A BROADER PERSPECTIVE
Adelaide Airport Integrated Review
To inform the preparationTo this of report, sought have we feedback from our internal and external valuable This stakeholders. feedback has helped us to determine the most relevant areas focusto on in this report and are described in the Material Issues Engagement Stakeholder and section. feedback on whatYour information see to wouldyou in like future reports is important us. to Please contact us at [email protected] This report has also been informed the Global by Reporting Standards. Our GRI (GRI) Initiative content index can be found in the Appendix and, as this report is informed the GRI by Standards, included Disclosures not have we Managementon Approach (DMAs) for each material issue. there been have During 2018/19 no significant changesto AAL’s organisational shareholder or structure. AAL is the main operating entity and rights lease the holding Adelaide management to rights and Parafield airports. This Review should be read in conjunction with Annual Statements, Financial the providing a more detailed understanding the of financial business. the aspects of Unless otherwise stated all information in this report relates the Group.to Further information on the Financial Report 2018/2019 can be accessed here.
About this Report
Our Annual 2019 Review is APPROACH of principles the by inspired Integrated international the Framework. Reporting (
REPORTING REPORTING OUR OUR Adelaide Airport (AAL Limited presents its ‘Group’) the or Annual Review using an2019 report This approach. integrated Adelaide both communicates and Parafield Airports’overall performance forthe financialyear and includesending 30 June 2019, contributions and impacts our societyto and the environment. demonstratesThis Review how governanceour strategy, and performance create the value over short, medium and long-term for shareholders important other and stakeholders. 2 Integrated Review 18-19 56 3 Integrated Review 18-19 56 4% 1% 13% 1.3% Reduced Overall Electricity Consumption Renewable Energy Generation % Community Investment 5.8% Total Passenger Total Growth International Growth Passengers 8.5m 29% 73.3% $6.6m EBITDA Growth EBITDA Total Total Passengers Waste Diverted Waste Landfill from 1.06m (up 2.7%) Employee Engagement International Passengers 5% 9% 4.2/5 +1.1% 36.4% Reduction in Carbon Emission (Scope 1+2) Airport Service Quality Score Freight Value Value Freight Growth Female Employees $11.2m
0% 48%
8875 1.33b 5.2%
GLANCE 2019 AT A AT 2019 Volunteer Volunteer Hours Total Freight Freight Total Value Lost Time Injury Rate Frequency Revenue Growth Recycled Use Water
The new Atura Hotel officially opens first Sustainabilityfirst Loan with ANZ Adelaide Airport Adelaide Australia’s secures 20 December 6 September 6 Lagardere Travel Lagardere Travel secures Retail and duty free F&B international concessions as part of terminal expansion 7 March
secured for the running year second from Airport Councils International Asia-Pacific forsustainability initiatives Platinum status Platinum 19 February 19 Construction starts on the $165m terminal expansion Tapleys Precinct Tapleys 24 January24 Ambulance SA new Service opens Medstar base in 15 August
Adelaide Airport Adelaide announces it has hit international million 1 FY18 passengersin 13 July 12 February 12 New Executive Executive New appointmentsGM announced
29 January Clinical Australian Labs opens new facilities pathology Airport Business in District
REVIEW YEARIN 4 Integrated Review 18-19 56 5 Integrated Review 18-19 56 New Kennards Self Self Kennards New facility opens Storage Airport Business in District 2 October Trial of new 3D scanner, x-ray and scanner body automated tray system return commences 6 April 6 28 October China Southern Southern China to up commences service during daily season summer peak Adelaide Airport Adelaide overtakes Gold Coast 5th Australia’s as international largest airport 31 March 28 October United Way Read Aloud Open Day hosted by Parafield Airport Malindo Air Air Malindo four- commences weekly service to Bali via Lumpur Kuala 17 April 17 11 September 11 Firstretail Request Proposal For terminal for released expansion 18 March SNP Security SNP takes and passenger over screeningbaggage services contract 20 November private US Successful bond placement finances market expansion terminal Singapore AirlinesSingapore as ADL announces the official launch its of destination new Airbus A350-900 aircraft haul medium 6 September 6 AFL Max facility Max AFL Airport in opens District Business 29 June largest aircraft, largest an AN-124, Antonov touches down in Adelaide One of the world’s 15 March
In 2018/19 we have again have we been In 2018/19 growing fastest recognised the as a – Australia airport in international significant achievement in a highly competitive have market. We operating Air, Malindo welcomed Kualato Lumpur via Bali, and seen airlines eitherincumbent adding services aircraftmore upgrading or new-generation aircraft bigger, to such as the Boeing Dreamliner 787 demand. meet Airbusand to A350 more have than now 300We connections one-stop excellent North Asia, Europe, across America and Africa via global hubs Guangzhou, Singapore, as such Hong Dubai, Kong, Doha, Lumpur. Kuala and Auckland
Our ability plan to and invest in new infrastructure at a time slow of constrainedgrowth and capacity in the aviation sector has provided a solid base on which build to our sustainability. future extraordinary achieved have We international growth the past over decade. It is just years seven since attracted we Emirates to Adelaide, which at the time was game-changer a considered in demonstrating our ability attract to carriers. international major This has be true, proven to with the Qatarlikes of Airways and China their Adelaide to Southern adding network and opening up new Eastopportunities Middle the in and mainland China.
CHAIRMAN
REPORT & MD’S Adelaide Airport for a number of years has carried the following concourse: main our along sign “When everything seems to be remember you, against going that the airplane takes off it.” with not wind, the against a messageIt’s heart take to we and helps us focus on our goals in lesseven favourable operating conditions. maintained have we In 2018/19 solid growth across all areas our of economicbusiness global despite headwinds. 6 Integrated Review 18-19 56 7 Integrated Review 18-19 56
… While remembering … While Delivering an exceptional experience our Past As part the of terminal expansion project, were delighted we to in commitment, funding a receive commitment, own our to addition from the State and Federal the assist with to governments relocation the of historic Vickers Vimy aircraft from its current location near the long-term car park a new hometo within the terminal. expanded about are developments Such customer the prioritising experience create to a seamless and enjoyable journey from the minute drive the you into airport ready foruntil take-off. you’re In the most recent quarter rankings Quality Service Australian airport top the Adelaide as place in Australia, and per in the 25 top cent airports of in the Asia Pacific. Looking forward, see we the ‘airport tomorrow’ of as featuring processes and technologies new customer the make that easier more and faster, experience intuitive. Building for the future … for the future Building We have an excellent have trackWe record commitments our on delivering in invest in new infrastructure,to encouraging facilitating and while investment tenants. our by key Leading our infrastructure investment is the expansion of domestic and international our terminal, which will significantly arrivals international upgrade and departures, and create more retail and dining options for domestic international and both travellers. include upgrades will International for belt baggage longer second, a emigration for space more arrivals, processing, immigration and expandedsecurity screening, a larger duty-free precinct for arrivals departures,and expanded and dining and retail options. As is the nature a project of this undertaken we’ve size, significant planning and years discussions of with partners, our key including airlines, retailers and regulatory agencies reach to this point. We also undertook customer surveys and reviewed our customer feedback understand to the key elements our travellers wanted to see. Just as construction started on project, we expansion terminal the completed and opened the new Atura Hotel, operated Event by Hospitality & Entertainment Ltd. It is the first hotel in Australiato domestic main the with link directly and international terminal a of capital city airport. The 165-room, seven-storey hotel features the Hangar Bar & Grill, a business centre, eight flexible spaces, plus meeting and function a port-cochere for guest drop off and collection. The willhotel strengthen our ability attract to on-airport investment other because the of seamless connectivity it offers tenantsour business their and stakeholders. Growing our business Growing This financialyear we have achieved per a 5.0 cent increase in property our (excluding EBITDA $139.3m, result to revaluations) in 2017/18. compared with $132.7m Revenue has increased 5.2 by per cent $225.5m. to auto-pilot the hitting from Far button, are we re-doubling our efforts and setting sustainable, long-term goals grow our to business on the ground and in the air. 2019 the hosted Adelaide has World Routes Conference in which was an September 2019, excellent opportunity showcase to our airport as well as South tourismAustralia’s and convention of The development facilities. decades can take routes new and this conference presented an opportunity continue to a number with conversations ongoing our of airlines. remainWe under-served a to destinations, includingnumber of the United States. also We opportunities are there to believe attract direct links with new Asian the Japan, as such destinations and Thailand Vietnam, Philippines, India name – to just and - a few continueto grow our to Chinese market. the effort requiredHowever, attractto growth continues to destination global - increase competition and demand for new services has intensified but in an airlines where are environment restricting growth in seat capacity. Nurturing great people great Nurturing The future AAL’s vision be is tier top a to AAL’s airport business in Asia Pacific, delivering for recognised its to outcomes exceptional customers, partners, shareholders community. and Our employees are our biggest asset in this pursuit, and they in turn nurture the strong relationships that exist with our stakeholders. a clear have We set objectives of encourageto diversity, and ensure to the health and wellbeingour of employees. Our employee engagement in 2019 has improved a year-on-year to new high per 73.3 of cent. Our challenge maintain is to our drive and focus across our business, areasin including such as passenger growth, sustainability environmental and initiatives. are proudWe what achieve of we given our and size, will continue we pushto ourselves be innovators to and leaders for our industry and for our State. Our changing climate Sustainability Sustainabilityunderstandably is driver allof a key We that do. we signedhave a $50 million 7-year Sustainability Performance Linked Loan with ANZ, the firstof its type in Australia that incentivises a borrower further even to performance its improve against a set Environment, of Social and Governance criteria. (ESG) also We airports global the topped ranking forsustainability in the GRESB program. Awards Leader Sector Our continued leadership in managementenvironmental has seen us trial two separate initiatives aimed at reducing the temperature our of airfieldvery on hot days. This is being achieved trials crop irrigated through and the use pavement ‘cool’ of applications.
