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Sustainability Report 2020 From the ground up
Sydney Airport | Sustainability Report 2020 Contents Sustainability at Sydney Airport 02 Chair and CEO message 04 Performance highlights 05 Benchmark and ratings performance 06 Our approach to sustainability 06 Contributing to the United Nations Sustainable Development Goals 07 Global trends 08 Stakeholder engagement 10 Focusing on issues that matter 12 Delivering on our commitments Responsible business 14 Safety 18 Security 19 Business continuity and resilience 21 Operational efficiency and continuous improvement 21 Environmental management 24 Our people 27 Fair and ethical business Planning for the future 28 Building resilience to climate change 34 Sustainable development of the airport 35 Airspace and airfield efficiency 36 Customer experience 37 Access to and from the airport 37 Innovation and technology Supporting our community 39 Fostering strong relationships 39 Community engagement and social impact 42 Reconciliation Action Plan 44 Supporting our partners 45 Economic contribution Performance data 46 General metrics 47 Health, safety and security 48 Environment and climate 49 Customer 50 People and organisation 51 Community investment Other information 53 GRI Index 58 SASB Index 60 Limited assurance statement About this report This 2020 Sustainability Report covers the year 1 January 2020 to 31 December 2020. All financial values are in Australian dollars. This report is prepared in accordance with the Global Reporting Initiative Standards: Core option and the Sustainability Accounting Standards Board (SASB) Standards. The Management Approach for each of our material issues can be found at www. sydneyairport.com.au/corporate/sustainability. The UN Sustainable Development Goals guide our reporting of relevant global issues. Due to the business challenges associated with the COVID-19 pandemic, a small number of our sustainability commitments and performance have been impacted and this is discussed throughout the report and indicated in data points. KPMG has provided limited assurance over selected data sets within our 2020 Sustainability Report (see Limited Assurance Statement). We welcome feedback on our sustainability reporting and performance. Please email us at sustainability@syd.com.au.
Sustainability at Sydney Airport Responsible business Planning for the future Supporting our community Performance data Other information 1
2 Sydney Airport | Sustainability Report 2020
Chair and CEO message
Staying the course
From left to right: Geoff Culbert (CEO) and Trevor Gerber (Chairman)
In a year like 2020, when everything Our leadership in sustainable finance and wellbeing. More than 1,000 hours
you know about your business is also continued when we issued a in new mental health training were
challenged, you are forced to reassess world-leading $600 million Sustainability delivered, including our first volunteers
your priorities. As we worked our way Linked Bond in February 2020. Building being trained in Mental Health First Aid.
through the year there were many things on our market-leading Sustainability We also introduced three new days of
we had to change, and many tough Linked Loan issued in 2019, this bond wellbeing leave for our people in 2021,
decisions we had to make. At the same issuance was the first of its kind in the and our Flex@SYD policy was updated to
time, you get an opportunity to truly US private placement and global bond support a positive work life balance and
assess what you stand for. Some things markets. These financial initiatives improve the productivity of our teams.
are so core to your values that you stay underpin our drive to improve our
We continued to build our safety culture
the course irrespective of the challenges sustainability performance.
this year, exceeding the target for safety
of the external environment. Despite
This year also reinforced the importance walks and continuing to strengthen
a summer of devastating bushfires,
of strong relationships with our many safety governance. The number of
followed by the COVID -19 global health
and varied stakeholders. We have injuries across our workforce also
crisis, we maintained a steadfast focus
worked closely with governments, reduced by 43 per cent.
on keeping the airport open, our people
airlines, our commercial partners and the
and passengers safe, and serving For the first time ever we achieved
community to navigate the challenges
our community. 50:50 male:female representation on
presented by the COVID-19 pandemic
our executive team, and our gender pay
Importantly, whilst every aspect of our and are on a path to come out the other
equity ratio improved to 99.8 per cent.
business and operations were disrupted side stronger for it.
