affected employees.
SkyCity employees are invited to receive a free
flu vaccination. This service is offered annually
to employees onsite at the beginning of the flu
season to ensure all staff have easy access to the
vaccinations. Around 600 vaccinations have been
delivered in 2021.
Our People 93
Healthcare • aintain a gender balance across the population
m
of employees who make up the top four levels of
SkyCity understands that healthcare can be
the organisation hierarchy;
expensive and sometimes difficult to access
for members of the workforce. We therefore • ontinue to review gender and ethnic pay
c
offer permanent, full-time employees in our equality and deliver an organisation-wide
New Zealand sites health insurance via our programme that removes any risk of bias or
healthcare provider Southern Cross Healthcare. inequality;
SkyCity fully subsidises the RegularCare plan,
• leverage and grow diverse talent pools to develop
which provides shared cover for surgical treatment,
a more ethnically diverse leadership population;
recovery, support, imaging and diagnostic tests and
day-to-day treatment. Employees are also able to • aintain certification with specialist
m
add their family members to the insurance plan at organisations who represent minority groups
an additional cost. within the SkyCity workforce (for example
Rainbow Tick) to reiterate our commitment to,
Diversity, Inclusion and Belonging and support of, these minority groups’ interests;
• uild the capability of all leaders in
b
We have a strong representation of minority groups
understanding and leveraging diversity of
at SkyCity who are often underrepresented at
thought through ensuring appropriate learning
leadership levels in the workforce. Encouraging
and development solutions are delivered;
diversity of thought in our workforce, and
in leadership roles in particular, allows us to • ontinue to work with a panel of advisors and
c
strategically reflect our diverse customer base and experts to provide informed perspectives and
draw people with different backgrounds to our guidance to the Chief Executive Officer and
business. We believe this diversity of thought offers Inclusion Council on diversity and inclusion
an opportunity to enhance SkyCity’s competitive matters; and
advantage and provide long term sustainable
business success. • ontinue to provide support and education to
c
employees and managers to promote mental
We value and respect the contributions, ideas health awareness and wellbeing.
and experiences of people from all backgrounds
and are committed to an inclusive workplace that Gender Composition
enhances and promotes workplace diversity across
Over the last financial year, SkyCity has challenged
the business. We are committed to providing
itself to increase female representation, particularly
opportunities and initiatives that assist all to reach
in senior leadership roles, and has maintained a
their potential, and regularly benchmark and report
gender balance across the top four levels of the
on our diversity position, policy and objectives.
organisation. This has been driven by initiatives
SkyCity’s Diversity and Inclusion Policy (available in which support the development of our female
the Governance section of the company’s website talent pipeline and by ensuring strong female
at www.skycityentertainmentgroup.com) provides candidates are identified in the recruitment
a framework for the company’s current and future process for all executive roles and any systemic
diversity and inclusion initiatives. Each year, the bias in recruitment, development and promotion
SkyCity Board sets measurable objectives to processes are removed.
promote diversity and inclusion. The measurable
objectives set by the Board for the financial year
ending 30 June 2022 are to:
• ontinue to ensure strong female candidates are
c
identified in the recruitment process for all Board
and senior executive roles;
94 SkyCity Entertainment Group Annual Report Year Ended 30 June 2021
SUSTAINABILITY
The gender composition of SkyCity’s directors, officers, senior executives and total workforce as at 30 June 2021
and, comparatively as at 30 June 2020, is set out below:
Female Male
2021 Number % Number % Total
Directors 3 43% 4 57% 7
Officers 4 50% 4 50% 8
Senior Executives 5 45% 6 55% 11
Total Workforce 2,082 49% 2,167 51% 4,249
Female Male
2020 Number % Number % Total
Directors 2 40% 3 60% 5
Officers 3 43% 4 57% 7
Senior Executives 4 40% 6 60% 10
Total Workforce 1,832 48% 1,980 52% 3,812
In the above tables:
• ‘officers’ are the Chief Executive Officer and those directly reporting to the Chief Executive Officer, other than the Executive Assistant;
• ‘senior executives’ are , with the exception of the Chief Executive Officer, those who hold a strategic position (as determined by the People
and Culture Committee from time to time); and
• the ‘total workforce’ number does not include those who identify as gender diverse and those who elected not to identify as being female,
male or gender diverse.