Shaping our business Shaping to perform Adelaide Airport is dynamic a and diverse environment links that local communities, global and economic fosters and jobs creates development. recently have We released our PreliminaryAdelaide 2019 Draft Master Plan, which sets the course the over development future for next years. 20 This will provide future for essentialan blueprint on-airport investment providing by a detailed vision and of a level certainty for future development. As well as providing an important framework, planning the highlights document this Adelaide contribution significant Australia’s South to Airport makes prosperity. economic amongKey our future plans will be transport,a freight and logistics hub at Airport East, and including a dedicated new entrance via Road. Richmond Over the pastyears, five our State the to contribution economic has increased billion to from $1.95 billion.$2.98 By 2039 forecast we our contribution increase to to billion. $7.48 total employment Since 2014, (direct and indirect) as a result of airport activities has jumped 30 by per cent 22,800 to jobs. By 2039 forecastwe that figureto reach 56,000 jobs. continueWe grow our to property the to business. addition In opening the of Atura Hotel, we Self Kennards welcomed have Storage, Otis Elevators and AFL Max Adelaide to Airport, while work is progressing on a new district outlet centre at Parafield Airport. 8 Integrated Review 18-19 56 9 Integrated Review 18-19 56 (extended leave) Brenton Cox Brenton Executive General Manager - Finance & Corporate David Blackwell Executive General Manager & Innovation – Technology Dermot O’Neill Executive General Manager & Terminals - People, Culture Sue Doyle Executive General Manager - People & Culture
Emma Boulby Executive General Manager - Airport Operations Executive General Manager - Property James Sangster Executive General Manager - Planning & Infrastructure Kym Meys Mark Young Managing Director
MANAGEMENT TEAM MANAGEMENT EXECUTIVE GENERAL GENERAL EXECUTIVE
Grow Shape Deliver Nurture Our Vision our business our Our Areas Focus experience takes place. our business to perform It’s the way we make you feel an exceptional experience exceptional an the development of our core business. partners, shareholders and communitypartners, and shareholders our great relationships and people and relationships great our The lenses in which view we our busin ess Our Brand is not just what we say and do... promoting sustainable business practices. business sustainable promoting common vision with a well-defined set of values. We growWe our business by taking a long term view. By by nurturing a culture of professionalism, excellence, for delivering exceptional outcomes to our customers, and integrating improvements across the business and and business the across improvements integrating and We continueWe to shape our business for sustainable growth To bea top tierTo Airport Business in Asia Pacific, recognised us we aim to make their experience so seamless they don’t We shapeWe our business to perform by striving for innovative Our leadership and brand is at the heart of our commitment commitment our heart of the at is brand and leadership Our Our community partnerships are aligned to our strategy and us is not just about connecting travellers to destinations. It’s responsiveness and achievement. are We working towards a to a great customer experience. want We to be known for the organisation we must constantly look forward; constantly implementing must look organisation we ease and simplicity with which we do things. Connectivity for Connectivity for things. do we which with simplicity and ease have to think about it regardless of where and with whom the to achieve mutual benefit. Every time someone interacts with values and also provide the opportunity for staff engagement. about us connecting all of our stakeholders to their objectives delivering value to our stakeholders we will create sustainable shareholder value. By maintaining an inquisitive mindset we will will we mindset inquisitive an maintaining By value. shareholder seek to leverage opportunities wherever they may arise through solutions and continuous improvement. be a high To performing
Capital Financial Infrastructure Assets Natural Resources Relationships Partnership Intellect Knowledge People Capital (or capitals ) to create value and deliver on our strategy. Value Creation Inputs Creation Value useWe a range of resources HOW AAL CREATES VALUE CREATES AAL HOW 56 Integrated Review 18-19 10 56 Integrated Review 18-19 11 suppliers. social responsibilities.social high staff engagement. The Value we Create we The Value We deliverWe sustainable long term growing return on assetsmanaged. aviation capacity and customer and and customer and capacity aviation We encourageWe diversity and strive to Our strong and effective governance in our business as usual focus which develop a smart and innovative team We invest in community partnerships community in invest We which are aligned to our strategy and forefront of our attitudes and actions, shareholder value through developing developing through value shareholder andsafety of our staff, customers and which listens, learns, is respectful and is learns, listens, which risk and ensuring the health, wellbeing wellbeing health, the ensuring and risk We putWe the customer experience at the at high service levels which is safe and and safe is which service levels high at collaborates with stakeholders to drive obligations while proactively managing managing proactively while obligations We ingrain sustainability and innovation innovation sustainability and ingrain We property oriented business focussed on on focussed business property oriented values providing the opportunity for staff refined ensuring we continue to meet our customers, stakeholders and community. and stakeholders customers, frameworks are continually assessed and and assessed continually are frameworks secure and easy for our customers to use. continuous improvement and consistently and improvement continuous underpins our future and adds value to our our to value adds and future our underpins participation and developing our corporate corporate our developing and participation providing effective infrastructure operating operating infrastructure effective providing Our Mission Our Values Relationships based on trust Foster great Teams great Foster trust on based Relationships & continuous improvement and partner responsibly with our community advertising • and rideshare • business areas: business Adelaide Airport Adelaide transport operations Retail BusinessRetail secure, serviced airfield • Property Business Our Core Activities Core Our Commercial Business Commercial Aeronautical Business Aeronautical Be Accountable & Authentic Conduct ourselves with Integrity Be Responsive, efficient and Respectful Take Pride in our achievements Be Open and friendly and encourage diversity Build Build diversity encourage and friendly and Open Be achievements our in Pride Take Respectful To realiseTo ourvision, we will consistently nurture strong relationships with our stakeholders, offer a great customer experience, develop the expertise of our talented people, deliver high quality facilities revenue, sustainability and environment and sustainability revenue, Providing aeronautical services and being being services and aeronautical Providing responsible for all aspects of the business the aspects of all for responsible and services that are regarded as best in class, safe, secure & sustainable, strive for innovative solutions solutions innovative for strive sustainable, & secure safe, class, in best as regarded are services that and andInternational) • Provision of flight training In order to achieve our mission effectively and customers whilst being responsible for ground ground for responsible being whilst customers Delivering an exceptional customer experience Creating relevant products and services for our efficiently, we have clustered our core activities • Car parking • Concierge services • Commercial Developing and managing all aspects of property Leasing, developments • Day to day management across the retail, food and dining portfolio across • Aircraft landing, parking and passenger services airfield, landside areas and hotels • Billboards and of commercial assets located within terminals, the the terminals, within located assets commercial of • Cargo handling passenger movements (Domestic services • The services we provide to ensure a safe, transport operators including buses, taxis, hire cars taxis, hire buses, including transport operators associated with aviation operations, safety, security, security, safety, operations, aviation with associated
Our leadership team regularly Our leadership team regularly analyses how material issues may substantially influence and maximise value for the business, or conversely be considered a headwind that can inhibit or strategic opportunities jeopardise to grow. These prioritised risks shape the reflecting themes of our reporting, what matters most to our stakeholders and business.
In looking forward and In looking forward AAL can determining where we must also value, create understand our operating and the risks environment, and opportunities that may impact or enhance our ability to maximise our contribution and other to shareholders stakeholders. Adelaide Airport in 2018 identified and defined what we see as our key material issues. These have in 2019 and remain been reviewed unchanged. This materiality review is part of our wider stakeholder engagement.
UNITIES OPPORT- RISKS &RISKS 56 Integrated Review 18-19 12 56 Integrated Review 18-19 13 However, we work very we closelyHowever, with all stakeholders ensure to maintainwe the highestpossible security,levels safety, of compliance and training. For example, conducted we or were in five airportinvolved emergency exercises across Adelaide and Parafield airports2018/19. in The prevalence drones of means needwe educate to the public theof risks, plus concentrate on our preparedness own for potential incidents while identifying locations where drone use may impact our operations. Much the is of above informed stakeholders ourby key that can be significantly affected by our activities and/or whose actions can affect Adelaide Airport’s ability successfullyto fulfil its strategic objectives. These stakeholders are passengers, airlines, employees, investors, providers financial of capital, industry and regulatory bodies, government and communities in which the Group has an impact. acknowledgeWe climate change and the associated risks it poses society and business and recognise that climate change and carbon risk management are essential aspects operating of a sustainable business the over long-term. In addition taking to action to mitigate climate change by reducing carbon emissions demonstrated through our commitment maintaining to level 3 ‘optimisation’ in Airport Carbon Accreditation, undertook we a comprehensive climate review of related risk and opportunities in and are redeveloping2019 our climate change adaption plan through 2020. Digital disruption, for example through the rapid expansion of ride-sharing transport) (ground (retail) shopping online and but challenges significant present also create a new dynamic that customer our benefits ultimately and their travel habits. There and have will continue to be substantial developments in emerging and transport innovative technologies, some which of vehicles, autonomous include air taxis (personnel airborne rideshare) and the use drones of forparcel delivery. While these technological advances the have potential access improve to and connectivity, also they may create challenges for ground transport systems and other infrastructure associated with the airport. Adelaide Airport will continue monitorto and respond such to emergingtechnologies. Our people are our most important resource, andour diversity outcomes significantly shape our success. Feedback from our stakeholders continues come to through a number touchpoints, of ranging from regular consultative committee meetings airport to passengers and visitors who provide us with input on material matters them, to through our website and social media channels. prioritised have We and validated these material issues through consultation and engagement with our leadership team. Airports high- inherently an are risk environment, and the many moving parts provided a by large number customers of and suppliers, including airlines and regulatory authorities are often outside the control AAL. of
Key Focus Adelaide Airport undergone has a sustained period solid of to significant growth across our operations – both aeronautical and non-aeronautical. With this growth comes challenges associated with needing stay ahead to the of curve so our customer experience is in step with our growth. Our goal ensure is to are we proactive rather than reactive futureto growth scenarios. By example – international education is South fourth Australia’s largest export market. The potential significant driverof international student travel is an example whereof can we look tailor to opportunities meet to customer needs. Our relationships with our airline partners is crucial in terms attractingof new services, services, maintainingexisting and seeking their guidance and support for improved infrastructure as demonstrated the current by terminal expansion project. Unforeseen risks can an have business, our on impact immediate as demonstrated the grounding by MAX theof 737 8 in March, which directly impacted our Fiji Airways service. securityFuture and regulatory requirements will continue to require careful thought on the design of and planning future our infrastructure, notably the domestic and international terminal. This alsoimpacts our customer experience and commercialcustomers.