over the year, our commitment to the Our commitment to our people during
long-term sustainability of our business Responsible business this time was reflected in an improved
remained unchanged. As a result we are From late January 2020 our priority employee engagement score of 80 per
pleased to report that we continued to became ensuring a COVID-safe cent, up 14 per cent on the 2019 result.
improve our sustainability performance environment for our people and
passengers to minimise the risk of We also updated a number of important
in a number of key areas outlined below.
community transmission of COVID-19. policies this year including our Code
Over the year our leadership in of Conduct and Human Rights policy
New procedures were introduced
sustainability was recognised by global and introduced a new Fraud and
and our teams worked closely with
ratings agencies. We ranked 3rd globally Corruption Control policy. Sustainability
government agencies to agree
in Sustainalytics’ Airports sub-industry requirements under our Supplier Code
constantly adjusted protocols for the
sector, as sector leaders in S&P Global’s of Conduct were strengthened, and
safe passage of arriving, transiting and
Sustainability Yearbook 2021 and were we developed our first Modern Slavery
departing passengers.
rated ‘AAA’ by MSCI. Statement under the new Federal
Given the duress the business and Modern Slavery Act, which can be
our people have been under we found on our website.
expanded our focus on mental health
3
Sustainability at Sydney Airport
Responsible business
Planning for the future
Planning for the future We continued to optimise our airfield Looking forward
with the Northern Ponds development
Our commitment to tackling climate The challenges of 2020 have only
converting existing layover bays to
change remains strong. This year, reinforced our commitment to
active bays fitted with ground power
we deepened our scenario analysis, sustainability and we recognise the role
and preconditioned air. Importantly, this
and a stand-alone report against the strong sustainability performance plays
means aircraft at these bays can switch
framework of the Taskforce for Climate- in long term company value. We will
off their auxiliary power units and plug in
related Financial Disclosures (TCFD) is continue to invest in understanding and
to this infrastructure, reducing emissions
available on our website. building resilience across all aspects of
and ground-based noise.
Supporting our community
our business to meet any challenges the
The use of sustainable aviation
fuel, or SAF, is widely recognised Supporting our communities future may bring.
as the greatest contributor to the While financial contributions in our The COVID-19 pandemic has taught
decarbonisation of aviation. With the community investment program were us the importance of Sydney Airport
Joint Fuel Infrastructure (JFI) at the down this year given the impact of remaining a strong and sustainable
airport returning to our control, we are COVID-19, our people volunteered more business, one that is a committed to
now positioned to drive the use of SAF time than ever before. From collecting providing a safe and reliable aviation
at Sydney Airport, while developing an donations for bushfire-affected gateway to the people of NSW,
open access fuel regime for the first time communities to mentoring young people Australia and beyond.
since privatisation. and donating their skills to charitable
organisations, our people made
We began resurfacing works on our
significant and selfless contributions
runways this year, a project that only
to the community.
Performance data
happens every eight to ten years.
We made sure the existing pavement The first-ever SYD Scholarship was
material was put to good use with more awarded in 2020, supporting the next Trevor Gerber
than 24,700 tonnes recycled for reuse generation of industry professionals Chairman
during the year. and we continued to build relationships
with local indigenous groups, working
New Sustainable Design Guidelines
together to raise the airport community’s
were developed this year, which set
awareness of local indigenous history
requirements that are designed to
and to deliver the objectives in our
improve our sustainability performance
Reconciliation Action Plan. Geoff Culbert
and the long-term resilience of our
Other information
assets to the impacts of climate change. Chief Executive Officer
4 Sydney Airport | Sustainability Report 2020
Performance
highlights
We continued to improve our sustainability performance in key areas in 2020 and were proud to
issue the first Sustainability Linked Bond in the US private placement market during the year.
