Annual Review & KaitiakitangA 2020 - Infratil
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Annual Review
& KaitiakitangA 2020
I N T E R N AT I O N A L V I S I TO R W E L L I N G TO N A I R P O R T ’ S A R R I VA L O F
S P E N D I N W E L L I N G TO N P OT E N T I A L F O OT P R I N T SINGAPORE AIRLINES
REGION UP +12% I N CR E AS E D 13% A350
TO 1 3 3 H A
1
2020
WELLINGTON AIRPORT
ANNUAL REVIEW
CONTENTS
Introduction 5
Key Highlights 7
Travel and Tourism 8
Traveller services 10
Coping with COVID-19 travel restrictions 14
2040 Masterplan 16
Celebrating 60 Years 18
Kaitiakitanga 22
Our people 24
A safe workplace 25
Our community 26
Our environment 28
2 3
Wellington Airport is essential infrastructure for central New Zealand and will continue to
play an important role in the recovery of our local community and economy in the wake of the
COVID-19 pandemic. Last year our economic contribution to the region was $2.3b, supporting
11,000 jobs. While these large economic figures get thrown around a lot, we are currently
seeing the tangible impacts of a significant reduction in that economic contribution.
We all have a role in ensuring New Zealand remains a safe place to live, work and visit. At Wellington Airport,
we are doing everything we can to support safe travel and enable freight to continue flowing in and out of the
country. Tourism is New Zealand’s biggest export earner, supporting 365,000 jobs. We are working hard with
Government, the New Zealand Aviation Coalition and the Australia New Zealand Leaders Forum to help the
industry recover. As one of the best short stay destinations in the country, the Wellington region will continue to
play a significant role in both domestic and international tourism.
Like the entire aviation industry, our passenger numbers and operations were severely impacted by Covid-19
at the tail end of the financial year. However, during the year we achieved several major milestones including a
major upgrade to our domestic terminal, welcoming the new Singapore Airlines’ Airbus A350-900, concluding
consultation and publishing our 2040 Masterplan, acquiring the old Miramar South School site and signing a
contract with the Miramar Golf Club to purchase the ‘back 9’ for future airport development.
Wellington Airport’s net profit after taxation was $28.9 million for the year ended 31 March 2020, with underlying
earnings showing an EBITDAF before subvention payment of $103.2 million, up 1.8% on last year.
Audited Audited
year ended year ended
31 March 20 31 March 19 Variance
Passengers Domestic 5,225,999 5,488,013 (262,014)
Passengers International 919,741 929,457 (9,716)
Aeronautical income $80.8m $81.5m ($0.7m)
Passenger services income $52.1m $43.5m $8.6m
Property/other income $13.5m $12.9m $0.6m
Operating expenses ($43.2m) ($36.5m) ($6.7m)
EBITDAF before subvention payment1 $103.2m $101.4m $1.8m
Net Profit After Tax $28.9m $23.5m $5.4m
Capital investment $80.6m $72.5m $8.1m
1. EBITDAF before subvention payment is a useful non-NZ GAAP measure of earnings which presents
management’s view of the underlying business operating performance. A reconciliation between WIAL’s
NPAT and EBITDAF before subvention payment is set out in the NZX announcement and Note A1 of the
Annual Report for the year ended 31 March 2020.
Steve Sanderson Tim Brown
Chief Executive Chairman
4 Photos taken during lock down. 5
KEY HIGHLIGHTS
5.2m
D O M E ST I C PA SS E N G E R S
920,000
I N T E R N AT I O N A L PA SS E N G E R S
$103.2m
E B I T D A F - B E F O R E S U B V E N T I O N PAY M E N T
$80.6m
CAPITAL INVESTMENT
40%
LOSS O F PA SS E N G E R S I N
0
SERIOUS
45
NET PROMOTER
MARCH 2020 AS COVID-19 INJURIES SCORE
RESTRICTIONS START
ONE OF THE TOP RATED AIRPORTS IN AUSTRAL ASIA FOR SERVICE QUALITY
A I R PO RT O F T H E Y E A R AWA R D, N E W Z E A L A N D A I R PO RTS ASSO CI AT I O N
ACQUIRED 15 HECTARES OF L AND FOR FUTURE DEVELOPMENT
INCRE ASING THE AIRPORT ARE A BY 13% TO 133 HECTARES
$2.5m
COMMUNITY INVESTMENT2
$2.3b
TOTAL ECONOMIC OUTPUT
1,508tC O 2e
A350
A R R I VA L O F N E X T-G E N E R AT I O N
GREENHOUSE GAS EMISSIONS3 A350 SERVICES
2. Investment includes sponsorships, community awards and noise insulation programme for residents.
3. Scope 1, 2 and 3 (staff travel) emissions
6 7
Travel and Tourism
After several years of consistent
passenger growth, 2019-20 delivered
mixed results. Covid-19 travel
restrictions came into effect in March
resulting in a -40% reduction in
passengers for the final month of the
financial year, and a -99% reduction
in the final week as national borders
were closed and all but essential
domestic travel was restricted. Overall,
passengers were down -4.2% to 6.1M
compared to the previous year, with
domestic passengers -4.8% to 5.2M
and international -1.0% to 920,000.