ISSUES MATERIAL MATERIAL resource e ciency resource passenger growth Passenger Growth Resource Resource Efficiency As first and foremost a facilitator of aviation access As first and foremost to our State, we must develop business opportunities additional and created to expand our global reach capacity on existing networks. Using our resources in a sustainable manner while in Using our resources allows us minimising impacts on the environment value with less and to deliver greater more to create with less input. sustainable procurement
We recognise the importance of anticipating and recognise We our events by improving to climate related responding assessment and action to better through resilience cope with these risks. Climate Resilience We must aim to meet the business needs within must aim to meet the business We our supply chain for materials, goods, utilities and responsible services in an environmentally-friendly, and ethical way.
Sustainable Procurement FOCUS KEY KEY 56 Integrated Review 18-19 14 56 Integrated Review 18-19 15
Best & Property infrastructure in class Innovation Innovation & Technology Building community & stakeholder relationship We recognise the value of our people and the recognise We we have with all stakeholders has a relationships positive long-lasting and tangible impact on the sustainability of our business. Innovation & Technology customer engagement and must seek to increase We expand data capabilities by driving the deployment of our business. innovative technologies across People & Relationships Best-in-class of expectations future Meeting and exceeding timely stakeholders requires our customers and and facilities investment in world-class infrastructure and non-aeronautical that support our aeronautical business growth. Infrastructure Infrastructure & Property Customer serviceCustomer & experience resilience, risk & compliance resilience, Generating value to our shareholders means creating means creating Generating value to our shareholders our business to and delivering on opportunities across maximise the total worth of our company. Value Shareholder Shareholder A key focus should be to provide a memorable A key focus should be to provide customer experience to our customers and to our key stakeholders such as airlines and tenants. Customer Service & Experience As an essential piece of transport infrastructure, we we of transport infrastructure, As an essential piece to assess available measures must undertake all so that risks and implement compliance measures manner secure we continue to operate in a safe and under a range of circumstances. Resilience, Risk & Compliance
Economic conditions Economic We perceive mixed messages mixed perceive We on economic conditions. is Australia, growth Across weak with low considered stagnant consumer spending, low wage employment and the South However, growth. appears to Australian economy conditions be weathering these Our property better than others. stable and market is more business confidence stronger than other states, while green shoots in the mining industry suggest a positive market ahead.
Adelaide Airport plays an important lives the in role Australians. South of
MENT
ENVIRON- BUSINESS BUSINESS OUR OUR 56 Integrated Review 18-19 16 56 Integrated Review 18-19 17 Regulatory Social responsibility Aviation remains in a relatively in a relatively remains Aviation environment. stable regulatory the Airports Recent changes to and Parafield Act mean Adelaide to now required airports are plan ever 8 complete a master 5 years. years instead of every Adelaide Airport plays an in the lives of South important role Australians, which means our critically are social responsibilities important. noise is an unavoidable Aircraft impact of airport operations. Roles and responsibilities noise aircraft regarding a range management vary across including but of organisations, not limited to airlines, Airservices Australia (AsA), the Civil Aviation Safety Authority (CASA) and the Noise Ombudsman. Aircraft Adelaide and Parafield airports noise. aircraft do not control we adopt a balanced However, to stakeholder approach to noise engagement in relation and both aircraft from resulting other on-airport activities. This considers land balanced approach use planning, working with airlines technology and on improved with AsA. coordination continue to encourage an We to planning integrated approach with the State Government, noting that off-airport developments can equally impact future airport operations and growth opportunities just as our own master planning can impact our community stakeholders. Capacity Ground transport / transport Ground Accessibility Digitisation & innovation Innovation and technology will in continue to play a key role airport development. The Adelaide Airport of tomorrow new technologies and will feature that make the customer processes easier and more experience faster, technologies intuitive. Future may potentially include smart phone wayfinding for the entire home to the boarding journey from gate, permanent bag tags built into luggage, decentralised bag as at hotels, and such drops combined security and emigration using screening walk-through biometrics. a greater Digital disruption requires may facets of our focus across customer experience. Examples include the rapid expansion of ride sharing and online shopping. Global aviation continues to albeit at a slower pace and grow, a time of constrained capacity. in continue to plan and invest We our to ensure new infrastructure sustainable in business remains the long term. Ride sharing continues to expand Ride sharing continues while innovation its market share, new creates in parking products helps opportunities and revenue The short-term manage capacity. through holds promise future of autonomous the development vehicles.
Property Productivity Commission Productivity Democratisation of air travel The Australian Productivity The Australian Productivity of regulation review Commission’s airports is a welcome at Australia’s health check. The draft findings ‘light have indicated the current has been regime touch’ regulatory effective in managing Australia’s aviation landscape. Our customers have more choice choice more Our customers have in terms of than ever before travelling to choosing airlines, and finding the new destinations airline and through best airfare sites. independent booking product offering more Airlines are as choices once on board, Singapore demonstrated by medium haul Airlines’ latest A350 Qatar Airways’ QSuite product, ‘Sky and Air New Zealand’s Couch’. Adelaide’s commercial property property commercial Adelaide’s strong market has remained despite a weakening economy. for a The move in the threshold Major Development Plan (MDP) to $25m, together $20m from with a change in the Master Plan cycle for Adelaide and reporting 5 years Parafield Airports from to 8 years has lessened our exposure. regulatory Growing our business Growing Adelaide Airport Ltd (AAL) achieved a 5.0 per cent increase (excluding EBITDA our in in result property revaluations) to $139.3m,2018/19 compared with in 2017/18. $132.7m Revenue increased by 5.2 per cent to $225.5m.
Up 6.09% Commercial property income
MANCE
PERFOR- STRATEGIC STRATEGIC OUR OUR 56 Integrated Review 18-19 18 56 Integrated Review 18-19 19
Philp Goh Regional Vice President President Regional Vice Pacific South West Singapore Airlines has proudly operated to Adelaide for 35 years and has continued work to Adelaide with closely Airport invest in, and to grow its services to, Australian South the the AirlineCapital. In 2018 the Adelaide as chose its for destination launch Airbus A350-900new medium-haul aircraft, a reinforcement its of commitment the city. to In and December 2019 January Singapore 2020 Airlines again will operate supplementary flightsto cater for the increase in demand and for travel to Australia. South from Our forward projections suggest projections forward Our shouldwe be able maintain to a despite again growth, positive aviation global favourable less than outlook. Domestic passengerDomestic numbers were up 0.5 per cent, assisted the introductionby a new of Uluru service but constrained by stagnant or reduced capacity on routes. major some Regional passenger numbers increased per cent, 2.6 by largely due a more to positive outlook in the mining industry and resultant ‘fly-in fly-out’ traffic. Passenger numbers have have numbers Passenger increased per cent, 1.3 overall by led continuing by strength in our internationaltraffic. passengers increasedInternational 5.8 perby cent on the back of Air, Malindo entrants airline new increasedservices upgauging and aircraftof routes. on key AND NADI Air New Zealand (3 to 5 weekly) B789 | 302 seats B777-200ER | 312 seats Cathay Pacific A333 | 251 seats | 5-6 weekly Malaysia Airlines A333 | 290 seats | 5 weekly Fiji Airways B738 | 164 seats | 2 weekly AUCKL NG China Southern Airlines A333 | 282 seats | 3-5 weekly UR DE ADELAI HONG K O GUANGZHOU KUA L A L U M P DENPASAR Jetstar A320 | 180 seats | 7 weekly Malindo Air B738 | 162 seats | 7 weekly DUBAI SINGAPORE DOHA Singapore Airlines Singapore A350 | 303 seats | Daily Qatar A350 | 283 seats | Daily Emirates B772 | 302 seats | Daily
-1.7% 70.7% 15.9% 99.3% 113.0% -37.0% 114.6% 367.6% Privatisation Change since Change China Southern increased China Southern increased over the services up to daily peak December-January season; Airlines used Singapore launch Adelaide as its global new A350 destination for its in medium haul aircraft December; Malindo Air commenced services to Kuala Lumpur via Bali in April; Qantas commenced twice weekly services to Uluru for the first time in April;
• • • • 1.7% 1.3% 0.3% 5.8% 1.3% 1.0% 0.7% -2.4% Growth FY19 81,374 22,092 103,466 2,769,110 8,526,862 7,463,646 1,063,216 8,526,862 38 FY18 80,533 22,624 103,157 Malaysia Airlines increased Malaysia Airlines increased in 4 to 5 weekly flights from July; Cathay Pacific grew 5 to 6 weekly seasonally from return flights in October; Air New Zealand upgauged its aircraft narrowbody remaining to widebody Dreamliner and 777s on all services in October; Fiji Airways upgauged to a Fiji Airways upgauged in 8 aircraft Boeing 737 MAX 8 was December (the MAX for subsequently grounded to unrelated safety reasons Fiji); 2,723,650 8,420,303 1,005,000 7,415,265 8,420,265
• • • • 1998 70,204 31,107 35,076 105,280 227,381 1,622,681 3,745,443 4,003,931 3,972,824
Aeronautical Passengers Movements TTL Landed Tonnes Landed RPT Total Domestic International Total Pax Int Transit GA Adelaide Airport of remains one the fastest growing airports in Australia. Despite the current and headwinds economic capacity, constrained airline sustainedAdelaide has growth. its are theWe fifth largest domestic airport, and this year have reclaimed our spot as fifth largest Gold airport (from international Coast). Adelaide Airport is currently served 8 internationalby carriers 8 to connecting Southdestinations, Australia more to than 300 cities either direct or globe around the one-stop connections.via 56 Integrated Review 18-19 20 56 Integrated Review 18-19 21 AND NADI Air New Zealand (3 to 5 weekly) B789 | 302 seats B777-200ER | 312 seats Cathay Pacific A333 | 251 seats | 5-6 weekly Malaysia Airlines A333 | 290 seats | 5 weekly Fiji Airways B738 | 164 seats | 2 weekly AUCKL Head of Infrastructure – Head of Infrastructure Australia, IFM Investors Michael Hanna Adelaide Airport a is Adelaide our in asset long-standing Infrastructure Australian portfolio and it continues impressto with itsstrong commitment high to quality design for outcomes that recent developments are focused on providing travellers a first class experience. This is helping drive to further growthexisting in services and in attractingnew services which international helps drive jobs growth for supports and Australia South returns super to our Fund’s retirement members’ fund savings. NG China Southern Airlines A333 | 282 seats | 3-5 weekly UR DE ADELAI HONG K O GUANGZHOU KUA L A L U M P Securing freight in the belly of passenger servicesinternational is driverfor a key airline profitability. air Adelaide Airport’s international freight increased in 1.1 value by but decreasedper cent in 2018/19 per cent,in 1.3 volume by value increased unit an indicating airof freight. This is on the back per cent, exportsof growth 11.1 of representing $49 million in value. will continueWe work closely to partners, airline our with freight forwarders, exporters major and the relevant industry bodies to continue this momentum and ultimately benefitexportersfor and travellers. DENPASAR Jetstar A320 | 180 seats | 7 weekly Malindo Air B738 | 162 seats | 7 weekly DUBAI SINGAPORE DOHA Singapore Airlines Singapore A350 | 303 seats | Daily Emirates B772 | 302 seats | Daily Qatar A350 | 283 seats | Daily We see excellent opportunities see excellent We for ongoing growth targeting by marketingkey segments. For inbound international example, passengers up make 35 per cent ourof traffic compared with 65 per cent outbound. Our focus is on ‘shifting the needle’ provide to a balancedmore inbound/outbound ratio. routes new of The development can take a number of years, but we remainbelieve we under-served to a number destinations, of including the United States. As a result, opportunities see future to we attract direct links with new Asian the Japan, as such destinations and Thailand Vietnam, Philippines, India name – to just - and a few continueto grow our to Chinese market. A new common user premium A new common user premium international lounge; New VIP facilities for international arrivals and departures; Relocation of the Virgin Australia Lounge; and Expansion of office space for terminal tenants including airlines and regulatory agencies.