Safety Our people and the Environment
community
43%
reduction in injuries across
> 1,980hrs
volunteering in the
75,854 tCO2e
Scope 1 & 2 emissions
our workforce community ↓ from 83,620 tCO2e
in 2019 2
Gender pay equity ratio 1
736 99.8% 44.7%
safety walks completed ↑ from 95.9 waste recycling rate
in 2019 ↑ from 43.4%
in 2019 2 (excluding quarantine waste)
Employee engagement
1,000hrs
> 80% Level 3
of mental health training ↑ from 70% maintained 'optimisation'
Airport Carbon Accreditation
in 2019
1. Employee fixed annual remuneration paid to men and women in management roles vs non-management roles
2. Environmental data has transitioned to calendar year reporting from 2020, and includes T3. 2019 environmental data is reported for the period 1 July 2018
to 30 June 2019.
5
Sustainability at Sydney Airport
Benchmark and ratings
performance
Responsible business
We benchmark our progress against a number of leading sustainability ratings and
frameworks to drive better performance in environmental, social and governance issues.
In 2020, we continued to be included in a number of leading sustainability indices.
Ratings and indices 1
Planning for the future
AAA
Ranked in the 94th Ranked 3rd ‘AAA’ rating Index Series
percentile globally in SAM’s globally in the Airports sub Ranked in the top nine per Membership
CSA 2 in the Transport industry sector and 1st in cent of companies globally reflecting our strong ESG
and Transportation our peer group within the infrastructure management practices
Infrastructure sector and sector
included in Dow Jones’
World, Asia Pacific and
Australia Sustainability
Supporting our community
Indices
ACSI
Rated ‘Prime’ Maintained Level 3 4★ ‘Leading’ rating
in the Transportation ‘Optimisation’ Airport for Master Plan 2039, the for our Sustainability
Infrastructure Industry Carbon Accreditation first for an airport Report by the Australian
group Council of Superannuation
Investors
Frameworks
Performance data
GRI
This report is 2020 is Sydney Supporter of the Participant in the Track and measure
prepared in Airport’s first year Task Force on United Nations community
accordance with the reporting against Climate-related Global Compact investments in line
Global Reporting the standards of Financial Disclosures and commitment to with the framework
Initiative Standards: the Sustainability and committed to implementing its ten developed by
Other information
Core option Accounting disclosure under its principles Business for Social
Standards Board reporting framework Impact 3
1. As at February 2021
2. Corporate Sustainability Assessment
3. Formerly London Benchmarking Group
6 Sydney Airport | Sustainability Report 2020
Our approach to
sustainability
We recognise the important role our airport can play in addressing sustainability challenges
in our sector now and into the future. Despite the impacts of COVID-19, our commitment to
sustainability remains unchanged.
Our sustainability strategy responds to a changing world and to Contributing to the United Nations
the challenges and opportunities that will shape our business. Sustainable Development Goals
This report provides a clear account of our performance under
The United Nations Sustainable Development Goals (UN SDGs)
the three strategic themes: Responsible Business, Planning
seek to address the most significant challenges our world is
for the Future and Supporting our Communities. Our three-
facing today.
year sustainability commitments drive our focus on our
material issues. We have mapped the UN SDG framework against our
sustainability strategy to understand the role we play
As our industry emerges from the COVID-19 crisis, we
in addressing these challenges. Sydney Airport directly
are working with our stakeholders to drive towards a
contributes to the achievement of ten UN SDGs, and indirectly
sustainable recovery.
contributes to five. Details on what this means in the context of
We continued to participate in global, national and local our airport is referenced throughout this report and available on
industry forums to share and stay across best practice our website.
sustainability initiatives.
Sydney Airport became a signatory to the United Nations
The Board’s Safety, Security and Sustainability Committee Global Compact in 2017 and is pleased to reaffirm its
is responsible for monitoring the effectiveness of our commitment to this initiative and its principles.
sustainability strategy. It assists the Board in overseeing
To read more about how our sustainability strategy supports
sustainability performance. Our Sustainability Working
the UN SDGs, visit our website.
