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Annual Review & KaitiakitangA 2020

INTERNATIONAL VISITOR ’S ARRIVAL OF SPEND IN WELLINGTON POTENTIAL FOOTPRINT AIRLINES REGION UP +12% INCREASED 13% A350 TO 133HA

1 2020 ANNUAL REVIEW

CONTENTS

Introduction 5

Key Highlights 7

Travel and Tourism 8

Traveller services 10

Coping with COVID-19 travel restrictions 14

2040 Masterplan 16

Celebrating 60 Years 18

Kaitiakitanga 22

Our people 24

A safe workplace 25

Our community 26

Our environment 28

2 3 Wellington Airport is essential infrastructure for central and will continue to play an important role in the recovery of our local community and economy in the wake of the COVID-19 pandemic. Last year our economic contribution to the region was $2.3b, supporting 11,000 jobs. While these large economic figures get thrown around a lot, we are currently seeing the tangible impacts of a significant reduction in that economic contribution.

We all have a role in ensuring New Zealand remains a safe place to live, work and visit. At Wellington Airport, we are doing everything we can to support safe travel and enable freight to continue flowing in and out of the country. Tourism is New Zealand’s biggest export earner, supporting 365,000 jobs. We are working hard with Government, the New Zealand Aviation Coalition and the Australia New Zealand Leaders Forum to help the industry recover. As one of the best short stay destinations in the country, the will continue to play a significant role in both domestic and international tourism.

Like the entire aviation industry, our passenger numbers and operations were severely impacted by Covid-19 at the tail end of the financial year. However, during the year we achieved several major milestones including a major upgrade to our domestic terminal, welcoming the new ’ -900, concluding consultation and publishing our 2040 Masterplan, acquiring the old Miramar South School site and signing a contract with the Miramar Golf Club to purchase the ‘back 9’ for future airport development.

Wellington Airport’s net profit after taxation was $28.9 million for the year ended 31 March 2020, with underlying earnings showing an EBITDAF before subvention payment of $103.2 million, up 1.8% on last year.

Audited Audited year ended year ended 31 March 20 31 March 19 Variance

Passengers Domestic 5,225,999 5,488,013 (262,014)

Passengers International 919,741 929,457 (9,716)

Aeronautical income $80.8m $81.5m ($0.7m)

Passenger services income $52.1m $43.5m $8.6m

Property/other income $13.5m $12.9m $0.6m

Operating expenses ($43.2m) ($36.5m) ($6.7m)

EBITDAF before subvention payment1 $103.2m $101.4m $1.8m

Net Profit After Tax $28.9m $23.5m $5.4m

Capital investment $80.6m $72.5m $8.1m

1. EBITDAF before subvention payment is a useful non-NZ GAAP measure of earnings which presents management’s view of the underlying business operating performance. A reconciliation between WIAL’s NPAT and EBITDAF before subvention payment is set out in the NZX announcement and Note A1 of the Annual Report for the year ended 31 March 2020.

Steve Sanderson Tim Brown Chief Executive Chairman

4 Photos taken during lock down. 5 KEY HIGHLIGHTS 5.2m 920,000 DOMESTIC PASSENGERS INTERNATIONAL PASSENGERS $103.2m $80.6m EBITDAF - BEFORE SUBVENTION PAYMENT CAPITAL INVESTMENT

40% 0 45 LOSS OF PASSENGERS IN SERIOUS NET PROMOTER MARCH 2020 AS COVID-19 INJURIES SCORE RESTRICTIONS START

ONE OF THE TOP RATED IN AUSTRALASIA FOR SERVICE QUALITY

AIRPORT OF THE YEAR AWARD, NEW ZEALAND AIRPORTS ASSOCIATION

ACQUIRED 15 HECTARES OF LAND FOR FUTURE DEVELOPMENT INCREASING THE AIRPORT AREA BY 13% TO 133 HECTARES $2.5m $2.3b COMMUNITY INVESTMENT2 TOTAL ECONOMIC OUTPUT 1,508t A350 CO2 e ARRIVAL OF NEXT-GENERATION GREENHOUSE GAS EMISSIONS3 A350 SERVICES

2. Investment includes sponsorships, community awards and noise insulation programme for residents. 3. Scope 1, 2 and 3 (staff travel) emissions 6 7 Travel and Tourism