areas, resulting in a more than 80 per cent increase in the overall size the retailof terminal’s and dining precinct across domestic and international areas. include: Other improvements • • • • include upgrades will International for belt baggage longer second, a emigration for space more arrivals, processing, immigration and expanded security screening, a larger duty free precinct for arrivals departures,and expanded and dining and retail options. will becomeGate 18 a permanent international gate and will be the focus the of improved retail and boarding facilities. Other international gates will continue to utilise Adelaide Airport’s unique swing allow gate system to domestic and international both operations. The expansion will also see a refurbishmentcomplete retail of
Terminal expansion Terminal Our largest construction project construction largest Our our of completion the since existing terminal in 2005 is withunderway, construction starting on the domestic and expansion. terminal international will expansion this of stages Some be open mid with by 2020 the final second the in stages completed half 2021. of This project is vital for our continued growth and our wish to service possible best the provide offeringto our customers. The expansion will significantly arrivals international upgrade and departures, and create more retail and dining options for domestic international and both travellers. 56 Integrated Review 18-19 22 56 Integrated Review 18-19 23 The new Atura Hotel, operated by Event Hospitality & Entertainment Ltd, opened its Ltd, opened & Entertainment by Event Hospitality Atura Hotel, operated The new leisure with business and very popular proved has already September and doors in hotel in It is the first airport peak periods. capacity during full – reaching travellers terminal. into the main link to directly Australia & Grill, a business the Hangar Bar hotel features seven-storey The 165-room, a dedicated guest drop-off and meeting spaces, plus eight flexible function centre, and pick-up point. investment because of on-airport to attract future our ability The hotel strengthens accommodating their business it offers our tenants by the seamless connectivity and spaces for meetings, conferences premium well as providing stakeholders as the airport precinct. workshops within
Compostable Compostable foodservice ware foodservice Adelaide Airport has been working working Airport been has Adelaide with its tenants divert to waste from landfillby transitioning to foodservice ware. compostable compostable of cost The reduced has foodservice ware significantlyover the past five years, demonstrated and have we achieve will tenants some that savings transitioning by to compostable alternatives. underpin this work, have To we included specific clauses within our lease agreements that require either use durable tenants terminal foodservice ware. compostable or
has helped provide a better retail experiencewith special offers tailored around events and holidays. Adelaide Airport is a strong supporter arts of in South Australia. showcased have We local artists and invested in our creative economy through hosting curated art exhibitions in the main 2018/19. throughout terminal also have continuedWe our partnership with Music SA and the Adelaide Sounds program, with more performances than 100 by local musicians in the terminal over the past year. spaces, and will continue we with our Request for Proposal process that will allow select us to the most suitable operators offering iconic SA brands complement to our vision. retail long-term Our new app - Shake Off –
Retail Adelaide Airport undergoing is its most significant retail changes since the opening the of new terminal in 2005. The terminal with us project provides expansion opportunity re-imagineour the to retail space, with an stronger even position Australia’s South on focus as a world leading providore of fine wines and fresh produce. The retail space will create new domesticopportunities the both in the precincts of international and terminal, including a larger duty- free space. The future retailing of is around accessibleeasier more and payment platforms, and allowing purchase products in customers to store that can then be shipped to their preferred address so they’re not carry having to items on their travels. their The first contracts been have awarded operate to specific retail 56 Integrated Review 18-19 24 56 Integrated Review 18-19 25 Advertising Advertising revenue from Adelaide from revenue Advertising and Parafield airport assets has remained despite a small steady, lettable due in space reduction the currentto terminal expansion plan We works. construction rollto out a new suite digital of products advertising static and on completion the of terminal expansion.
Commercial total commercial businesstotal trading revenueincreased by the airport grows.This year, per4.4 cent. Our commercial business parking, car of comprise revenues advertising. and tenancies retail These commercial activities support our vision aligning by with our aeronautical and property business as activities
Car parking We have significantly have We increased the number online of customer bookings per cent. 21 by This allows compete us to effectively with off-site parking providers and incentiviseto customers use to a particular parking product, which in turn allows usto capacity. manage utiliseWe the latest technology recognition plate licence as such the make customerto experience seamlessas possible. as our engagement Customer with parking customers addsonline ourto favourable Net Promoter and products parking car for Score services. We have set up the have AirportWe Business District as a global next- economic and hub generation that seamlesslygateway integrates zones or clusters for a range have we While industries. of been successful in attracting on-airport, propertyinvestment recognisewe there is more do in creatingto true a centre its business leverages for that proximity and access both local to and international markets, as well us differentiating us fromother business the centres including CBD. Property investment plays a crucial maximising in role revenue opportunities non-aviation from parts business. the of Just as seek we international airlines travellingnew to destinations, our future focus is on globalattracting a companies with footprint. By example, South defence burgeoning Australia’s particularlysector, in naval opportunities creates shipbuilding, for attractus to suppliers key who see a benefit in a location centrally based, close the city to and the immediate precinct, with and naval markets international accessair to suppliers.and
Property Adelaide Airport is benefiting commercial strong a from property sector with a high level confidenceof belying current the Over weakness. economic past seen year have we the opening facilities of for AFL Max, Otis, Kennards Storage and Laboratories, Clinical Australian thereby increasing returns on lettable estate. real Site works are underway for a new Pilatus aircraft base on the western edge the of airfield, with a completion 2020. of date continuing also are Negotiations head its up set to Mitsubishi with office at Adelaide Airport. 56 Integrated Review 18-19 26 56 Integrated Review 18-19 27 Supply chain AAL guidelines introduced has for integrating sustainability into procurementsits processes and assistto management in aligning procurement the organisation’s to goals and objectives. to as given is Consideration reduce to how impacts on the rights human tackle environment, relations supplier manage and ultimatelyto purchasing improve performance. Following a tender process, the main security contract has been awarded SNP to Security. The changeover the new security to March. in place took provider The opening theof new AFL Max warehouse in what was a greenfields space in the north- west corner the of airport is a case-in-point the providing of services infrastructure and required create to an attractive site for investment. constantlyWe seek feedback from our tenants ensure to we can benchmark measure and our service and responsiveness levels needs. their meet to will continueWe focus to on such precincts development maintaining Airportas East, our existing tenant base, and creating year-on-year growth of valuation and stream revenue our existingof assets. the same At time will mitigate we against any market downturn and competitor strategies. As part our of vision, will we continue provide to an efficient and effective freight handling capability. Our master planning process has identified capacity and demand for a dedicated transport, freight and logistics precinct. are actively We exploring the creation Airport of East, which willprovide a centralised freight capability with a new entry point via Richmond assist Rd to in freight and traveller separating transportground movements. Adelaide Airport recognises the need be ‘development to ready’ puttingby in place the necessary infrastructure attract to and retain long-term tenants. on our service level performance. service our on level remainWe highly attuned the to Asia Pacific market we developas services, new implement and products and infrastructure to demand strong resulting the meet from our direct mainland China services. integrate ensure systems to our understand we andexceed our expectations. customers’ AAL seeks to put the customer at the forefront of our attitudes and actions in all that do. we We areWe continually looking to In the most recent quarter as Airport ranked has Adelaide Number 1 in Australia the latest by Australian Service Quality (ASQ) ranking. This also puts us in the per 25 top cent airports of in the Asia Pacific. Adelaide Airport’s published ServiceCustomer Charter includes a commitment welcome to and Service Our feedback. to listen quality results are published on a quarterly basis provide visibility to customersour stakeholders and
Putting the customer first
Our customers’ experiences experiences customers’ Our long-term our underpin majorityThe shareholder value. ourof transactions be may business-to-business, considered but our relationship with all our of airlines, travellers, – customers retailers, tenants and regulatory bodies – remain critical in a high- operational environment profile anof airport. More than anything Adelaide are to we the gateway and often Australia, and therefore the first‘public for face’ many travellers.
