For example, we decided that New Zealand's shameful record on family violence was a workplace issue, not just a social issue, and so we introduced a three-week, paid family violence leave policy for victims. The pay equity gap at Air New Zealand was reduced to zero, and we introduced a 26-week paid parental leave policy. Senior leadership team positions held by women went from 16 percent to 44 percent. We worked hard to grow career pathways and internships for young Māori and Pasifika. We worked hard to champion and mainstream te reo and tā moko. We earned Gender and Rainbow Tick certifications. Air New Zealand was also a foundation member of the Climate Leaders Coalition, and 100 percent of our company car fleet became fully electric—and that was over five years ago. When the business delivered superior commercial returns, we shared those profits with our employees through a company performance bonus. The principle was simple: when Air New Zealand did well, all our staff should do well too. 