Inclusion Council Te Taura Whiri i te Reo Māori. Te Roopū Māori o
SkyCity has also supported cultural elements of
In 2019, a SkyCity Inclusion Council was established to
SkyCity events over the last financial year, including
support the embedding of an authentic and inclusive
the official pōwhiri for Michael Ahearne into the role
culture within SkyCity Auckland. The Council is made
of Chief Executive Officer and Matariki celebrations,
up of Employee Resource Groups whose purpose
launched a new Te Roopū Māori o SkyCity logo and
is to bring to life SkyCity’s diversity and inclusion
established an employee whānau room.
objectives. The Employee Resource Groups sit on
a forum to discuss priorities and proposed actions In the last financial year, a SkyCity Inclusion Council
with senior leadership on a quarterly basis. The five was also established in SkyCity Adelaide with
core Employee Resource Groups are Women in three core Employee Resource Groups - Women in
Leadership, NZ Asian Leaders, SkyCity Pride, Pasifika Leadership, LGBTTIQA+ and Disability/Ability.
Leaders and Te Roopū Māori o SkyCity. The leaders of
the Employee Resource Groups bring together their Eliminating Period Poverty
respective communities, confirming their priorities With our ongoing focus on gender equality and
and work together to drive initiatives that impact the inclusion, one key area SkyCity has identified where
groups they represent. it can make a difference is the elimination of period
Te Roopū Māori o SkyCity continues to provide a poverty by removing one of the barriers to women
significant amount of support and guidance to participating in work with the same conveniences
SkyCity management, and the broader workforce, as their male colleagues. Period poverty is when
with the aim of delivering better outcomes for someone cannot access the menstrual products
Māori. In September 2020, the Roopū celebrated (such as pads, tampons or cups) they need for
Te Wiki o Te Reo (Māori language week) with the their period. There are many barriers to access -
delivery of an online te reo Māori lesson to SkyCity the biggest is usually cost. Other barriers include
employees and, in association with Te Taura Whiri convenience (being caught short) absence of basic
i te Reo Māori (the Māori Language Commission), equipment (such as sanitary bins), different cultural
projected a hei tiki on the Sky Tower – which beliefs and community stigma.
received recognition as a stand-out moment from
Our People 95
Since May 2021, we have provided free sanitary Gender Tick
products in all female and gender-neutral employee
In April 2019, SkyCity was awarded the Gender Tick
bathrooms across the SkyCity properties in New
in recognition of its commitment to providing a fair
Zealand to ensure that our female employees
workplace for all employees. The Gender Tick was
feel empowered and engaged to come to work
reconfirmed in June 2020 and July 2021.
and perform their very best without facing any
barriers or being inconvenienced. SkyCity Adelaide Gender Tick is a New Zealand-based accreditation
has provided free sanitary products in all female for businesses to demonstrate their commitment to
employee bathrooms from July 2021. gender equality in the workplace. The programme
assesses organisations across five key indicators,
Supporting Our Rainbow Community including gender inclusive culture, flexibility and
SkyCity has maintained a Rainbow Tick for its leave, women in leadership, gender pay equality
Auckland and Hamilton properties for a sixth year, and ensuring a safe workplace.
and our Queenstown site was awarded the Pride
Pay Equality
Pledge in 2020. Being a Rainbow Tick employer
means SkyCity has been acknowledged as being a SkyCity continues to monitor and report on
safe, supportive and welcoming workplace where remuneration outcomes by gender to ensure pay
employees can bring their whole selves to work equality.
without fear of discrimination or disadvantage
In the last financial year, SkyCity also conducted
– no matter what their gender identity or sexual
gender pay equality analysis for like positions
orientation.