EXPERIENCE EXCEPTIONAL DELIVERING AN 56 Integrated Review 18-19 28 56 Integrated Review 18-19 29 Combined security and emigration walk-through that applies screening biometric technology; or boarding Self-boarding by autonomous shuttles for departures; aircraft Baggage on-demand, smart phone which provides notification when bags are collection and allows for ready direct bags to be delivered to the customer within the terminal or to the customer’s destination (e.g. house or hotel); and Autonomous vehicles within the Airport and around Business District. Use of smart phones to guide Use of smart phones the entire passengers through when they from travel journey, leave home to when they are at the airport; Permanent bag tags embedded in passenger luggage; luggage allowing Bag factory, to be checked-in at any time until and stored and screened for loading on aircraft; ready
• • • • • • • The data collect we from our self-servicecommon-use airline check-in kiosks will turn information knowledge into and allow focus us to on what matters performance. improved for Technologies that be may potentially considered in the future include: New technologies Through our technology and continue we innovation strategy, to engagement, customer increase and capabilities, data our expand ensure that business value and solving customer issues drives our innovation and technology deployment. As a result, are we building personal meaningful, more customers, our with relationships opportunities new and discovering services and products enabling via our customers’ preferred channel. communications Our maturity in the digital space is evolving and are we identifying our opportunities grow to in capabilities and competencies space. this AAL is investing in passenger analytics better to understand ‘passenger waiting as time’ they throughmove the airport from ground transport the boarding to Thisgate. research will allow us to better manage the services and make and provide, we facilities various the decisions how on elements the of arrivals and departures process become can more efficient and seamless. Helping with disabilities On the ground AAL has been working across its develop business precinct and to a program assist to people with example for disabilities, hidden those on the autism spectrum. identified have We the needfor understanding common of a associated issues across the airport and ensuring are we ‘one deliveringteam’ a program that allows accommodate us to and customers. assist our identified have We that more challenge. this meeting airports are airport the forward, Looking eco-system creates the ability for a more consistent and aligned approach working to with people with a disability as our customers move between ports. On ground transport,are we constructing a new taxi drop-off zone, which will create a better customer experience for taxi passengers, as well as reducing the trafficflow in our existing pick- up and drop-offWe zone.are also streamlining the facilities offer we through sharing ride taxis and to the creation a remote of ground transport hub. Adelaide Airport works closely on with transportpublic integration the State Government, which is responsible for setting policy and transport for direction strategic in SA. continue We reserve to land for a potential high capacity transport Sir public along corridor Ave. Williams Richard Adelaide Airport is also looking at at looking Airport also is Adelaide mitigateother to the urban ways heat island effect and reduce including temperatures, local investigating the use ‘cool’ of through applications pavement a trial a lighter of coloured fuel membrane. resistant research indicated initial Our coloured pavements lighter that can significantly reduce surface a to translating temperatures, reduction in ambient temperature aroundof 2 degrees. continuedWe implement to a range efficiency of measures most notably the in 2019, implementation the of CIM Enviro – SMART building analytics, which the has focussed improving on efficiency HVAC of the terminal’s system. This has saved 795MWh in electricity gas of in and 185GJ months.the past 12 Airport recycled uses Adelaide suppliedwater SA Water by from the Glenelg Water Waste irrigate Plant to Treatment vegetated areas across the precinct. Annual groundwater monitoring and regular soil sampling is undertaken assess to potentialany impacts from the use of recycled water. Cool new features The world is heading a towards which future carbon constrained businessesdemands that address the various risks associated with Our change energy. and climate and managing to commitment carbon emissions minimising generated operated by activities reducingand energy consumption Low our underpinnedis by Carbon Statement and Carbon Management Plan. Adelaide Airport and SA Water beenhave running a trial using stormwater to irrigate a 4-hectare airport the within boundarysite to understand the potential benefits appropriate maintaining that vegetative cover and reducing temperatures surface air and airport operations. provide can The trial has been running since and the data collected2015 has date to demonstrated that irrigation can lead an air to temperature reduction 3 over of degrees Celsius on hot days when areas. unirrigated compared with commencing the now are We second phase this of project, expansion includes the which theof trial area a 7-hectare to site and further research into the extent cooling of required to aircraft on impact performance and quantify to the potential benefitsto aircraft performance cooling. from this
BUSINESS TO BUSINESS TO PERFORM SHAPING OUR SHAPING OUR
Adelaide Airport has a strong shareholder sustainable and long-term group that a hold view and support our plans to develop and grow our infrastructure on the back of businesscompelling cases. Our assumptions on growth have a significant bearing on infrastructure planning. our Structural have changes allowed us to be set up for the future and be more agile in our planning. Adelaide Airport has a proven sustainability in record track environmental our with objectives closely linked to climate-related international ambitions. leader sector achieved We status on the global sustainability benchmark GRESB in both and 2017 2018. were We also the first Australian Airport to achieve under (optimisation) 3 level Airports International’s Council Airport Accreditation Carbon Platinum secured and program awards for our waste program analytics building SMART and Airport the Council in initiative International – Asia Pacific in AirportsGreen Recognition 2018 and respectively. 2019 Australian the received also We Airports Hazard Wildlife August in Award Management 2018. 56 Integrated Review 18-19 30 56 Integrated Review 18-19 31 Similar testing has been undertaken Adelaide Airport at Airservicesby Australia, which operates the aviation rescue fire fighting service within the airport precinct. continueWe work closely to stakeholderswith key on key biodiversity areas such as the Conservation Creek Patawalonga support the through Zone of Australia. Conservation Volunteers Managing our impact our Managing We are consciousWe our of on impact environmental This communities. surrounding emerging scienceincludes the aroundand poly-Per- per-fluoro fluorinated alkyl substances which been have found(PFAS) in fire fighting foam historically used aerodromesat around Australia. ParafieldAt Airport, we have conducted extensive surveys and testing determine the use of groundwater extraction bores on properties airport, the adjacent in relation the historical to use fire- of fightingfoam oncontaining PFAS the airport a number by former of agencies until Commonwealth 1986. Mitigating the urban heat heat urban the Mitigating island effect and reducing local temperatures through the use of applications. pavement ‘cool’ Stormwater quality is regularly collectionassessed the through bi-monthlyof samples from the three principalstormwater outflow locations at the airport. There was abstraction from groundwater no aquifers. Adelaide Airport assists our reduce their stakeholders to working emissions, including funding the facilitating towards solar rooftop of installation and through competitive Power Agreements (PPAs). Purchasing Airports retained our have We 3 Level (ACI) International Council ‘Optimisation’certification. Comment 48% of total water consumption is water recycled 4% reduction in energy intensity in energy 4% reduction 2018 from 9% reduction in Scope 1 + 2 carbon 9% reduction 2018 emissions from 4% reduction in electricity across in electricity across 4% reduction 2018 from AAL and PAL -4% -9% -4% Percentage Percentage Group Change 18-19 0.18 0.35 29% 36.77 14.72 716.57 299.85 108.59 186.43 618.10 248.01 Group 8007.70 8625.80 1,016.60 1,718,192 13,776,022 2.51 1.63 20.4 4.14 0.98 0.65 39% PAL 25.00 25.00 273.00 293.40 538,895
0.18 1.55 0.35 29% 48% 13% AAL 83.51 77.92 597.7 14.72 36.12 714.05 298.22 161.43 247.03 7,734.70 8,332.40 1,012.46 1,718,192 13,237,127 FY19
Percentage of recycled water use of recycled Percentage Recycled water consumption consumption water Total Water resources Water Potable water consumption Total recyling (t) recyling Total landfill diverted from of total waste Proportion Hazardous (t) Hazardous General (t) Soft Plastic (t) Commingled (t) (t) Organic Total waste and recycling (t) waste and recycling Total (t) Cardboard Renewable energy generation % Renewable energy Waste Electricity Intensity (kWh/PAX) Total electricity consumed, including renewable electricity generated (kWh) electricity generated electricity consumed, including renewable Total Electricity (kWh) Renewable electricity generated Emissions Intensity (tCO2-e/PAX) Scope 2 (tCO2-e) Scope 1 + 2 (tCO2-e) Carbon emissions Scope 1 (tCO2-e) ENVIRONMENTAL DATA ENVIRONMENTAL 56 Integrated Review 18-19 32 56 Integrated Review 18-19 33 Comment 48% of total water consumption is water recycled 4% reduction in energy intensity in energy 4% reduction 2018 from 9% reduction in Scope 1 + 2 carbon 9% reduction 2018 emissions from in electricity across 4% reduction 2018 from AAL and PAL -4% -9% -4% Percentage Percentage Group Change 18-19 0.35 0.18 29% 36.77 14.72 108.59 186.43 248.01 716.57 299.85 618.10 Group 8007.70 8625.80 1,016.60 1,718,192 13,776,022 0.98 0.65 2.51 1.63 4.14 20.4 39% PAL 25.00 25.00 273.00 293.40 538,895
0.35 0.18 1.55 48% 29% 13% AAL 83.51 77.92 36.12 14.72 597.7 161.43 714.05 298.22 247.03 1,012.46 7,734.70 8,332.40 1,718,192 13,237,127 FY19
Hazardous (t) Hazardous General (t) (t) recyling Total landfill diverted from of total waste Proportion resources Water Potable water consumption Recycled water consumption consumption water Total water use of recycled Percentage Carbon emissions Scope 1 (tCO2-e) Scope 2 (tCO2-e) Scope 1 + 2 (tCO2-e) Emissions Intensity (tCO2-e/PAX) Electricity (kWh) Renewable electricity generated (kWh) electricity generated electricity consumed, including renewable Total Electricity Intensity (kWh/PAX) generation % Renewable energy Waste (t) waste and recycling Total (t) Cardboard Commingled (t) (t) Organic Soft Plastic (t)
As the operator the of infrastructure, AAL has the ability set to the tone for a safety culture that takes in airport precincts so drive as the to safety outcomes desired. continue We to prioritise and enhance our safety managementprocesses. The combination our of occupational health and safety hazardmanagement, identification and risk management (JSEA) and industrial safety initiatives (ICAM) carried is work high-risk ensures out safely while meeting all our compliance mandatoryWHS requirements. initiativesKey include wildlife of management removal and (foreignFOD object debris) from andrunways taxiways. proactivelyWe participate in Airport Safety Week and our staff, from Board and Executive down, take part in safety FOD walks. We have successfully trialled 3D trialled successfully have We body state-of-the-art scanners, x-ray scanners and a new automated tray system. return Safety and security The safety and security all of who visit and work at Adelaide and Parafield airports is our number one recognise priority. We the evolving aviation security picture and continue focus to on delivering smarter security outcomes that protect our assets and our people, while improving the efficiency of customer our and operations our offering. experience are a highWe reliability organisation with a proactive safety culture. The overarching objective for airport any operator is the safe and efficientmovement while freight people and of preserving the safety personnel, of each and environment assets, the reputation. organisation’s