After several years of consistent passenger growth, 2019-20 delivered mixed results. Covid-19 travel restrictions came into effect in March resulting in a -40% reduction in passengers for the final month of the financial year, and a -99% reduction in the final week as national borders were closed and all but essential domestic travel was restricted. Overall, passengers were down -4.2% to 6.1M compared to the previous year, with domestic passengers -4.8% to 5.2M and international -1.0% to 920,000. its flights to Queenstown from three product. And, in January 2020, Singapore International visitors spent Before Covid-19, total passenger days a week to daily from the end of Airlines boosted its Wellington- $928M in the Wellington region, numbers were stable compared to the October. ’s Nelson services were -Singapore frequency from over the year to Janurary 2020, previous year, with domestic passengers withdrawn in December along with all four to five flights per week. up +12% compared down -1.2% and international up their New Zealand regional services. The strong commitment of our airline with a +7% increase for +2.9%. Overall demand held up We saw a strong increase in international partners to the Wellington market also the rest of New Zealand. well despite a challenging aviation capacity prior to Covid-19 with seats contributed to a significant increase environment, primarily due to a softer +5.7% over the year. ’s in international visitor spend, with the Global economy (international trade new service and Virgin region outperforming the rest of New sanctions and Brexit) impacting air travel Australia’s new service both Zealand. For the 12 months to January demand and airlines managing capacity, contributed to this growth. Jetstar’s 2020, International visitors spent $928M particularly on the domestic main trunk Wellington-Gold Coast route continued in the Wellington region, up $100M network, after a number of years of to perform strongly, with the airline (+12%) on the previous year compared growth. announcing an increase in frequency for with a +7% increase for the rest of Regional domestic services continued FY21 from three flights a week to six a New Zealand. It was pleasing to see the to exhibit strong growth in both capacity week prior to Covid-19. region continuing to be more appealing and loads with notable increases on to a wider range of visitors with Asian In November, we welcomed the new Hamilton, Invercargill, Napier, New visitor spend up +19%, United States/ Singapore Airlines’ Airbus A350-900 – the Plymouth, Queenstown, Tauranga Canada up +20%, and Australia up +9% first aircraft out of Wellington offering and Timaru routes. Jetstar increased over the 12 months prior to Covid-19. customers the option of flying its latest Premium Economy and Business Class Right:Bradley Garner Photograpjhy

8 9 TRAVELLER services

In August 2019, we completed a The upgrade has continued to lift and Government agencies work together. major upgrade to the main terminal, customer experience and we are proud During its first year in operation, transforming it into an open space for to be consistently rated as one of the top Rydges Wellington Airport Hotel was more passenger seating and better airports in Australasia for service quality; well received with occupancy rates retail, food and beverage options most recently being recognised as ‘New in line with expectations. The six showcasing local and international Zealand’s Airport of the Year’ by the New new conference rooms became fully favourites. This includes Mojo, Zealand Airports Association. operational in June 2019 and in October Superfino, the Blue Lady, Ben & Jerry’s In October we opened a new Integrated the hotel opened the Peloton Bar and scoop shop, Peloton and most recently Operations Centre providing a Eatery, offering a sophisticated and Cosmetique. collaborative workspace shared with Air relaxing environment to enjoy a social New Zealand and Aviation Security. This catch up before or after a flight. Hotel has enabled the airport community to operations were closed for a period due work more closely together to improve to Covid-19 and are now scaled back response times and manage disruptions. with occupancy levels decreased in line It’s an Australasian first and has set a with overall passenger numbers. new benchmark for how airports, airlines

10 1111 CASE STUDY CASE STUDY

First in southern We can now access real-time data The new technology enables pilots to State of the art Wellington travellers are now able to We were the second airport in New about conditions after more accurately calculate an aircraft’s check-in their luggage using state-of- Zealand to install ICM’s Auto Bag hemisphere to installing state of the art sensors to landing or take-off performance. auto bag drops the-art technology with seven new Drop units, with Air New Zealand monitor runway surface conditions. auto-bag-drop units. operating the units in Airport’s From November 2020, the International international terminal. install real-time The nine fixed sensors automatically Civil Aviation Organisation (ICAO) The units match a facial scan with measure temperature, moisture or ice requires all airport operators to be able a passenger’s passport details, runway monitoring on the runway surface and transmit to assess and notify runway conditions simultaneously checking a bag’s size the data directly to our new Integrated using a new standardised methodology. and weight and create a tag in a matter system Operations Centre. We’re working with We are one of the first airports to of seconds. industry stakeholders to enable the have achieved this, particularly using Developed by Sydney-based information to be sent directly to air technology to automate the process. organisation ICM Airport Technics, the traffic control and pilots. units are currently available for and Singapore Airlines passengers.