its flights to Queenstown from three product. And, in January 2020, Singapore International visitors spent
Before Covid-19, total passenger days a week to daily from the end of Airlines boosted its Wellington- $928M in the Wellington region,
numbers were stable compared to the October. Jetstar’s Nelson services were Melbourne-Singapore frequency from over the year to Janurary 2020,
previous year, with domestic passengers withdrawn in December along with all four to five flights per week. up +12% compared
down -1.2% and international up their New Zealand regional services.
The strong commitment of our airline with a +7% increase for
+2.9%. Overall demand held up
We saw a strong increase in international partners to the Wellington market also the rest of New Zealand.
well despite a challenging aviation
capacity prior to Covid-19 with seats contributed to a significant increase
environment, primarily due to a softer
+5.7% over the year. Air New Zealand’s in international visitor spend, with the
Global economy (international trade
new Brisbane service and Virgin region outperforming the rest of New
sanctions and Brexit) impacting air travel
Australia’s new Sydney service both Zealand. For the 12 months to January
demand and airlines managing capacity,
contributed to this growth. Jetstar’s 2020, International visitors spent $928M
particularly on the domestic main trunk
Wellington-Gold Coast route continued in the Wellington region, up $100M
network, after a number of years of
to perform strongly, with the airline (+12%) on the previous year compared
growth.
announcing an increase in frequency for with a +7% increase for the rest of
Regional domestic services continued FY21 from three flights a week to six a New Zealand. It was pleasing to see the
to exhibit strong growth in both capacity week prior to Covid-19. region continuing to be more appealing
and loads with notable increases on to a wider range of visitors with Asian
In November, we welcomed the new
Hamilton, Invercargill, Napier, New visitor spend up +19%, United States/
Singapore Airlines’ Airbus A350-900 – the
Plymouth, Queenstown, Tauranga Canada up +20%, and Australia up +9%
first aircraft out of Wellington offering
and Timaru routes. Jetstar increased over the 12 months prior to Covid-19.
customers the option of flying its latest
Premium Economy and Business Class
Right:Bradley Garner Photograpjhy
8 9
TRAVELLER
services
In August 2019, we completed a The upgrade has continued to lift and Government agencies together.
major upgrade to the main terminal, customer experience and we are proud
During its first year in operation,
transforming it into an open space for to be consistently rated as one of the top
Rydges Wellington Airport Hotel was
more passenger seating and better airports in Australasia for service quality;
well received with occupancy rates
retail, food and beverage options most recently being recognised as ‘New
in line with expectations. The six
showcasing local and international Zealand’s Airport of the Year’ by the New
new conference rooms became fully
favourites. This includes Mojo, Zealand Airports Association.
operational in June 2019 and in October
Superfino, the Blue Lady, Ben & Jerry’s
In October we opened a new Integrated the hotel opened the Peloton Bar and
scoop shop, Peloton and most recently
Operations Centre providing a Eatery, offering a sophisticated and
Cosmetique.
collaborative workspace shared with Air relaxing environment to enjoy a social
New Zealand and Aviation Security. This catch up before or after a flight. Hotel
has enabled the airport community to operations were closed for a period due
work more closely together to improve to Covid-19 and are now scaled back
response times and manage disruptions. with occupancy levels decreased in line
It’s an Australasian first and has set a with overall passenger numbers.
new benchmark for how airports, airlines
10 1 11
1
CASE STUDY CASE STUDY
First in southern We can now access real-time data
about runway conditions after
The new technology enables pilots to
more accurately calculate an aircraft’s
State of the art Wellington travellers are now able to
check-in their luggage using state-of-
We were the second airport in New
Zealand to install ICM’s Auto Bag
hemisphere to installing state of the art sensors to
monitor runway surface conditions.
landing or take-off performance.
auto bag drops the-art technology with seven new
auto-bag-drop units.