(being positions with similar degrees of know-how,
SkyCity is committed to continually improving and problem solving and accountability). This analysis
working with the feedback received from Rainbow identified that there are no indications of gender
Tick to find ways we can further support our SkyCity bias across similar positions.
rainbow community.
We remain focused on increasing the
Through the Inclusion Council at SkyCity Auckland, representation of women in senior roles across the
the SkyCity Pride Employee Resource Group has business through a gender balanced talent pipeline.
driven a range of initiatives through Pride Week These initiatives, in addition to a strategy deployed
and celebrated Wear It Purple Day, an awareness over the past three years to lift the hourly wage
day specifically for young people who identify as rate of SkyCity’s lowest paid staff, has contributed
LGBTTIQA+ and IDAHOBIT Day, the International to a reduction to SkyCity’s gender pay gap in
Day against Homophobia, Biphobia and New Zealand. While our Australian gender pay gap
Transphobia. remains well below the Australian National Gender
Pay Gap, the changes to our Australian business
Our Adelaide site maintained its Pride in Diversity
over the financial year ended 30 June 2021 have
programme membership, which reiterates our
seen a significant increase to our Australian gender
commitment to our lesbian, gay, bi-sexual,
pay gap. We are undertaking extensive root cause
trans-sexual and intersex Australian-based staff.
analysis on this change in Australia and remain
SkyCity Queenstown has been a supporter of the committed to reducing both our Australian and
Winter Pride event in Queenstown for many years New Zealand gender pay gaps. We are developing
and signed up to the Pride Pledge in June 2018. The further enhancements to our pay transparency
Pride Pledge was started in Queenstown to raise approach and believe this will have a positive
the visibility of safe spaces within the Queenstown impact on our gender pay gap across Australia and
community after the Winter Pride festival New Zealand.
organisers realised that, although the town had an
In the last financial year, SkyCity conducted an
inclusive heart, it was very difficult for the rainbow
ethnic pay gap analysis for the first time. As part of
community to see any visible signs that they were
this, and to ensure our data and insights accurately
welcome and included.
reflect our workforce and continue to inform our
priorities, we commenced a programme to increase
employee ethnicity data capture which resulted in
an increase in data capture from 60% of SkyCity’s
workforce to 83% (excluding individuals who
elected ‘prefer not to say’).
96 SkyCity Entertainment Group Annual Report Year Ended 30 June 2021
SUSTAINABILITY
The following table illustrates the SkyCity gender pay gap as at 30 June 2021 and as a comparison against
the prior periods and the respective national gender pay gaps:
New Zealand Australia
SkyCity Gender National Gender SkyCity Gender National Gender
Pay Gap Pay Gap Pay Gap Pay Gap
(as at 30 June) (as at 30 June)
9.5% 13.4%
2021 6.9% 6.1%
(August 2020) (November 2020)
9.3% 13.9%
2020 7.5% 1.5%
(August 2019) (November 2019)
9.2% 14.1%
2019 8.2% 1.5%
(August 2018) (November 2018)
Percentage difference between the median hourly rate for women compared to the median hourly rate for men as at 30 June 2020.
Includes permanent and temporary employees.
The following table illustrates the SkyCity ethnic pay gap as at 30 June 2021:
New Zealand
SkyCity Ethnic Pay Gap as compared to Pakeha National Ethnic Pay Gap*
Men (as at 30 June 2021)
Pakeha Women 7.9% 11.9%
Māori Women 18.9% 22.0%
Pacific Women 16.6% 25.4%
Asian Women 11.3% 19.0%
*The New Zealand Household Labour Force Survey pay gaps (to Pakeha men) as at 30 June 2020.
Australia
SkyCity Ethnic Pay Gap as compared to European Men (as at 30 June 2021)
European 2.0%
Asian Women 13.3%
Women in Gaming and Hospitality Australasia
SkyCity is a Platinum Partner of Women in Gaming
and Hospitality Australasia. SkyCity’s partnership
broadened the industry body’s reach into New
Zealand and Adelaide.