12 13 COPING WITH COVID-19 TRAVEL RESTRICTIONS

On 30 January the New Zealand also been reduced, including reduced WellingtonNZ on domestic marketing Government chartered an Air New passenger related costs, cost-out campaigns, they will not be enough Zealand flight to evacuate New initiatives and substantially delaying to sustain the many inbound tourism Zealanders from Wuhan. The next capital projects where practicable. operators around the country and the day the World Health Organisation biggest hope lies in a trans-Tasman Wellington Airport has worked with its declared the Covid-19 outbreak to bubble. lenders and shareholders to put in place be a “public health emergency of funding to ensure smooth operations international concern”. A few days Australia used to account for 40% of and overall financial flexibility until traffic later on 3 February, the Government New Zealand’s international visitors and income stabilises over time. This placed the first entry restrictions and that also equated to 13% of all has involved agreeing terms with banks on foreign nationals travelling here outbound Australian travellers. With a for an increase of facilities by $70 million from, or transiting through, mainland lack of other options for Australians, to $170 million, a temporary waiver of China, requiring them to self-isolate especially during the ski season, and a certain banking covenants and a $75 for 14 days. By 11 March the World lot of available capacity in New Zealand million underwriting agreement with Health Organisation had declared we could expect that number to rise shareholders and Wellington City a global pandemic and all those significantly. It is vital for the survival of Council. Negotiations are progressing entering the country needed to self- our tourism industry and our economy with US lender Pricoa for it to accept isolate for 14 days. By 25 March 2020 that a trans-Tasman bubble is enabled as terms similar to those agreed with the the Government declared a State of soon as possible. We are working closely banks. Emergency and the country went into with New Zealand and Australian aviation full lock down for over four weeks. The support of these capital providers groups and our respective Governments reflects well on the good relationships to develop solutions to ensure safe travel COVID-19 continues to have an built up by the airport’s management options and safely re-open our borders unprecedented impact on the aviation and the general confidence that traffic to our neighbours. and tourism industry and on Wellington will resume over the next few years. Airport. Passenger numbers plummeted Unlike some other businesses impacted Right: @binghamcreative in March, down -40%, and then all the by the Covid-19 crisis, restructuring way to -99% in April. The recent move of Wellington Airport’s finances has to Level 2 has, however, been a positive not been overly expensive or caused start for the aviation sector with an shareholder dilution. increase in scheduled domestic flights within New Zealand. Looking forwards, the Wellington region will play a significant role in the recovery In response, we have taken significant of domestic and international tourism. action to resize our operation for the Tourism was New Zealand’s biggest forecast impact of reduced airline travel. export earner and total tourism spend There have been a lot of sacrifices made in 2019-20 was $41 billion, employing from Directors, Management and Staff. 365,000 people. The picture now is in This has included reducing airport staff stark contrast. While we are working by 30%, salary reductions and reduced with both Tourism New Zealand and working hours. Other expenditure has

14 1515 2040 masterplan

In October 2019, we initiated public The masterplan reflects a forecast that terminal, with the surrounding apron and consultation on our proposed 2040 passenger numbers will double from 6.4 at-grade carparking areas repurposed Masterplan after consulting with million to 12 million by 2040 – doubling for jet aircraft. Meanwhile, the northern airlines and airport stakeholders. The our economic contribution to the region parts of the terminal would be converted plans show how we will accommodate from $2.3 to $4.3 billion per year and for regional traffic – essentially ‘flipping’ future growth for the region. We facilitating more than 22,000 additional the terminals around. Also included invited stakeholders and the local jobs. in the plans were runway and taxiway community to provide feedback and system improvements, new freight Under the 20 year staged development published a final version in early facilities, additional aircraft parking plans, a new multi-purpose domestic December 2020. stands, and a modern fire station. and international jet terminal would be constructed to the south of the existing