Drop units, with Air New Zealand
operating the units in Auckland Airport’s
install real-time The nine fixed sensors automatically
From November 2020, the International
Civil Aviation Organisation (ICAO) The units match a facial scan with
international terminal.
runway monitoring measure temperature, moisture or ice
on the runway surface and transmit
requires all airport operators to be able
to assess and notify runway conditions
a passenger’s passport details,
simultaneously checking a bag’s size
system the data directly to our new Integrated
Operations Centre. We’re working with
using a new standardised methodology.
We are one of the first airports to
and weight and create a tag in a matter
of seconds.
industry stakeholders to enable the have achieved this, particularly using
Developed by Sydney-based
information to be sent directly to air technology to automate the process.
organisation ICM Airport Technics, the
traffic control and pilots.
units are currently available for Qantas
and Singapore Airlines passengers.
12 13
COPING WITH
COVID-19 TRAVEL RESTRICTIONS
On 30 January the New Zealand also been reduced, including reduced WellingtonNZ on domestic marketing
Government chartered an Air New passenger related costs, cost-out campaigns, they will not be enough
Zealand flight to evacuate New initiatives and substantially delaying to sustain the many inbound tourism
Zealanders from Wuhan. The next capital projects where practicable. operators around the country and the
day the World Health Organisation biggest hope lies in a trans-Tasman
Wellington Airport has worked with its
declared the Covid-19 outbreak to bubble.
lenders and shareholders to put in place
be a “public health emergency of
funding to ensure smooth operations
international concern”. A few days Australia used to account for 40% of
and overall financial flexibility until traffic
later on 3 February, the Government New Zealand’s international visitors
and income stabilises over time. This
placed the first entry restrictions and that also equated to 13% of all
has involved agreeing terms with banks
on foreign nationals travelling here outbound Australian travellers. With a
for an increase of facilities by $70 million
from, or transiting through, mainland lack of other options for Australians,
to $170 million, a temporary waiver of
China, requiring them to self-isolate especially during the ski season, and a
certain banking covenants and a $75
for 14 days. By 11 March the World lot of available capacity in New Zealand
million underwriting agreement with
Health Organisation had declared a we could expect that number to rise
shareholders Infratil and Wellington City
global pandemic and all those entering significantly. It is vital for the survival of
Council. Negotiations are progressing
the country needed to self-isolate our tourism industry and our economy
with US lender Pricoa for it to accept
for 14 days. By the 25 March 2020 that a trans-Tasman bubble is enabled as
terms similar to those agreed with the
the Government declared a State of soon as possible. We are working closely
banks.
Emergency and the country went into New Zealand and Australian aviation
full lock down for over four weeks. The support of these capital providers groups and our respective Governments
reflects well on the good relationships to develop solutions to ensure safe travel
COVID-19 continues to have an
built up by the airport’s management options and safely re-open our borders
unprecedented impact on the aviation
and the general confidence that traffic to our neighbours.
and tourism industry and on Wellington
will resume over the next few years.
Airport. Passenger numbers plummeted
Unlike some other businesses impacted Right: @binghamcreative
in March, down -40%, and then all the
by the Covid-19 crisis, restructuring
way to -99% in April. The recent move
of Wellington Airport’s finances has
to Level 2 has, however, been a positive
not been overly expensive or caused
start for the aviation sector with an
shareholder dilution.
increase in scheduled domestic flights
within New Zealand. Looking forwards, the Wellington region
will play a significant role in the recovery
In response, we have taken significant
of domestic and international tourism.
action to resize our operation for the
Tourism was New Zealand’s biggest
forecast impact of reduced airline travel.
export earner and total tourism spend
There have been a lot of sacrifices made
in 2019-20 was $41 billion, employing
from Directors, Management and Staff.
365,000 people. The picture now is in
This has included reducing airport staff
stark contrast. While we are working
by 30%, salary reductions and reduced
with both Tourism New Zealand and
working hours. Other expenditure has
14 1 515
2040
masterplan
In October 2019, we initiated public The masterplan reflects a forecast that terminal, with the surrounding apron and
consultation on our proposed 2040 passenger numbers will double from 6.4 at-grade carparking areas repurposed
Masterplan after consulting with million to 12 million by 2040 – doubling for jet aircraft. Meanwhile, the northern
airlines and airport stakeholders. The our economic contribution to the region parts of the terminal would be converted
plans show how we will accommodate from $2.3 to $4.3 billion per year and for regional traffic – essentially ‘flipping’
future growth for the region. We facilitating more than 22,000 additional the terminals around. Also included
invited stakeholders and the local jobs. in the plans were runway and taxiway
community to provide feedback and system improvements, new freight
Under the 20 year staged development
published a final version in early facilities, additional aircraft parking
plans, a new multi-purpose domestic
December 2020. stands, and a modern fire station.