Women in Gaming and Hospitality Australasia is
dedicated to achieving an inclusive industry and
promoting gender equitable outcomes in the
workplace. Its purpose is to achieve an inclusive
industry and promote positive outcomes for
women in the gaming, hospitality and gaming
related industries by encouraging the development
and success of women through education,
mentorship and networking opportunities and
providing tools and support for organisations
wishing to develop or enhance their gender
diversity and inclusion initiatives – all of which
aligns strongly with SkyCity’s values.
Our People 97Performance Against FY21 Board Diversity and Inclusion Objectives
SkyCity performed well against the measurable objectives set by the Board to promote diversity and
inclusion for the financial year ended 30 June 2021:
Objective Progress Made
Continue to ensure Recruitment briefs for the Board recruitment process during the past
strong female candidates financial year explicitly specified that SkyCity required female candidates to
are identified in the be identified wherever possible.
recruitment process
In the past financial year, three new Board members have been appointed,
for all Board and senior
one of whom is female. This brings our total gender composition for the
executive roles
Board to 43% female and 57% male.
Recruitment briefs for the senior leadership recruitment process explicitly
specified that SkyCity required female candidates to be identified wherever
possible.
In the past financial year, six senior executive appointments have been
made, four of which were internal and two external. Whilst the four internal
appointments are male, both external appointments are female – bringing
SkyCity’s ‘Senior Executive’ gender composition to 45% female and 55%
male and ‘Officer’ gender composition to 50% female and 50% male, where:
• ‘Senior Executives’ are, with the exception of the Chief Executive Officer,
those who hold a strategic position (as determined by the People and
Culture Committee from time to time); and
• ‘Officers’ are the Chief Executive Officer and those directly reporting to the
Chief Executive Officer, other than the Executive Assistant.
Maintain a gender balance During the past financial year, gender balance has been maintained across
across the population of the top four levels of the organisation hierarchy with 46% of employees
employees who make up being female and 54% being male, demonstrating a balanced gender
the top four levels of the representation in our talent pipeline.
organisation hierarchy
Continue to review SkyCity continues to monitor and report on remuneration outcomes by
gender pay equality and gender to ensure pay equality.
deliver an organisation-
SkyCity also conducted gender pay equality analysis for like positions,
wide programme that
positions with similar degrees of know-how, problem solving and
removes any risk of bias or
accountability. This analysis identified that there are no indications of
inequality
gender bias across similar positions.
While our analysis has identified no evidence of a gender driven pay gap
for like positions, we remain focused on increasing the representation of
women in senior roles across the business through a gender balanced talent
pipeline.
SkyCity’s New Zealand overall gender pay gap decreased to 6.9% (at 30 June
2021) from 7.5% (at 30 June 2020).
SkyCity’s Australian overall gender pay gap increased to 6.1% (at 30 June
2021) from 1.5% (at 30 June 2020).
98 SkyCity Entertainment Group Annual Report Year Ended 30 June 2021SUSTAINABILITY
Objective Progress Made
Leverage and grow diverse Several initiatives were delivered during the past financial year with the
talent pools to develop a objective of developing a more ethnically diverse leadership population:
more ethnically diverse
• kyCity continued to offer its Māori leadership programme, Tahuna te
S
leadership population
Ahi, in partnership with Indigenous Growth Limited;
• kyCity continued as a major partner of TupuToa, hosting four summer
S
interns for three months within our corporate business, two of whom
have been appointed to permanent positions; and
• kyCity continued its sponsorship of the New Zealand Asian Leaders
S
Forum.