A significant element of the staged plan as the World recovers from the Wellington Airport has plan is the ability to extend aircraft economic impact. increased its potential parking and gates to the east, over We do however have to keep our footprint by 13% to the back half of Miramar Golf Course. eye on the ongoing resilience needs 133 hectares to cater Following extensive discussions with and regulatory compliance of our for future demand in the golf course and its members, the infrastructure. The sea wall that protects aircraft parking and airport signed a contract to purchase Wellington Waters’ main sewerage support services. the golf course land in December 2019. line, the Council’s road and the airports Wellington Airport also acquired the runway is nearing end of life and still former Miramar South School land for needs to be strengthened. The recent aviation support purposes in the same swells that inundated the south coast month. The two acquisitions have caused more damage and repair plans to increased the airport’s land holdings by the sea wall are already underway. 13% to 133 hectares.

In the wake of Covid-19, we have deferred major capital projects until passenger numbers pick up again. The Masterplan provides a blueprint for the future and while Covid-19 delays its roll-out, we will continue to review the

16 17 CELEBRATING 60 years

25 October 2019 marked 60 years The corrugated iron building was In the last twenty years the airport has since Wellington Airport was opened planned as a five-year temporary fix but developed many significant and award- with thousands of spectators there held on for 40 years, with a few add-ons winning facilities including ‘The Rock’ to witness the event. The very first and improvements along the way before international terminal, domestic terminal terminal was a converted aircraft the new terminal opened in 1999. expansion, multi-level transport hub and hangar, affectionately known as the the Rydges Wellington Airport Hotel. Since then the airport has grown and ‘tin shed’. evolved to become one of the country’s busiest and most popular hubs.

S

1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2019 1910 - First airplane 1929 - Grass runway 1935 - First 1948 - Prime Minister 1953 - 28 hectares of 1964 - The Beatles 1972 - Runway 1983 - Prince Charles 1997 - Southern Pier 2005 - Airport Retail 2010 - The Rock 2013 - 2016 - Singapore flight from Wellington opens at scheduled announces Rongotai land reclaimed touch down in extended to handle and Lady Diana visit opens Park opens International Terminal cafe opens. New fire Airlines services by Mr Arthur Schaef service as Wellington’s airport Wellington DC8 aircraft opens appliances arrive commence 1958 - 1987 - Ansett 1998 - South West 2006 - Southern 1939 - De Havilland factory converted into 1966 - American 1977 - International terminal opens Pier opens, car park tunnel opens 2011 - Corporate Jet 2015 - Expanded 2018 - Multi-Level factory opens main terminal President Lyndon pier opens building opens Hangar opens domestic terminal transport hub opens 2007 - Southern Johnson visits opens 1959 - Grand opening 1999 - New main runway safety area 2019 - Rydges hotel of Wellington Airport terminal building extension opens memorable moments

18 19 i

OUR LEADERSHIP

We want to warmly thank our team at Wellington Airport and the many people who work within the wider airport community for their support TEAM during the year including our volunteer ambassadors and all our airlines: Air New Zealand, Jetstar, Qantas, , , Singapore Airlines, , & .

Steven Sanderson Matt Clarke Leanne Gibson Greg Thomas Chief Executive Chief Commercial Officer General Manager IT and Facilities General Manager Communication

Jackie Holley John Howarth Ayolt Wiertsema Martin Harrington General Manager People and Culture General Manager Infrastructure General Manager Aeronautical Chief Financial Officer

20 21 OUR KAITIAKITANGA VISION Kaitiakitanga CONNECTING CONNECTING PEOPLE, SUSTAINABLE CENTRAL NZ TO THEIR EXPERIENCE GROWTH THE WORLD & OUR ENVIRONMENT

