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Sustainability report

  • Supporting our people

    Goals and targets

    Here’s what we want to achieve for Pou manaaki tāngata over the short, medium and long-term. 

    Goals and targets FY24

    • Achieve equal gender representation (50%) within tier 3 leadership roles ( +/- 10%) by Q2 FY25.
    • Implement a high-performance framework aligned with Ngā Tikanga, Powerco's cultural framework, to improve performance. Support this with processes such as remuneration, recruitment, induction, performance management, and leadership programmes.

     

     
    • Pay equity: 
      (a) Maintain gender pay equity (+/-2%)
      (b) <15% overall gender pay gap
    • Ethnicity pay equity (+/-2%) 

     

    • 5% increase year on year for employee NPS (FY22 base year).
    • 10% workforce identify as Māori by 2025.

  • Supporting our people

    What we’ve done FY23

    We’ve been making progress towards our goals and targets. Here’s what we worked on between 1 April 2022 and 31 March 2023.

    What we’ve done FY23

    • Te Puāwai o Powerco – our te ao Māori interest group, launched its programme of weekly training and practice sessions open to all Powerco employees.
    • Our newly developed leadership framework is supported by the te ao Māori hauora concept, Te whare tapa whā, and fuses it with leadership fundamentals.
    • We maintained equal gender representation through our 43% female executive leadership and are behind expectations with Senior Leaders and Other Managers (35%).
    • In our November Pulse Check 88% of employees agreed that at work their opinions count, and 95% of employees agreed that someone at work cares about them.
    • Enabling frameworks are being built within our finance systems to enable Public Holiday transfer.
    • Enabling frameworks are bing built within our finance systems, and HRIS data is ready to continue our pathway to pay transparency.

    • We did not maintain our target of (+/-2%) gender pay equity, with an increase from 1.7% to 2.5%.  
    • Our pay gap increased from 16.7% to 17.8%.  The gender imbalance in senior positions after our recent restructuring has driven an increase in the gender pay gap, alongside external market rate movements that have disproportionally favoured roles predominantly held by male employees.  
    •  Ethnicity pay equity has decreased from 3.3% difference to 2.3%.

     


    • Our proportion of promoters has remained steady for the past 12 months (~40%), but our proportion of detractors has grown.  We are focused on helping our people who aren't thriving right now, and this will improve NPS over time. 
    • 7% employees identify as Māori, up from 3% measured 12 months earlier.
    • Rainbow Tick was awarded to Powerco in 2023.

  • Supporting our people

    What we’ve done FY22

    We’ve been making progress towards our goals and targets. Here’s what we worked on between 1 April 2021 and 31 March 2022.

    What we’ve done FY22

    • To progress our leaders cultural competency. a te ao Māori resource hub, Te Puna, was launched to provide on-demand resources to leaders (and all employees).  In FY23, we’ll provide opportunities for our leaders to deepen their knowledge base on Te Tiriti, te reo and te ao Māori through learning immersion programmes.
    • In FY22, we achieved a 4% gender pay equity gap for males and females in the same or similar roles. We have a 14% overall pay gap for males and females in the same or similar roles.
    • We adopted the employee Net Promotor Score (eNPS) as one of the elements of the balanced score card by which the executive team measures success. This year, Powerco achieved a 61% rating.
    • We are seeing growing numbers of tangata whenua in the workforce, helping us to to look more like the communities we serve. This year, 7% of our workforce identified as Māori compared to 18% in our communities. We achieved Gender Tick re-certification in FY22, and are currently working towards Rainbow Tick accrediation.
    • This year, 84% of employees agreed that their opinion seems to count and 97% felt that their manager or other employees cared about their wellbeing.
     
    • In FY22, 33% of senior roles were occupied by women. This is down 10% from the previous financial year.

Getting the gender balance right

Our target: to achieve a gender balance within 10% for senior roles.

Our mahi: Currently 43% of senior roles are held by women.

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The pillars of our work