and international jet terminal would be
constructed to the south of the existing
A significant element of the staged plan as the World recovers from the Wellington Airport has
plan is the ability to extend aircraft economic impact. increased its potential
parking and gates to the east, over
We do however have to keep our footprint by 13% to
the back half of Miramar Golf Course.
eye on the ongoing resilience needs 133 hectares to cater
Following extensive discussions with
and regulatory compliance of our for future demand in
the golf course and its members, the
infrastructure. The sea wall that protects aircraft parking and
airport signed a contract to purchase
Wellington Waters’ main sewerage support services.
the golf course land in December 2019.
line, the Council’s road and the airports
Wellington Airport also acquired the
runway is nearing end of life and still
former Miramar South School land for
needs to be strengthened. The recent
aviation support purposes in the same
swells that inundated the south coast
month. The two acquisitions have
caused more damage and repair plans to
increased the airport’s land holdings by
the sea wall are already underway.
13% to 133 hectares
In the wake of Covid-19, we have
deferred major capital projects until
passenger numbers pick up again. The
Masterplan provides a blueprint for the
future and while Covid-19 delays its
roll-out, we will continue to review the
16 17
CELEBRATING
60 years
25 October 2019 marked 60 years The corrugated iron building was In the last twenty years the airport has
since Wellington Airport was opened planned as a five-year temporary fix but developed many significant and award-
with thousands of spectators there held on for 40 years, with a few add-ons winning facilities including ‘The Rock’
to witness the event. The very first and improvements along the way before international terminal, domestic terminal
terminal was a converted aircraft the new terminal opened in 1999. expansion, multi-level transport hub and
hangar, affectionately known as the the Rydges Wellington Airport Hotel.
Since then the airport has grown and
‘tin shed’.
evolved to become one of the country’s
busiest and most popular hubs.
1910
1910 - First airplane
1920
1929 - Grass runway
1930
1935 - First
1940
1948 - Prime Minister
1950
1953 - 28 hectares of
1960
1964 - The Beatles
1970
1972 - Runway
1980
1983 - Prince Charles
1990
1997 - Southern Pier
2000
2005 - Airport Retail
2010
2010 - The Rock 2013 - Lyall Bay
2019
2016 - Singapore
flight from Wellington opens at Rongotai scheduled Cook Strait announces Rongotai land reclaimed touch down in extended to handled and Lady Diana visit opens Park opens International Terminal cafe opens. New fire Airlines services
by Mr Arthur Schaef service as Wellington’s airport Wellington DC8 aircraft opens appliances arrive commence
1958 - De Havilland 1987 - Ansett 1998 - South West 2006 - Southern
1939 - De Havilland factory converted into 1966 - American 1977 - International terminal opens Pier opens, car park tunnel opens 2011 - Corporate Jet 2015 - Expanded 2018 - Multi-Level
factory opens main terminal President Lyndon pier opens building opens Hangar opens domestic terminal transport hub opens
2007 - Southern
Johnson visits opens
1959 - Grand opening 1999 - New main runway safety area 2019 - Rydges hotel
of Wellington Airport terminal building extension opens
memorable
moments
18 19OUR LEADERSHIP
TEAM
We want to warmly thank our team
at Wellington Airport and the many
people who work within the wider
airport community for their support
during the year including our volunteer
ambassadors and all our airlines:
Air New Zealand, Jetstar, Qantas, Fiji
Airways, Virgin Australia, Singapore
Airlines, Sounds Air, Air Chathams &
Golden Bay Air.
Steven Sanderson Matt Clarke Leanne Gibson Greg Thomas
Chief Executive Chief Commercial Officer General Manager IT and Facilities General Manager Communication
Jackie Holley John Howarth Ayolt Wiertsema Martin Harrington
General Manager People and Culture General Manager Infrastructure General Manager Aeronautical Chief Financial Officer
20 21OUR K AITIAKITANGA VISION
Kaitiakitanga CONNECTING
CENTRAL NZ TO
THE WORLD
CONNECTING PEOPLE,
THEIR EXPERIENCE
& OUR ENVIRONMENT
SUSTAINABLE
GROWTH
OUR OUR COMMUNITY OUR
PEOPLE ENVIRONMENT
Wellington Airport is committed to Our Kaitiakitanga vision guides us to We recently completed the annual • Be a good neighbour;
• Safeguard operations; • Build meaningful community • Protection for future
embedding sustainability across manage our operations efficiently, to GRESB Infrastructure Assessment generations to enjoy;
• Care for all airport users and partnerships.