O U R OUR COMMUNITY O U R PEOPLE ENVIRONMENT Wellington Airport is committed to Our Kaitiakitanga vision guides us to We recently completed the annual • Be a good neighbour; • Build meaningful community • Protection for future embedding sustainability across manage our operations efficiently, to GRESB Infrastructure Assessment • Safeguard operations; • Care for all airport users and partnerships. generations to enjoy; everything we do. We understand care for our environment and our people, for FY19. Our GRESB score of 4* the community. • Transition to a 1.50C world. our responsibility to manage an to support the local economy and to give validates, and benchmarks our efficient operation that delivers back to the community. Environmental, Social and Governance excellent connectivity and customer (ESG) performance data against other We work closely with our partners experience, whilst also caring for airports and infrastructure assets. The – airlines, tenants, consultants and The United Nations’ Sustainable Development Goals provide a widely regarded our people, our community and the score was a very good start and we have contractors – to realise this vision by international framework to achieve a better and more sustainable future for all environment. implemented many additional measures seeking opportunities to adopt energy – integrating economic, social and environmental aspects. and expect that score to lift in 2020. efficient and sustainable processes We have identified the most appropriate goals for us based on our ability to make or across everything we do at the airport. influence change and alignment with our values.

UNITED NATIONS’ SUSTAINABLE DEVELOPMENT GOALS

5. GENDER EQUALITY

9. INDUSTRY INNOVATION 7. AFFORDABLE & INFRASTRUCTURE & CLEAN ENERGY

13. CLIMATE ACTION 17. PARTNERSHIPS FOR THE GOALS

22 23 OUR A SAFE People Workplace

Our people come first. We recruit Diversity and inclusion remain an ensuring gender diversity across our Best practice health and safety inspections, an internal auditing team This year we also undertook a large people who share a common set of imperative to ensure we continue to interview panels, reducing unconscious processes are an integral part of our carry out continuous checks to ensure scale, multi-agency, emergency training values that guide our decisions, inform attract and retain high performers and bias, increasing the number of females operations and will always be the both compliance and identify areas for exercise to put all our practice into how we work together and enable us continue to be a great place to work. Our we are interviewing for historically number one priority. Everything we improvement. action. to perform to our best. demographic is diverse in age, ethnicity, male oriented roles, introducing targets do is designed with the safety and Regular maintenance checks are Going forward we will continue to background, experience and thought. to increase gender diversity at senior security of our customers, employees, We provide our people with a safe and programmed to ensure equipment review our health and safety processes management level and encouraging contractors, community and the supportive work environment and invest remains workable and safe, and all to ensure they remain fit for purpose Currently our total workforce is made female staff to attend leadership country in mind. in a range of learning and development airport staff are involved in a monthly in our new post-Covid-19 operational up of 22% females and 78% males. courses. initiatives to grow their experience and The airport is certified by the Civil hazard identification check, to look for environment. However in the corporate office the help reach career aspirations. Aviation Authority (CAA). Under the anything not already picked up. balance is more evenly split with In coming years, we will continue to CAA’s Part 100 safety rules, we are 46% females and 54% males. We are support inclusivity through culture- The Airport coordinates with Our values are: required to achieve and maintain a Safety continuing to address the overall balance focused projects and biannual stakeholders including Airlines, ground • Wh¯anau Kotahi (one team) Management System, which aligns throughout the airport and in senior engagement surveys, enabling us to handlers and Government agencies with • Diversity & Inclusion with the Health and Safety at Work Act management positions. capture staff feedback and take action to regular meetings, spot checks and safety • Be Exceptional 2015 and meets all safety regulations. In improve staff experience. programmes like the Airport Safety addition to CAA and WorkSafe audits and • Courage & Freedom This year we’ve introduced a number week. • Customer Obsessed of initiatives to address this, including

24 25 “It’s amazing to have our growth as an organisation recognised

OUR COMMITMENT TO with this award. It represents the work of our team of incredible staff, volunteers and all the rainbow young people in Wellington who are striving for inclusion in their schools.” Community – TABBY BESLEY MANAGING DIRECTOR INSIDEOUT

2019 WELLINGTON AIRPORT COMMUNITY AWARDS SUPREME WINNER

Wellington to host the annual Christmas Tree Festival at the airport. This year more than 30 businesses sponsored and decorated a tree, raising enough money to employ a Family Support Worker and essential medical supplies for the Central region.