Maintain certification with Rainbow Tick certification was achieved for our Auckland and Hamilton
specialist organisations sites, and our Queenstown site was awarded the Pride Pledge.
who represent minority
Our Adelaide property maintained its Pride in Diversity membership.
groups within the SkyCity
workforce (for example SkyCity New Zealand sites achieved reaccreditation of Gender Tick, an
Rainbow Tick) to reiterate accreditation for businesses to demonstrate their commitment to and
our commitment to and progress for gender equality.
support of these minority
groups’ interests
Build the capability of all The SkyCity Inclusion Council continued to encourage employee-led
leaders in understanding initiatives and provide strong executive visibility and sponsorship across
and leveraging diversity of the New Zealand properties. Five core groups continue to be represented,
thought through ensuring including Women in Leadership, NZ Asian Leaders, SkyCity Pride, Pasifika
appropriate learning and Village and Te Roopū Māori o SkyCity.
development solutions
SkyCity Adelaide has launched an Inclusion Council, which replicates
are delivered
the model already established in New Zealand, with three core groups
represented, including Women in Leadership, LGBTTIQA+ and
Disability/Ability.
SkyCity Adelaide has launched online learning modules for people leaders
to build understanding of diversity and inclusion and unconscious bias and
provide suggested actions to remove bias.
Identify and appoint an SkyCity conducted an employee ‘Pulse Check’ on mental health and
advisory panel to provide wellbeing, which identified that people leaders were seeking more
informed perspectives training on how to support employees and employees were seeking more
and guidance to the information on personal coping skills for stress management.
Chief Executive Officer
SkyCity partnered with EAP Services to deliver workshops to people leaders
and Inclusion Council on
building greater awareness of mental health and wellbeing and launched
diversity and inclusion
a range of tools and executive team sponsorship as part of Mental Health
matters
Awareness week.
SkyCity supported the World Day for Safety and Health at Work by hosting
a special event in partnership with the NZ Business Leaders Health & Safety
Forum in Auckland. To coincide with this day, a pocket guide on 'How to
have a conversation about Mental Health' was launched. The guide is based
on the NZ Mental Health Foundation's work and is designed to empower our
people to identify certain behaviours, approaching colleagues with empathy
and a willingness to listen.
Continue to provide A number of specialists have been engaged to provide perspectives and
support and education to guidance to both management and Employee Resource Groups from the
employees and managers Inclusion Council, with a focus on building cultural understanding and
to promote mental health competence.
awareness and wellbeing
99Our Staff Numbers
Worked Full-Time Equivalent (FTE)* by Site
Site Number of Employees %
FY21 FY20 FY21 FY20
Adelaide 733 616 27% 24% 27% 64%
Auckland 1,726 1,696 64% 67% Adelaide Auckland
Hamilton 185 179 7% 7%
Queenstown 43 38 2% 2%
Total 2,687 2,529 100% 100%
7% 2%
*The FTE calculation is based on actual hours worked by staff,
not contracted hours. This definition provides a more accurate
assessment of full-time equivalent staff. Hamilton Queenstown
Total Headcount for Group
Site Number of Staff %
FY21 FY20 FY21 FY20
Adelaide 1,346 1,059 32% 28% 32% 60%
Auckland 2,562 2,414 60% 63%
Adelaide Auckland
Hamilton 293 290 7% 8%
Queenstown 58 54 1% 1%
Group Total 4,259 3,817 100% 100%
7% 1%
Hamilton Queenstown
Employment Contract Type for Group
Contract Type Number of Employees %
FY21 FY20 FY21 FY20
Permanent 3,784 3,462 89% 91% 89% 11%
Temporary 475 355 11% 9% Permanent Temporary
Group Total 4,259 3,817 100% 100%
100 SkyCity Entertainment Group Annual Report Year Ended 30 June 2021SUSTAINABILITY
Employment Contract Type by Gender
Contract type Female Gender Diverse Male Group Total
FY21 FY20 FY21 FY20 FY21 FY20 FY21 FY20
Permanent 89% 91% 100% 100% 88% 90% 89% 91%
Temporary 11% 9% 0% 0% 12% 10% 11% 9%
Employment Contract Type by Site
Contract type Adelaide Auckland Hamilton Queenstown
FY21 FY20 FY21 FY20 FY21 FY20 FY21 FY20
Permanent 68% 72% 98% 98% 100% 99% 100% 100%
Temporary* 32% 28% 2% 2% 0% 1% 0% 0%
*Adelaide defines casual employees as temporary whereas the New Zealand sites define employees with a fixed end date as temporary.