everything we do. We understand care for our environment and our people, for FY19. Our GRESB score of 4* the community. • Transition to a 1.50C world.
our responsibility to manage an to support the local economy and to give validates, and benchmarks our
efficient operation that delivers back to the community. Environmental, Social and Governance
excellent connectivity and customer (ESG) performance data against other
We work closely with our partners
experience, whilst also caring for airports and infrastructure assets. The The United Nations’ Sustainable Development Goals provide a widely regarded
– airlines, tenants, consultants and
our people, our community and the score was a very good start and we have international framework to achieve a better and more sustainable future for all
contractors – to realise this vision by
environment. implemented many additional measures – integrating economic, social and environmental aspects.
seeking opportunities to adopt energy
and expect that score to lift in 2020.
efficient and sustainable processes We have identified the most appropriate goals for us based on our ability to make or
across everything we do at the airport. influence change and alignment with our values.
UNITED NATIONS’ SUSTAINABLE DEVELOPMENT GOALS
5. GENDER EQUALITY
9. I N D U S T R Y I N N O V A T I O N 7. A F F O R D A B L E
& INFRASTRUCTURE & CLE AN ENERGY
13. CLIMATE ACTION 1 7. P A R T N E R S H I P S
FOR THE GOALS
22 23OUR A SAFE
People Workplace
Our people come first. We recruit Diversity and inclusion remain an ensuring gender diversity across our Best practice health and safety inspections, an internal auditing team This year we also undertook a large
people who share a common set of imperative to ensure we continue to interview panels, reducing unconscious processes are an integral part of our carry out continuous checks to ensure scale, multi-agency, emergency training
values that guide our decisions, inform attract and retain high performers and bias, increasing the number of females operations and will always be the both compliance and identify areas for exercise to put all our practice into
how we work together and enable us continue to be a great place to work. Our we are interviewing for historically number one priority. Everything we improvement. action.
to perform to our best. demographic is diverse in age, ethnicity, male oriented roles, introducing targets do is designed with the safety and
Regular maintenance checks are Going forward we will continue to
background, experience and thought. to increase gender diversity at senior security of our customers, employees,
We provide our people with a safe and programmed to ensure equipment review our health and safety processes
management level and encouraging contractors, community and the
supportive work environment and invest remains workable and safe, and all to ensure they remain fit for purpose
Currently our total workforce is made female staff to attend leadership country in mind.
in a range of learning and development airport staff are involved in a monthly in our new post-Covid-19 operational
up of 22% females and 78% males. courses.
initiatives to grow their experience and The airport is certified by the Civil hazard identification check, to look for environment.
However in the corporate office the
help reach career aspirations. Aviation Authority (CAA). Under the anything not already picked up.
balance is more evenly split with In coming years, we will continue to
CAA’s Part 100 safety rules, we are
46% females and 54% males. We are support inclusivity through culture- The Airport coordinates with
Our values are: required to achieve and maintain a Safety
continuing to address the overall balance focused projects and biannual stakeholders including Airlines, ground
• Whānau Kotahi (one team) Management System, which aligns
throughout the airport and in senior engagement surveys, enabling us to handlers and Government agencies with
• Diversity & Inclusion with the Health and Safety at Work Act
management positions. capture staff feedback and take action to regular meetings, spot checks and safety
• Be Exceptional 2015 and meets all safety regulations. In
improve staff experience. programmes like the Airport Safety
• Courage & Freedom addition to CAA and WorkSafe audits and
This year we’ve introduced a number week.
• Customer Obsessed of initiatives to address this, including
24 25“It’s amazing to have our growth
as an organisation recognised
OUR COMMITMENT TO with this award. It represents
the work of our team of
Community
incredible staff, volunteers and
all the rainbow young people in
Wellington who are striving for
inclusion in their schools.”
– TABBY BESLEY
MANAGING DIRECTOR
INSIDEOUT
2019 WELLINGTON AIRPORT
COMMUNITY AWARDS
SUPREME WINNER
We also partnered with Cystic Fibrosis
Wellington to host the annual Christmas
Tree Festival at the airport. This year
more than 30 businesses sponsored
and decorated a tree, raising enough
money to employ a Family Support
Worker and essential medical supplies
for the Central region.