In early 2020, we were a leading partner for the New Zealand Festival of the Arts. Our partnered event Te Ata, a festival within the festival consisted of two weeks of ground-breaking creative development between the community of and international artists. This culminated in a week of public As a truly city airport, we take pride At the start of the year we partnered Rising Star award. A Supreme Winner is performances and events. in supporting our local businesses with the World of Wearable Art to also chosen with all winners receiving Events are one of the hardest hit areas and communities – helping to keep capture imagination taking flight, a share of $50,000 for their community by Covid-19 and this has significantly Wellington on the map as one of the facilitating a photoshoot on our runway group. Last year we received impacted our sponsorships for the ‘coolest little capitals’ in the world. and later showcasing award-winning nominations from over 200 volunteer coming year. The Community Awards garments in our terminal. The WoW groups with InsideOUT taking home the Throughout 2019, we’ve hosted a wide have been put on hold and Cuba Dupa, season itself was a huge success Supreme Winner award. variety of activities in our terminal – World of Wearable Art, and the attracting over 60,000 people, with providing both financial support to In June, travellers were treated to a Phoenix FC, to name just a few, are all many travelling to Wellington from other Wellington-based businesses and series of live performances as part re-grouping. We can only look forward parts of New Zealand or from overseas. entertainment for passengers and of the Wellington Jazz Festival. And, to when the cultural and sporting events visitors. This year was the 16th Wellington in September, we partnered with the that make our city great are back on the Airport Community Awards, organised National Library and Te Puna Foundation calendar. in collaboration with Wellington to showcase Māori performances as Above: Uplifting, David Kirkpatrick, Waikato, New Zealand. Deadly Beauty, Zhang Xi of Donghua Community Trust and the region’s part of Te Wiki o te Reo Māori Language University, China. Eye See You Fluffy Kōwhai, Tina councils. The awards recognise the Week. Hutchison-Thomas, , New Zealand. Top right: InsideOUT Underling, Gilllian Saunders, Nelson, New Zealand. amazing work of volunteer groups in the Bottom right: Te Ata, New Zealand Festival of the Arts Later in 2019, over 1,000 members of areas of Arts and Culture, Education and the public learnt valuable lifesaving Child/Youth Development, Health and skills as part of Restart a Heart Day. Wellbeing, Heritage and Environment We also partnered with Cystic Fibrosis and Sport and Leisure, as well as a

26 27 TARGET AREAS INITIATIVES OUR

Reducing carbon emissions Purchased Voluntary Emission Reductions to offset our 2019 operational carbon emissions (including staff travel). This makes us Carbon neutral for 2019 Environment Replacing our fleet of vehicles with electric alternatives Reviewed operating procedures to reduce unnecessary use of emergency stationary generation.

Reducing energy use Replacing all halogen lightbulbs in the airport with energy efficient LED By 2030, we aim to reduce our operational carbon emissions, waste to landfill and electricity lighting use by 30%. To achieve these targets, Wellington Airport is adopting energy efficient and sustainable construction into our projects. We must also make changes to how we manage Investing in building analytics technologies to provide a real time, integrated our waste and resources. view of our building performance – enabling us to identify changes, patterns and opportunities. The specific targets are ambitious and are considered as part of our daily decision making. Our carbon emissions target is absolute, which means we are committed to reducing our operational Sustainable design Adopting energy efficient and sustainable construction into our projects – emissions irrespective of airport growth. targeting a GreenStar 5* design rating

The reduction in travellers due to Covid-19 and consequential deferral of the terminal extension Reducing waste Replacing single use plastic with reusable or compostable alternatives programme will mean a delay in the replacement of our heating and ventilation systems. Replacement of those systems was a key driver to achieve the reduction target. We will continue Diverting waste from landfill Trialling and implementing coffee cup composting with ‘For The Better Good’ to focus on maximising the efficiency gains from our existing systems and all other emissions sources. Implementing new processes to enable more efficient separation of recyclable and compostable material from landfill waste – most recently opening a new Resource Recovery Centre and introducing mobile sorting 2030 TARGET AGAINST OUR FY17 BASELINE trolleys

Influencing the supply chain Developed a Guide to Sustainable Procurement to ensure the goods and Intensity-Based Absolute % (volumetric) services we purchase make a positive contribution – environmentally, socially and economically Terminal Electricity kWh/m2/yr 30% Regenerating the local community Partnered with Trees that Count, Te Motu Kairangi and Predator Free Wellington to support the regeneration of the and our local community

Operational Waste Circular economy kg/Pax/yr 30% 0% Zero single-use plastics Installed traps and bait stations around the airport’s perimeter in support of Predator Free Miramar’s effort to rid the Peninsula of rats and mice