Loan sustainabilityLoan This significantly influences our ability create to a business case for new and/or improved services. are workingWe closely with tenants and relevant providers to opportunities create we where are less reliant on the energy grid products and innovative through services that create ‘win- will a for bothwin’ our tenants and for Adelaide Airport. We strive to be strive a leader to We in sustainability and will work always hard embed to the principles of sustainable business practice operations. our throughout AALIn December signed 2018, a SustainabilityA$50 million 7-year Performance Linked Loan with ANZ, the first loan in Australia that incentivises a borrower even to performance its further improve against a set Environment, of Social and Governance (ESG) criteria. alsoWe successfully returned the US privateto placement approximately pricing market millionAUD$280 in bonds. US investors remain impressed by the diversified natureof South which economy, do notAustralia’s display over-reliance onone any particularindustry. These funds went towards refinancing bank debt wellas as providing the debt funding component for our terminal expansion. continueWe invest in data to intelligence, and the sharing this of data for example with airlines. 56 Integrated Review 18-19 34 56 Integrated Review 18-19 35 The Airport Business District is a great central location provides that easy access for a wide catchment users of wanting try to out AFL Max. It was a real bonus findto such a prominent thissite like so close the cityto us that gave the room and freedom createto the facility we wanted. The Adelaide Airport deal to great were team with and are we delighted with the result. James Podsiadly Managing Director AFL Max Sustainableprocurement Adelaide Airport undertaken has a ourreview of procurement policy and activity against ISO20400 sustainable procurement. identified have We areasfor further improvement andare currently align to roadmap a developing our policy and activities with the ISO as continue we our progress This standard. global a towards with relationship includes our tenants, for example work we how environmental achieve to together emissions as such goals reductions. AAL has been at the forefront of securityconsiderations aviation and outcomes for many years, influencedby our closeworking relationships regulators. with are preparingWe for a roll-out of new security screening equipment that will both significantly improve security outcomes and create a experience. customer better In the past financialyear we have successfully trialled 3D x-ray scanners, state-of-the-art body scanners and a new automated tray return system. will continueWe ensure to we sufficienthave resources and organisational agility that allows us adapt ongoingto to changes in the landscape. security Our policy align is to with or exceed market or rewardrates professional of span the across and vocational employment roles Annual performance offer. we our complement reviews remuneration ensuring reviews both remuneration and services satisfaction. employee strengthen measureWe employee satisfaction and engagement via tools spanning our engagement survey, our ideas and box performance reviews, while ensuring we knownmake and accessible the company whistleblower policy.
We offer our We people an arrayof rangeopportunities diverse a with tasksof in an environment. exciting our to value propositionKey is that invest in employeewe satisfaction through a framework flexible of work and finding the right balance between family and career while people and training in investing development.
Our people are to our key future, which places a lot of emphasis on having modern and effective procedurespolicies, and designed are that programs with our people and our mind. in business RELATIONSHIPS PEOPLE AND PEOPLE AND OUR GREAT OUR GREAT NURTURING NURTURING 56 Integrated Review 18-19 36 56 Integrated Review 18-19 37
A new home for Training for success for Training the Vickers Vimy On-the-job been has training Reserve the by recently highlighted Bank Australia of Governor as one theof most important drivers of economicactivity. Our employees spent an average hours 42 of per year in learning in activities development and 2018/19. connectWe our teams across the organisation through our staff Day- program. In-The-Life time taking promotes program This out our of roles own instead to ‘walk shoes. in a day’ a colleague’s Close 90 to per cent our of team participated this in now have program. One such initiative is our Digital Fitness been Program. have We that training and tools investigating understanding common a foster digitalof and technology concepts leadership our team. within Just as look we the future, to we incredible the acknowledge also feats our of historic aviators. Adelaide Airport houses the Vickers Vimy aircraft, which was the firstto fly between England and Australia in 1919. mark the centenaryTo this of have we amazing achievement, commitmentsecured funding a with the State and Commonwealth relocate to governments the Vickers a new, Vimy to purpose-built within structure the terminal and as part the of project. This expansion terminal is in addition our funding to own support in commitment the of relocation. Health and wellbeing and Health We continueWe ensure to the health and wellbeing and safety our of suppliersstaff, and customers. worked hard cultivate a to We’ve proud. a culture It’s which of we’re innovative, inclusive, that’s culture sustainable. and collaborative placeWe a strong emphasis on living our values together as a veryteam and genuine we’re in our belief that our success as an organisation is driven from the people. our through up ground Ensuring then that our team feels connected that they each to other, feel their contribution is valued and that they feel they belong is about creating the best environmentwe can for our work and live, team to performance peak in. achieve In creating this environment, we know our team will be happier stay, wantat to work, they’ll think innovatively andthey’ll be more engaged and they’re more be likely inspired to to work collaborativelyacross the on value Placing organisation. these things as an organisation is also about contributing the to overall wellbeing our of people. One part our of Wellness program is with Healthy Minds, focussing on preventative measures for quality mental health. Getting engaged Creatingsafe a workplace Adelaide Airport has a clear set objectivesof with that live in we business ourthe through and which relationships, stakeholder encourage diversity; ensure health and wellbeing suppliers staff, of and customers; and consistently build high staff engagement. currently staff – We a employ 187 - on 2017/18 net increase 14 of support manage, turn in who and 130- the operations of the facilitate plus businesses and the direct employment more of than 10,000 people on and off airport. The safety our of employeesand everyone who works at Adelaide Airport is utmost of importance strivedand achieve have to we a zero injury rate across our business. came We close our to and now have goal in 2018/19 Recordable Total zero a achieved Injury Frequency (TRIFR) Rate early in the first quarterof the new year. financial alsoWe seek ensure to we consider the health and safety of our contractors and other third- party providers. Friends of the Patawalonga – planting volunteering for tree days within the Patawalonga catchment, as well as Creek supporting local organisations and schools; College – Tauondi Indigenous IT and Business Administration students spend time with our staff on airport; Foodbank- support of and Foodbank pop-up stores hamper packing; and Adelaide Fringe – taking part in the opening night. Power Community Ltd – our employees visit the RAAF base as part of the Edinburgh Program Empowering Youth involved with events and are held at Adelaide Airport; Our people helping people helping people Our
• • • • • Both Adelaide and Parafield a Airports adopted have partnership to approach communityengagement.Our community investment program is built so a social, make as to economic environmental and impact. invest in and We engage with organisations that align with our values and ultimately create educational, health, improved environmental and cultural outcomes. This community impact engages both internally and externally. Keeping in touch in Keeping There opportunities are our for exercisestaffwe way in the create We licence. social our opportunities forvolunteer staffto as part our of community investment program. Our staff also nominate each and year vote for ourtwo chosen charities. In 2019, charity partners are the Smith Family and the Cancer Council in support Prostate of Cancer research. means also licence social Our having an open dialogue with and investing in the community and stakeholders. our key We our through this demonstrate Adelaide and Parafield Airport through and groups, consultative regular interaction at Government, business and residential level. Adelaide Airport’s approach consultationto is focused on and transparent robust, creating communications, collaborative and using innovative creative, engaging techniques interact to community. the with The Master Plan process plays a pivotal role in our stakeholder an providing engagement, opportunity for all stakeholders review ourto future plans and is which feedback, provide in turn AAL reviewed by and subsequently provided the to for Minister Commonwealth 2019 Airport’s Adelaide approval. Master Plan process is currently underway. These partner and stakeholder enhance value, our investments and in turn our community provides us with a mandate to connect and Adelaide with grow the rest the of world.
Demonstrating leadership Demonstrating We considerWe ourstaff to be ‘best in business’ – not only in day-to-day interactions but deepthrough connections with industry peers across Australia and around the world. Members sit management our team of international and Australian on technical and other working committees across their fieldsof Airportsexpertise, the including APAC International Council Security Committee and the global Benchmark Infrastructure GRESB Committee. In addition, view the we training thirdof parties be equally to important our to business sustainability and continuity. By example, AAL provides, services central baggage the maintains and handling system, but its operations are carried out airlines by and contracted providers. are We e-learningcreating modules ensureto a consistent of level training is provided these to are products Similar workers. being developed for fire and safety training. developing are we forward Looking strategies retain, to protect and commercialise appropriate where our intellectual property. program ambassador Our continues with training evolve, to and recruitment reflecting demographics. traveller changing AAL has undertaken significant manywork years over establish to our brand in the community and how this translates into the delivery ourof strategic objectives. alsoWe encourage our team engageto in our community program through, investment such organisations with working The Adelaide Fringe Foodbank, as Tauondi from students hosting or College. As well as benefiting programs the enterprises, these contribute the sense to of community built within our we’ve workplace. 56 Integrated Review 18-19 38 56 Integrated Review 18-19 39 Over 50 years: 18.18% Net increase staff14
68 females
males 119 30-50 year olds: 66.66% 23 departures over monthsthe past 12 Under 30: 15.16% 37 new hires new 37 over monthsthe past 12 Total 187 staff 187 Total Be ACCOUNTABLE and AUTHENTIC Be ACCOUNTABLE Conductourselves with INTEGRITY Be RESPONSIVE, efficient and RESPECTFUL PRIDE in our Take achievements and friendly and OPEN Be diversity encourage trust on based RELATIONSHIPS Build Foster great TEAMS I T P O R R A
Tim Newson General Manager Atura Hotel The Atura Adelaide Airport Adelaide Atura The opened doors its on Hotel offering1 September 2018, business leisure and travellers the ultimate in comfort convenience, and sacrificing stylish without design. With more than 100,000 guests having stayed an generating open, since average occupancy 91.5 of per cent, fair say that to it’s the firstyear of operation hasoverwhelmingly expectations exceeded well bookings strong with theinto future. had an excellent We’ve working relationship with Adelaide Airport throughout and fit-out construction, the opening phases, and the strength this partnership of is reflected in our early success.