Employment Type by Gender
Contract type Female Gender Diverse Male Group Total
FY21 FY20 FY21 FY20 FY21 FY20 FY21 FY20
Full-Time 49% 54% 50% 25% 60% 62% 54% 58%
On Demand 21% 20% 33% 50% 18% 17% 20% 19%
Part-Time 30% 26% 17% 25% 22% 21% 26% 23%
Employees in Collective Agreements by Site
Contract type Adelaide Auckland Hamilton Queenstown Group Total*
FY21 FY20 FY21 FY20 FY21 FY20 FY21 FY20 FY21 FY20
Yes 77% 74% 20% 26% 3% 4% 0% 0% 37% 37%
No 23% 26% 80% 74% 97% 96% 100% 100% 63% 63%
*Group total percentages are weighted proportionately based on site Worked FTE.
Employee Absenteeism*
Contract type Adelaide Auckland Hamilton Queenstown Group Total**
FY21 FY20 FY21 FY20 FY21 FY20 FY21 FY20 FY21 FY20
Absenteeism 4.06% 3.08% 3.76% 3.95% 3.62% 3.09% 2.32% 1.83% 3.78% 3.70%
*As a percentage of scheduled days.
**Group total percentages are weighted proportionately based on site Worked FTE.
Our People 101Grow our communities Serve a social purpose by investing in our local economies and communities.
SUSTAINABILITY
Our Communities
Our aim is to create value in our business and in the
communities in which we operate.
We understand that to do this we need to engage
meaningfully with our communities, listen to
their critical needs and expectations, and respond
through developing meaningful community
partnerships and by taking action to address key
issues in our operations.
Priority Issues FY21 Performance Highlights
• Economic contribution • our Speak Up employee engagement survey, employees
In
rated “being proud of the role SkyCity plays in the community”
• uilding communities by
B
as a key driver of engagement
developing people
• he Firefighter Sky Tower Stair Challenge raised over $2.2 million
T
• Investing in our communities
for Leukaemia and Blood Cancer New Zealand across the two
• eveloping deeper connections
D events held in FY21 (including the postponed 2020 event)
with Iwi and indigenous peoples
• kyCity Hamilton continued its support of women’s sport by
S
sponsoring women’s cricket team, the Northern Spirit, and
Key Stakeholders netball team, Waikato Bay of Plenty Magic
• Community groups • kyCity contributed a total of $4.1 million to the four SkyCity
S
Community Trusts for distribution to community groups and
• ponsorship partners, including
S
organisations in the Auckland, Waikato and Queenstown Lakes
Leukaemia & Blood Cancer
regions
New Zealand and
Variety – The Children’s Charity • Seven Project Nikau cadets were employed at SkyCity Auckland
• Community partnerships
FY21 Key Challenges
• ecipients of SkyCity Community
R
Trust grants • nboarding new Trustees for the SkyCity Community Trusts,
O
developing a new funding strategy and communicating this to
• Philanthropy New Zealand
our communities
• Local Iwi
• ue to COVID-19 related business disruption, there were
D
• Ministry of Social Development limited opportunities to employ Project Nikau rangatahi
(young people) in the first half of the year
• Te Puni Kōkiri
• TupuToa FY22 Focus Areas
• First Foundation • roject Nikau has a target of employing, developing and
P
retaining 100 rangatahi over the next three years, moving from
a pilot programme to an integral part of SkyCity's recruitment
and retention strategy, with continued focus on Māori and
Pasifika from the "Not in Employment, Education or
Training" cohort
• kyCity will continue to deepen its relationships with
S
indigenous peoples in New Zealand and Australia with a
formal Te ao Māori advisory agreement in place with Ngāti
Whātua Ōrakei in New Zealand and support to Career Trackers,
an organisation which supports pathways for indigenous
university graduates into corporate internships in Adelaide 103You can also read