Supporting industry Installed common-use electric chargers for our electric airside ground support Scope 1 + 2 Carbon tCO2e/yr equipment (GSE) and vehicles 30% WIAL’s footprint reduction Installed electrical ground power at some gates so aircrafts can get electricity straight from the local grid without the need to run their auxiliary power units (APUs)

Terminal Potable Water litres/Pax/yr 30% Trialled Performance Based Navigation routes to enable quieter and more fuel-efficient arrivals into Wellington Airport. Results indicate airlines using Performance Based Navigation are flying fewer kilometres, reducing their fuel

burn and CO2 emissions and shortening passenger travel time.

28 28 29 29 supporting our global environment REDUCING OUR ENERGY USE

Heating, ventilation and air To ensure our systems are operating as This helps us to: We continue to partner with Trees that This year we planted 1500 low growing We have purchased Voluntary Emission conditioning systems are essential efficiently as possible, we have recently Count, Te Motu Kairangi and Predator regenerative plants on Wexford Hill and Reductions to offset our operational • reduce our energy consumption and for maintaining appropriate levels of invested in cutting edge data analytics Free Wellington to preserve Miramar 1500 native trees in Tawatatawa Reserve, carbon emissions for 2019. This gives carbon emissions, comfort for passengers and airport technology. The smart technology Peninsula as a space for future taking our total community tree planting us the opportunity to make a positive community while they are in the enables us to continuously review our • manage peak demand, generations to enjoy. count to 5,500. impact on the global environment terminal. However, they also make the building management system data. while we work to reduce our own • lower maintenance and repair costs, Our location between the Peninsula and biggest contribution to our operational It also provides us with information operational emissions in line with our • improve asset life cycles. the city make us an important zone in the carbon emissions. to promptly identify any faults in our 30% target. The credits are generated Predator Free Miramar project. Over the systems and opportunities to improve by international projects, helping to past two years, we have installed traps our energy efficiency. build wind farm capacity in India and and bait stations around the perimeter of assisting local farmers with sustainable the airport. This ‘virtual barrier’ is helping agricultural techniques and forest to eradicate rats, stoats and weasels, management to avoid deforestation in bringing back the birds and bush to Brazil. Our operational emissions include Wellington’s eastern suburbs. Scope 1 and 2 emissions and staff travel.

Above: Griffin Hunt, Te Motu Kairangi - Miramar Ecological Restoration

30 31 Reducing our waste to landfill Supporting our airline partners

Each day over 2000 takeaway coffees We’re proud to be the first airport in New The trial has been incredibly successful The aviation industry is collectively Air New Zealand identified ground We also now provide electric ground are purchased at the airport. This year Zealand to introduce reusable coffee and we’ve diverted over 25,000 cups from working hard to address aviation electrification as one of their material power at gates on the south and south we’ve taken steps to reduce this waste cups in partnership with ‘Again Again’ landfill. emissions. This year our focus sustainability issues – with a goal to be west piers. This enables aircraft to ‘plug by introducing a reusable coffee cup – a Wellington-based social enterprise has been on providing ground fully electric by 2025. We’ve worked in’ and power their onboard lighting and Our next project is to investigate options scheme and composting trial. who provide reusable steel cups electrification at the airport – making it closely with Air New Zealand and our electronics without the need to run their for establishing a community garden with available by deposit and return at possible to replace diesel and petrol- other airline partners (including Planebiz auxiliary power units. a composting facility near the airport. any participating café. In addition to powered ground service equipment and Swissport) to provide a ground introducing the scheme, many café with electric alternatives, and enabling servicing equipment electric charging operators have also increased their dine- airlines to power aircraft using system. in options and acceptance of keep cups. electricity at the gate, rather than In February, following a joint relying on their fuel-powered auxiliary We also started a composting trial with procurement initiative with Auckland power unit. social enterprise ‘For The Better Good’ Airport, , and to establish if we can develop a robust , we successfully regenerative system for compostable installed two Fastcharge ground service packaging waste. equipment charging systems as stage one of this project.