Values Clearly aligning and embedding Clearly aligning and is a crucial our values and culture our strategy part of executing ethical and maintaining strong conduct. code AAL launched a supplier its of conduct that requires with contractors to comply and Human Rights, Equality and Diversity Standards, of Ethics and Ethical Standards Further consideration of Trading. as part this scope is under review map to compliance of our road with the Modern Slavery Act. 56 Integrated Review 18-19 40 56 Integrated Review 18-19 41 We considerWe our staff to be ‘best in business’ – not only in day-to- day interactions but through deep industry across with peers connections world. the around and Australia Be ACCOUNTABLE and AUTHENTIC Be ACCOUNTABLE
3.6m Audiences of over $56m in visitor visitor in spending $171.9m in State State in impact Community investment Adelaide’s in Festivals Major delivering Visitors 53,337
performing artists 8,200 $25m in Box office sales
Economic Impact Economic IMPACT COMMUNITY 56 Integrated Review 18-19 42 56 Integrated Review 18-19 43
AUSTRALIAN AUSTRALIAN DANCE THEATRE 39 performances showcasing Australian cultural excellence across andAustralia Europe Improved access to to access Improved community and home-based services health identification early Improved of monitoring and increased at populations hospitalisationrisk of care end-of-life Improved planning Decreased hospital re- hospital Decreased admissions
• • • • “Denise Martin provides cultural and and cultural Martin provides “Denise Aboriginal patients support social to during their admission to Port Augusta Unit.” Step-Down and Hospital
Global Program Local Empowerment Supported 77% of program participants securing employment DRESS FOR SUCCESS Improved health population population health Improved literacy discharge Improved care follow-up and planning
• • For every AAL $1 invested in Rural and Remote Aboriginal hospital $1.50 a Health economic socio avoidance South for generated was benefit Australia. Rural and Remote contributesAboriginal heal through: benefits generational
3.38m kilograms of essential to food 500 Charities Supported theSupported distribution of FOODBANK Socio Impact
Parafield Airport remains one of Australia’s most significant flight training locations and a contributor to economic major Adelaide. of northernthe region Parafield AirportLtd is(PAL) subsidiary owned wholly a of Adelaide Airport Ltd (AAL) pilot world-class facilitating of several for facilities training largest airlines. world’s the areWe delivering on our centre aviation an be to vision vibrant and excellence of for recognised hub, economic our positive influence on the community and economy.
AIRPORT PARAFIELD PARAFIELD 56 Integrated Review 18-19 44 56 Integrated Review 18-19 45 Supporting future aviators PAL has againPAL awarded a major flight training scholarshipto a young student in the northern Scholarshipsuburbs. recipient, Rangi Pare Joseph,Ariki was O Te a student at Parafield Gardens in graduated and School High 2018. Ariki has progressed through his and Aerostar Aviation with training is aiming take his to first solo flight He is currently the endby 2019. of studying Aviation at the Mawson Lakes campus the of University of SA. two students from theIn 2019-20, beennorthern given suburbs have a chance kick to start a career scholarshipsthrough aviation in obtainto their private pilot’s licence. Valued at $20,000 each, to scholarships available are the students currently 11 studying Year and attendingor 12 a school within Gully or Tree the Salisbury, Tea Playford council areas. continue a strongWe have to communityengagement supportingfocus northern the community through strategic partnerships with local organisations. Read the facilitated we October In Aloud Open hosted Day United by SA in supportWay National of The activities. Week Children’s saw hundredsevent families of take part in a range fun of activities airport. the at Looking ahead Looking Working with the community with the Working PAL continues consultPAL to widely with the community on our particularly activities, where impactthey may on surrounding conduct We neighbourhoods. quarterlyconsultative stakeholder committees distribute and community updates, while our process planning gives master the community a furtherchance their have say onto the future of Airport. Parafield Our forecasts indicate the of level flight movementsto remain stable, just done as the they have over pastyears. five will continueWe broaden to our appeal as a base for helicopter service and maintenance, as recenthighlighted Aerotech’s by investment, and enhance the role the airport plays in the State’s transport infrastructure. Building a better a airportBuilding Aviation training Aviation There has been a consolidation consolidation been a has There flightof training services and general aviation of expansion facilities offeredby aviationour tenants. has Adelaide Training Flight 2,500 squareinto moved metres space hangar and classroom of previously SA, occupied TAFE by Hartwigwhile its Air expanded has student numbers through a new partnership with RMIT University commercial pilot provide to training via the Associate Degree Aviation. in Leading SA-owned aviation business, Aerotech has tripled the itssize of hangar space including a fitout. office double-storey As a major northern major As a economic Parafieldhub, Airport continues pursue opportunitiesto to develop aviation, retail and other airportbusinesses the within precinct. Developer DevWest has formally square metre taken a 10,700 over housesite to a district outlet centre, with preliminary works, including building access roads, startto DevWest in October. reports leasing interest has been strong with two thirds the of centre committed. Homes moved has Rivergum a new locationto the south to commercial the precinct to of create space for the DevWest development. The SA Ambulance Service has opened a brand new ambulance station at Parafield Airport. The $5.38 million facility is the largest in South Australia, housing nearly staff 100 including 30 paramedics. Director John Ward Director Michael Gorman Director Mark Young Jane Yuile Director
Jay Hogan Director Alan Mulgrew Director Chris McArthur Director Chairman Rob Chapman
Adelaide Airport Ltd (AAL) develops strong and effective governance frameworks for risk and compliance and to achieve the highest ethical standards. and effective governance frameworks for risk and compliance and to achieve the highest ethical standards. Adelaide Airport Ltd (AAL) develops strong See the Corporate Governance Statement 2019 on our website. GOVERNANCE OUR 56 Integrated Review 18-19 46 56 Integrated Review 18-19 47
2018 Australian Airports Hazard Wildlife Award Management
(2nd year in a row) GRESB global sustainability – benchmark Sector GRESB: status leader 2018
a row) Pacific(2nd year in International Asia International Airports Council Recognition – Recognition 2019 Green Platinum
RECOGNITION AWARDS & AWARDS 581 2019 3,226 43,746 62,890 (1,890) 56,252 52,440 13,920 124,773 153,213 139,293 226,045 (38,308) (21,685) (19,144) (86,752) (28,440) 113,546 479 732 2018 2,759 64,186 44,908 49,215 54,581 15,933 148,613 122,815 215,037 132,680 132,680 (37,423) (21,685) (19,278) (25,798) (82,357) 107,750 724 2017 1,480 2,022 69,351 48,526 45,318 49,351 25,682 127,464 149,566 199,243 123,884 (37,968) (21,625) (20,825) (22,102) (75,359) 101,828 889 2016 1,953 28,645 40,304 (2,954) 44,709 46,724 93,596 16,745 187,871 107,529 112,321 129,066 (42,467) (21,804) (11,659) (21,537) (75,550) 869 2015 1,520 1,938 52,327 36,486 43,240 45,262 88,287 27,345 107,795 135,140 115,548 179,596 (21,468) (15,841) (43,273) (19,592) (71,801) 2 1
Revenue Interest on Airport Notes/Dividends on Airport Notes/Dividends Interest on RPS in fair value Increments/(decrements) of financial instruments Income Tax (Expense)/Benefit Income Tax Net Profit/(Loss) TaxAfter Net Profit/(Loss)Tax Before Interest on senior debt, net of Interest income interest Property revenue Property Other revenue Other income Borrowing Costs Commercial trading revenue Commercial EBITDA (Adjusted) EBIT Depreciation, impairment and Depreciation, amortisation EBITDA Total RevenueTotal in fair value Increments/(decrements) of investment properties Operating expenses Aeronautical $’000 Income Statement Income Note 1: Excludes interest revenue Note 1: Excludes interest Note 2: Excludes adjustment in fair value of investment properties 56 Integrated Review 18-19 48 56 Integrated Review 18-19 49 61.4 2019 880.7 215.3 Jul-24 Mar-34 Mar-44 Dec-25 Sep-23 Sep-25 Sep-25 Sep-27 Sep-30 Sep-30 1,333.1 1,117.8 Maturity 50.1 2018 741.7 940.1 249.3 0.0 0.0 0.0 1,189.5 90.1 25.0 85.0 25.0 613.1 200.0 200.0 110.4 137.6 140.0 Drawn 50.0 90.1 25.0 85.0 25.0 613.1 155.0 200.0 105.0 200.0 110.4 137.6 140.0 Facility Limit Facility $ million $ Cash Balance Sheet Balance Total Assets Total Interest Bearing Liabilities (excl redeemable preference shares) preference Liabilities (excl redeemable Bearing Interest Total Liabilities (excl redeemable preference shares) preference Liabilities (excl redeemable Total Total Equity (plus redeemable preference shares) preference Equity (plus redeemable Total Facility ESG-Linked Bank Facility Bilateral Bank Facility $million Capital Structure Capital Total USPP Facilities USPP Total USPP 10 yr (US$) Total Medium Term Notes Term Medium Total Medium Term Notes (A$) Medium Term Total Bank Facilities Bank Total USPP 10 yr (A$ Natural) USPP 12 yr (US$) USPP 15 yr (US$) USPP 15 yr (A$ Natural) USPP 15 yr (US$) USPP 25 yr (A$ Natural) Page 2 (Our Reporting Approach) Page 2 (Our Reporting Value) Creates Page 11 (How AAL Approach) Page 2 (Our Reporting Approach) Page 2 (Our Reporting Approach) Page 2 (Our Reporting Value) Creates Page 11 (How AAL Page 21 (Our Strategic Performance) Page 3 (2019 At A Glance) Page 18-21 (Our Strategic Performance) Page 3 (2019 At A Glance) People Page 36-40 (Nurturing Our Great and Relationships) Page 27 (Our Strategic Performance) Page 27 (Our Strategic Performance) 18-19 Adelaide Airport Financial Report Page 13 (Risks and Opportunities) 18-19 Adelaide Airport Financial Report People and Page 40 (Nurturing Our Great Relationships) People and Page 38 (Nurturing Our Great Relationships) Report) Page 6-8 (Chairman & MD’s Report) Page 6-8 (Chairman & MD’s Page 12-15 (Risks and Opportunities) Report) Page 6-8 (Chairman & MD’s Value) Page 10-11 (How AAL Creates Refer to 2019 Corporate Governance Statement by the Our Whistleblower policy is approved MD following external legal review AAL Response and GRI Content Index by Page Number and/or Section Name of the organisation Membership of associations and principles, standards Values, norms of behaviour Activities, brands, products and products Activities, brands, services Location of headquarters Location of operations form Ownership and legal Markets served Scale of the organisation Information on employees and other workers Supply chain Significant changes to the and its supply chain organisation Principle or Precautionary approach External initiatives senior decision- Statement from maker Key impacts, risks and opportunities Mechanisms for advice and concerns about ethics Disclosure Title