In early 2020, we were a leading partner
for the New Zealand Festival of the
Arts. Our partnered event Te Ata, a
festival within the festival consisted of
two weeks of ground-breaking creative
development between the community
of Porirua and international artists.
As a truly city airport, we take pride At the start of the year we partnered and Sport and Leisure, as well as a This culminated in a week of public
in supporting our local businesses with the World of Wearable Art to Rising Star award. A Supreme Winner is performances and events.
and communities – helping to keep capture imagination taking flight, also chosen with all winners receiving
Events are one of the hardest hit areas
Wellington on the map as one of the facilitating a photoshoot on our runway a share of $50,000 for their community
by Covid-19 and this has significantly
‘coolest little capitals’ in the world. group. Last year we received
and later showcasing award-winning impacted our sponsorships for the
nominations from over 200 volunteer
Throughout 2019, we’ve hosted a wide garments in our terminal. The WoW coming year. The Community Awards
groups with InsideOUT taking home the
variety of activities in our terminal – season itself was a huge success have been put on hold and Cuba Dupa,
Supreme Winner award.
providing both financial support to attracting over 60,000 people, with World of Wearable Art, and the
Wellington-based businesses and many travelling to Wellington from other In June, travellers were treated to a Phoenix FC, to name just a few, are all
entertainment for passengers and parts of New Zealand or from overseas. series of live performances as part re-grouping. We can only look forward
visitors. of the Wellington Jazz Festival. And, to when the cultural and sporting events
This year was the 16th Wellington
in September, we partnered with the that make our city great are back on the
Airport Community Awards, organised
National Library and Te Puna Foundation calendar.
Above: Uplifting, David Kirkpatrick, Waikato, New in collaboration with Wellington
Zealand. Deadly Beauty, Zhang Xi of Donghua to showcase Māori performances as
University, China. Eye See You Fluffy Kōwhai, Tina
Community Trust and the region’s
part of Te Wiki o te Reo Māori Language Top right: InsideOUT
Hutchison-Thomas, Christchurch, New Zealand. councils. The awards recognise the
Underling, Gilllian Saunders, Nelson, New Zealand. Week. Bottom right: Te Ata, New Zealand Festival of the Arts
amazing work of volunteer groups in the
areas of Arts and Culture, Education and Later in 2019, over 1,000 members of
Child/Youth Development, Health and the public learnt valuable lifesaving
Wellbeing, Heritage and Environment skills as part of Restart a Heart Day.
26 27TARGET ARE AS INITIATIVES
OUR
Reducing carbon emissions Purchased Voluntary Emission Reductions to offset our 2019 operational
Environment
carbon emissions (including staff travel). This makes us Carbon neutral for
2019.
Replacing our fleet of vehicles with electric alternatives
Reviewed operating procedures to reduce unnecessary use of emergency
stationary generation
Reducing energy use Replacing all halogen lightbulbs in the airport with energy efficient LED
By 2030, we aim to reduce our operational carbon emissions, waste to landfill and electricity lighting
use by 30%. To achieve these targets, Wellington Airport is adopting energy efficient and
sustainable construction into our projects. We must also make changes to how we manage Investing in building analytics technologies to provide a real time, integrated
our waste and resources. view of our building performance – enabling us to identify changes, patterns
and opportunities.
The specific targets are ambitious and are considered as part of our daily decision making. Our
carbon emissions target is absolute, which means we are committed to reducing our operational Sustainable design Adopting energy efficient and sustainable construction into our projects –
emissions irrespective of airport growth. targeting a GreenStar 5* design rating
The reduction in travellers due to Covid-19 and consequential deferral of the terminal extension Reducing waste Replacing single use plastic with reusable or compostable alternatives
programme will mean a delay in the replacement of our heating and ventilation systems.