32 33 Improving operational resilience Noise management

Climate change and resilience is As the climate continues to change, we We also completed a detailed Few cities in the world benefit from package of acoustic mitigation treatment I have really been one of our material issues and our are planning for rising sea levels, more investigation of our stormwater an airport as conveniently located as designed to reduce aircraft noise. We impressed with the team. risk analysis is aligned with the extreme weather and climate related infrastructure network, flows and capacity. Wellington’s. This accessibility and are continuing to roll out the programme Without exception they recommendations of the Task Force on events which will present a risk to This, together with our groundwater and proximity to residential properties for the properties most affected by air were friendly and helpful which Climate-Related Financial Disclosures infrastructure and property. stormwater quality monitoring data will means we must carefully monitor and noise, completing 25 property upgrades and informs our design, planning and inform our site-wide stormwater discharge I really appreciated. The high This year we started planning for the manage the effects of airport noise on this year. infrastructure development decisions. resource consent and the design of future standard of workmanship upgrade of our coastal protection our neighbours. airport infrastructure. Operational constraints at the airport by all in what is a fairly old structures (seawalls and breakwater) The District often require construction and house was noted. – inviting feedback from the local Plan governs the total noise for aircraft maintenance works to be done during community to help inform our design. movements and the hours of flight, with the flight curfew. We are mindful of the – IAN MACDONALD The new structures need to withstand a night curfew in place. We currently close proximity of our neighbours to rising sea levels, increased frequency operate well within the noise limits and Wellington Airport, and our procedures and intensity of storm events and curfew conditions. require noise mitigation measures to earthquakes. be planned and implemented for all As part of our Noise Management Plan, projects. which is overseen by the Wellington Air Noise Management Committee, we’ve implemented a range of noise mitigation measures within the Air Noise Boundary. This includes the Quieter Homes package which offers almost Above: @yourlocalplanephotographer 700 homeowners a specifically tailored

34 35 FY20 Results

Energy TERMINAL ENERGY USE Carbon CO2 e EMISSIONS

TOTAL GAS AND ELECTRICITY SCOPE 1 +2 CO2 e EMISSIONS CONSUMPTION (KWH) KG/YR | KG/PAX/YR 2200 0.3 TERMINAL ELECTRICITY 16,000 350 Our scope 1 (direct emissions from 2000 KWH/M2 /YR 14,000 Wellington Airport-owned sources) 0.25 300 1800 Terminal energy consumption is and Scope 2 (indirect emissions from 12,000 1600 250 influenced by the local weather conditions 2 purchased energy used by our operations) 0.2 10,000 1400 throughout the year, with the number of 200 have decreased for FY20. This was the heating and cooling days impacting on 8,000 1200 result of a combination of factors, most 0.15

150 KWH/M 1000 our gas and electricity use respectively. KWH (000) 6,000 significantly being the considered use of

100 our emergency generator, reduced fuel TONNES 800 The ongoing optimisation of the 4,000 0.1 TONNES/PAX use by our vehicle fleet and gas terminal 600 terminal building management system 2,000 50 heating, and the lower emissions factor has resulted in average annual energy 400 0.05 0 0 for purchased electricity from the New savings of 14% when compared to FY17. 200 FY17 FY18 FY19 FY20 Zealand grid. Investment in building data analytics 0 0 technology should see further efficiency The emissions associated with staff travel FY17 FY18 FY19 FY20 improvements. Electricity consumption (kWh) Gas consumption (kWh) (Scope 3) were 127.1 tonnes for FY20.

Terminal electricity (kWh/m2) Scope 1+2 Scope 3 (staff travel) CO2 tonne/pax/year

Waste Scope 1 and 2 emissions have been verified by Toitu SOLID WASTE Envirocare and is aligned with ISO 14064-1:2006. OPERATIONAL SOLID 800 35% MUNICIPAL WASTE

KG/YR | KG/PAX/YR 700 30%

Our total waste volume has slightly 600 25% decreased from FY19, however the 500 volume of waste sent to landfill for every 20% 100 passengers has remained the same 400 as FY19 at 7kg/100pax. 15% TONNES 300 We are continuing to work on initiatives 10% 200 to reduce the overall volume of waste generated and increase the proportion of 100 5% our waste that is diverted from landfill. 0 0% Our FY20 diversion rate of 27% presents FY17 FY18 FY19 FY20 further opportunity for improvements in our waste collection and sorting capacity. Total waste (tonnes) Recycling/Composting (tonnes)

Diversion rate %

36 37 38