Organisational Profile Organisational 102-1 GRI Standard GRI 102-13 102-16 GENERAL DISCLOSURES 102-2 102-3 102-4 102-5 102-6 102-7 102-8 102-9 102-10 102-11 102-12 Strategy & Analysis 102-14 102-15 Ethics & Integrity 102-17 56 Integrated Review 18-19 50 56 Integrated Review 18-19 51 Page 46 (Our Governance)Page 46 Governance2019 Corporate Refer to Statement GovernanceRefer to 2019 Corporate Statement Business Environment) Page 16-17 (Our Opportunities) Page 13 (Risks and People and Our Great Page 38 (Nurturing Relationships) Page 46 (Our Governance) 18-19 Adelaide Airport Financial Report Page 46 (Our Governance) 18-19 Adelaide Airport Financial Report Refer to 2019 Corporate Governance Statement Refer to 2019 Corporate Governance Statement Value) Page 11 (How AAL Creates Page 13 (Risks and Opportunities) Refer to 2019 Corporate Governance Statement Refer to 2019 Corporate Governance Statement Refer to 2019 Corporate Governance Statement Page 12-15 (Risks and Opportunities) Refer to 2019 Corporate Governance Statement Page 12-15 (Risks and Opportunities) Refer to 2019 Corporate Governance Statement Annually Refer to 2019 Corporate Governance Statement Refer to 2019 Corporate Governance Statement None Remuneration Committee Board Refer to 2019 Corporate Governance Statement In addition to the general market update, each position was benchmarked for market relativity Governance structure Delegating authority for Executive-level responsibility and economic, environmental, social topics on Consulting stakeholders and economic, environmental social topics highest Composition of the governance body and its committees Chair of the highest governance body Nominating and selecting the highest governance body Conflicts of interest Role of highest governance body in setting purpose, values and strategy Collective knowledge of highest governance body Evaluating the highest governance performance body’s Identifying and managing and economic, environmental, social topics Effectiveness of risk management processes Review of economic, topics and social environmental, in role Highest governance body’s sustainability reporting Communicating critical concerns of critical and total number Nature concerns Remuneration policies for determining Process remuneration 102-19 102-20 102-21 102-22 102-23 102-24 102-25 102-26 102-27 102-28 102-29 102-30 102-31 102-32 102-33 102-34 102-35 102-36 102-18 Governance Page 2(Our Reporting Approach) Page 2 (Our Reporting Approach) Page 13 (Risks and Opportunities) None None Page 2 (Our Reporting Approach) 2017-18 Annual Review Page 2 (Our Reporting Approach) Page 2 (Our Reporting Approach) Page 2 (Our Reporting Approach) GRI Content Index This is AAL’s Page 2 (Our Reporting Approach) Report) Page 7-8 (Chairman & MD’s Page 42-43 (Community Impact) Report) Page 7 (Chairman & MD’s Page 26-27 (Our Strategic Performance) Page 16 (Our Business Environment) Page 31-33 (Shaping Our Business to Perform) Page 13 (Risks and Opportunities) Page 13 (Risks and Refer to 2019 Corporate Governance2019 Corporate Refer to Statement Not available Not available 1.6% of employees Opportunities) Page 13 (Risks and Opportunities) Page 13 (Risks and Page 12 (Risks and Opportunities) Direct economic value generated economic value generated Direct and distributed and investments Infrastructure services supported Entities included in the consolidated financial statements report content and topic Defining boundaries List of material topics Restatements of information Changes in reporting Reporting period report Date of most recent Reporting cycle Contact point for questions the report regarding in accordance Claims of reporting with the GRI Standards GRI content index External assurance economic Significant indirect impacts List of stakeholder groups List of stakeholder Stakeholders’ involvement in involvement Stakeholders’ remuneration agreements Collective bargaining Annual total compensation ratio compensation Annual total total in annual increase Percentage compensation ratio Identifying and selecting stakeholders to stakeholder Approach engagement Key topics and concerns raised
203-1 201-1 ImpactsIndirect Economic Topic-Specific Standards Topic-Specific Topics Economic PerformanceEconomic 102-46 102-47 102-48 102-49 102-50 102-51 102-52 102-53 102-54 102-55 102-56 203-2 Reporting Practice 102-45 102-40 Stakeholder Engagement Stakeholder 102-41 102-37 102-38 102-39 102-42 102-43 102-44 56 Integrated Review 18-19 52 56 Integrated Review 18-19 53 Page 27 (Our Strategic Performance) Page 30-33 (Shaping Our Business to (Shaping Our Page 30-33 Perform) Our Business to Page 30-33 (Shaping Perform) Our Business to Page 30-33 (Shaping Perform) Our Business to Page 30-33 (Shaping Perform) to Page 30-33 (Shaping Our Business Perform) to Page 30-33 (Shaping Our Business Perform) to Page 30-33 (Shaping Our Business Perform) to Page 30-33 (Shaping Our Business Perform) to Page 30-33 (Shaping Our Business Perform) to Page 30-33 (Shaping Our Business Perform) to Page 30-33 (Shaping Our Business Perform) Page 30-33 (Shaping Our Business to Perform) non-compliance Zero Adelaide Airport Financial Report 18-19 New suppliers that were screened screened New suppliers that were criteria using environmental Direct (Scope 1) GHG emissions Direct Non-compliance with laws and regulations environmental Significant impacts of activities, and services products Recycled input materials used input materials Recycled consumption within the Energy organisation Intensity Energy consumption Reduction of energy Interaction with water as a shared resource Consumption Water or restored Habitats protected (Scope 2) GHG indirect Energy emissions gas (GHG) emissions Greenhouse intensity gas Reduction of greenhouse (GHG) emissions 308-1 Supplier Environmetal Assessment Environmetal Supplier Environmetal Compliance Environmetal 307-1 305-1 Emissions 304-2 Biodiversity 302-3 302-4 Water 303-1 303-5 304-3 305-2 305-4 305-5 Energy 302-1 301-2 Environmental Topics Materials None None Page 39 (Nurturing Our Great People and People (Nurturing Our Great Page 39 Relationships) People and Our Great Page 37 (Nurturing Relationships) Our Business to Perform) Page 34 (Shaping Our Business to Perform) Page 34 (Shaping People and Our Great Page 37 (Nurturing Relationships) 42 hours per employee in learning and development People and Page 37 (Nurturing Our Great Relationships) 100% of employees People and Page 39 (Nurturing Our Great Relationships) Incidents of discrimination and actions taken corrective Operations and suppliers at significant risk for incidents of child labor Average hours of training per year, hours of training per year, Average per employee Diversity of governance bodies and employees Occupational health and safety Occupational health management system New employee hires and employee and employee hires New employee turnover risk identification, Hazard incident assessment, and investigation services Occupational health for upgrading employee Programs skills and transition assistance programs of employees receiving Percentage performance and career regular development reviews
408-1 406-1 LaborChild Non-discrimination Diversity & Equal Opportunity Equal Diversity & 405-1 404-1 Training & Education & Training Occupational Health & Safety & Health Occupational 403-1 401-1 403-2 403-3 404-2 404-3 Social Topics Social Employment 56 Integrated Review 18-19 54 56 Integrated Review 18-19 55 None People and Our Great Page 38 (Nurturing Relationships) Airport) Page 44-45 (Parafield procurement High value operational in evaluation considers Sustainability including WHS and supplier selection to Environment performance, approach Gender Management, Social Responsibility, to investigating Diversity and approach Modern Slavery in its supply chain None None Political contributions Substantiated complaints of customer concerning breaches privacy and losses of customer data Operations and suppliers at and suppliers Operations of risk for incidents significant labor or compulsory forced community Operations with local assessments, engagement, impact programs and development screened were New suppliers that using social criteria 418-1 415-1 Customer Privacy Public Policy Public 414-1 Supplier Social Assessment Social Supplier Local Communities Local 413-1 409-1 Forced or Compulsory or LaborForced Adelaide Airport 1 James Schofield Crive Adelaide Airport SA 5950 Phone: +61 8 8308 9211 www.adelaideairport.com.au