Replacement of those systems was a key driver to achieve the reduction target. We will continue Diverting waste from landfill Trialling and implementing coffee cup composting with ‘For The Better Good’
to focus on maximising the efficiency gains from our existing systems and all other emissions
sources. Implementing new processes to enable more efficient separation of
recyclable and compostable material from landfill waste – most recently
opening a new Resource Recovery Centre and introducing mobile sorting
2030 TARGET AGAINST OUR FY17 BASELINE trolleys
Influencing the supply chain Developed a Guide to Sustainable Procurement to ensure the goods and
Intensity-Based Absolute % (volumetric) services we purchase make a positive contribution – environmentally, socially
and economically
Terminal Electricity
kWh/m2/yr 30%
Regenerating the local community Partnered with Trees that Count, Te Motu Kairangi and Predator Free
Wellington to support the regeneration of the Miramar Peninsula and our local
community
Operational Waste Circular economy
kg/Pax/yr 30% 0% Zero single-use plastics Installed traps and bait stations around the airport’s perimeter in support of
Predator Free Miramar’s effort to rid the Peninsula of rats and mice
Supporting industry Installed common-use electric chargers for our electric airside ground support
Scope 1 + 2 Carbon
tCO2e/yr equipment (GSE) and vehicles
30% WIAL’s footprint reduction
Installed electrical ground power at some gates so aircrafts can get electricity
straight from the local grid without the need to run their auxiliary power units
(APUs)
Terminal Potable Water
litres/Pax/yr 30% Trialled Performance Based Navigation routes to enable quieter and more
fuel-efficient arrivals into Wellington Airport. Results indicate airlines using
Performance Based Navigation are flying fewer kilometres, reducing their fuel
burn and CO2 emissions and shortening passenger travel time.
28 29supporting our global environment REDUCING OUR ENERGY USE
Heating, ventilation and air To ensure our systems are operating as This helps us to:
We continue to partner with Trees that This year we planted 1500 low growing We have purchased Voluntary Emission
conditioning systems are essential efficiently as possible, we have recently
Count, Te Motu Kairangi and Predator regenerative plants on Wexford Hill and Reductions to offset our operational • reduce our energy consumption and
for maintaining appropriate levels of invested in cutting edge data analytics
Free Wellington to preserve Miramar 1500 native trees in Tawatatawa Reserve, carbon emissions for 2019. This gives carbon emissions,
comfort for passengers and airport technology. The smart technology
Peninsula as a space for future taking our total community tree planting us the opportunity to make a positive
community while they are in the enables us to continuously review our • manage peak demand,
generations to enjoy. count to 5,500. impact on the global environment
terminal. However, they also make the building management system data. • lower maintenance and repair costs,
while we work to reduce our own
Our location between the Peninsula and biggest contribution to our operational It also provides us with information
operational emissions in line with our • improve asset life cycles.
the city make us an important zone in the carbon emissions. to promptly identify any faults in our
30% target. The credits are generated
Predator Free Miramar project. Over the systems and opportunities to improve
by international projects, helping to
past two years, we have installed traps our energy efficiency.
build wind farm capacity in India and
and bait stations around the perimeter of
assisting local farmers with sustainable
the airport. This ‘virtual barrier’ is helping
agricultural techniques and forest
to eradicate rats, stoats and weasels,
management to avoid deforestation in
bringing back the birds and bush to
Brazil. Our operational emissions include
Wellington’s eastern suburbs.
Scope 1 and 2 emissions and staff travel.
Above: Griffin Hunt, Te Motu Kairangi - Miramar
Ecological Restoration
30 31Reducing our waste to landfill Supporting our airline partners
Each day over 2000 takeaway coffees We’re proud to be the first airport in New The trial has been incredibly successful The aviation industry is collectively Air New Zealand identified ground We also now provide electric ground
are purchased at the airport. This year Zealand to introduce reusable coffee and we’ve diverted over 25,000 cups from working hard to address aviation electrification as one of their material power at gates on the south and south
we’ve taken steps to reduce this waste cups in partnership with ‘Again Again’ landfill. emissions. This year our focus sustainability issues – with a goal to be west piers. This enables aircraft to ‘plug
by introducing a reusable coffee cup – a Wellington-based social enterprise has been on providing ground fully electric by 2025. We’ve worked in’ and power their onboard lighting and
Our next project is to investigate options
scheme and composting trial. who provide reusable steel cups electrification at the airport – making it closely with Air New Zealand and our electronics without the need to run their
for establishing a community garden with
available by deposit and return at possible to replace diesel and petrol- other airline partners (including Planebiz auxiliary power units.
a composting facility near the airport.
any participating café. In addition to powered ground service equipment and Swissport) to provide a ground
introducing the scheme, many café with electric alternatives, and enabling servicing equipment electric charging
operators have also increased their dine- airlines to power aircraft using system.
in options and acceptance of keep cups. electricity at the gate, rather than
In February, following a joint
relying on their fuel-powered auxiliary
We also started a composting trial with procurement initiative with Auckland
power unit.
social enterprise ‘For The Better Good’ Airport, Christchurch Airport, and
to establish if we can develop a robust Queenstown Airport, we successfully
regenerative system for compostable installed two Fastcharge ground service
packaging waste. equipment charging systems as stage
one of this project.
32 33Improving operational resilience Noise management
Climate change and resilience is As the climate continues to change, we We also completed a detailed Few cities in the world benefit from package of acoustic mitigation treatment I have really been
one of our material issues and our are planning for rising sea levels, more investigation of our stormwater an airport as conveniently located as designed to reduce aircraft noise. We impressed with the team.
risk analysis is aligned with the extreme weather and climate related infrastructure network, flows and capacity. Wellington’s. This accessibility and are continuing to roll out the programme
recommendations of the Task Force on events which will present a risk to This, together with our groundwater and
Without exception they
proximity to residential properties for the properties most affected by air
Climate-Related Financial Disclosures infrastructure and property. stormwater quality monitoring data will were friendly and helpful which
means we must carefully monitor and noise, completing 25 property upgrades
and informs our design, planning and inform our site-wide stormwater discharge I really appreciated. The high
This year we started planning for the manage the effects of airport noise on this year.
infrastructure development decisions. resource consent and the design of future our neighbours.
standard of workmanship
upgrade of our coastal protection Operational constraints at the airport
structures (seawalls and breakwater)
airport infrastructure. by all in what is a fairly old
The Wellington City Council District often require construction and
– inviting feedback from the local house was noted.
Plan governs the total noise for aircraft maintenance works to be done during
community to help inform our design. movements and the hours of flight, with the flight curfew. We are mindful of the
– IAN MACDONALD
The new structures need to withstand a night curfew in place. We currently close proximity of our neighbours to
rising sea levels, increased frequency operate well within the noise limits and Wellington Airport, and our procedures
and intensity of storm events and curfew conditions. require noise mitigation measures to
earthquakes. be planned and implemented for all
As part of our Noise Management Plan,
projects.
which is overseen by the Wellington
Air Noise Management Committee,
we’ve implemented a range of noise
mitigation measures within the Air Noise
Boundary. This includes the Quieter
Homes package which offers almost Above: @yourlocalplanephotographer
700 homeowners a specifically tailored
34 35FY20
Results
Energy TERMINAL ENERGY USE Carbon C O 2e E M I S S I O N S
TOTAL GAS AND ELECTRICITY S C O P E 1 + 2 C O 2e E M I S S I O N S
CONSUMPTION (KWH) KG / Y R | KG / PA X / Y R 2200 0.3
TERMINAL ELECTRICITY 16,000 350 Our scope 1 (direct emissions from 2000
KWH/M2/YR Wellington Airport-owned sources) 0.25
14,000 1800
300
Terminal energy consumption is and Scope 2 (indirect emissions from
12,000 1600
influenced by the local weather conditions 250 purchased energy used by our operations)
KWH (000)
0.2
KWH/M2
10,000 1400
TO N N E S / PA X
throughout the year, with the number of 200 have decreased for FY20. This was the
heating and cooling days impacting on 8,000 result of a combination of factors, most 1200
TONNES
0.15
150
our gas and electricity use respectively. 6,000 significantly being the considered use of 1000
100 our emergency generator, reduced fuel 800
The ongoing optimisation of the 4,000 0.1
use by our vehicle fleet and gas terminal 600
terminal building management system 2,000 50
heating, and the lower emissions factor
has resulted in average annual energy 400 0.05
0 0 for purchased electricity from the New
savings of 14% when compared to FY17. FY20 200
FY17 FY18 FY19 Zealand grid.
Investment in building data analytics 0 0
technology should see further efficiency The emissions associated with staff travel FY17 FY18 FY19 FY20
improvements. Electricity consumption (kWh) Gas consumption (kWh) (Scope 3) were 127.1 tonnes for FY20.
Terminal electricity (kWh/m2) Scope 1+2 Scope 3 (staff travel) CO2 tonne/pax/year
Waste SOLID WASTE
Scope 1 and 2 emissions have been verified by Toitu
Envirocare and is aligned with ISO 14064-1:2006.
OPERATIONAL SOLID
800 35%
M U N I C I PA L WA ST E
KG / Y R | KG / PA X / Y R 700 30%
Our total waste volume has slightly 600
25%
decreased from FY19, however the
500
volume of waste sent to landfill for every
TONNES
20%
100 passengers has remained the same 400
as FY19 at 7kg/100pax. 15%
300
We are continuing to work on initiatives 10%
200
to reduce the overall volume of waste
generated and increase the proportion of 100 5%
our waste that is diverted from landfill.
0 0%
Our FY20 diversion rate of 27% presents FY17 FY18 FY19 FY20
further opportunity for improvements
in our waste collection and sorting
capacity. Total waste (tonnes) Recycling/Composting (tonnes)
Diversion rate %
36 3738
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