Group and Champions support the delivery of our
sustainability commitments and help build our airport
sustainability community.
We continued our sustainable finance journey in 2020, issuing
the first Sustainability Linked Bond in the US private placement
and global bond markets in February. This follows our $1.4
billion Sustainability Linked Loan in 2019, which established a
direct two-way link between our sustainability performance and
funding costs.
Values
Sydney Airport launched its refreshed values in 2020 which underpin our purpose – to make Sydney proud every day –
and represent the behaviours that shape how we work.
Always do the right Have each other’s back Do what you say Think like our customers
thing Working at SYD is a team We challenge We walk in their shoes and
Integrity and honesty are effort. We care. We keep respectfully then always strive to improve
at the heart of everything each other safe and well collaborate to get to ‘yes’.
we say and do We commit and deliver
7
Sustainability at Sydney Airport
Global trends
We are a truly global business that continually looks beyond our borders to understand emerging
trends and changing expectations. This helps us to better meet the needs of our stakeholders.
Responsible business
Steady recovery From innovations in next generation including electric aircraft will continue
aircraft design, to developments in to reduce the environmental impact of
Past world events that disrupted air
sustainable aviation fuel (SAF) and growth in air transport.
travel, such as the SARS outbreak and
ensuring infrastructure at airports
9/11, saw the industry rebound quickly. Sustainable and safe
supports emissions reduction, the
The impacts of the COVID-19 pandemic aviation sector is working to take action planning and design
on the sector are likely to be felt on climate change. Commercial development will play a key
for years to come, with recovery role in the recovery from COVID-19 for
coming at a slower, steadier pace as Sustainable aviation many airports around the world as they
countries around the world respond The development of aircraft work to diversify revenues streams in the
Planning for the future
to the pandemic and international and technology and use of SAF is widely wake of COVID-19.
domestic travel opens again. viewed as critical to reducing the
sectors emissions. SAF has lower Taking a lead from the commercial
This disruption has led many to ask how property sector, airports are increasingly
emissions than traditional jet fuel
the world can build a stronger, more looking to sustainable planning and
and has the potential to decouple
resilient global economy. Sustainable design to attract top tier tenants,
the industry’s growth from increased
tourism is set to become the new norm, reduce operating costs and increase
carbon emissions.
with sustainable air travel playing an asset value.
important role. With governments Collectively, the industry will benefit
around the world driving towards a net from the development and use of SAF. A renewed focus on safe passage for
zero future, action on climate is also a Some European countries have already travellers, as well as building resilience
central pillar to a sustainable recovery. mandated its use, and it is anticipated and reliability is also anticipated in the
wake of COVID-19. This coupled with
Supporting our community
the development and uptake of SAF will
Action on climate change continue as the industry seeks to reduce ongoing innovation in materials, design
Global leaders agree that action must be its carbon footprint. and technology that reduce emissions
taken between 2020 and 2030 to reduce and resource use will place sustainable
Airports have an important role to planning and design at the heart of
greenhouse gas emissions and slow
play to ensure their infrastructure future airport developments.
global warming.
supports the use of SAF and to support
Collaboration across the aviation its development.
industry is key to addressing the sector’s
Aviation is a high-tech industry, and
contribution to climate change. Taking
continuous progress in the development
action to reduce emissions is essential
of new technologies is vital for a
as expectations on our industry grow
sustainable growth of the sector.
and influence the decisions taken by
passengers to travel. Radical technological innovations
Performance data
to improve fuel efficiency and and
development of green aircraft technology
Other information
8 Sydney Airport | Sustainability Report 2020
Stakeholder engagement
We worked closer than ever before with our stakeholders
this year, building stronger relationships through adversity
while pursuing our shared commitment to sustainability.
Our key stakeholders
Each of our stakeholders have different interests, expectations and interactions with the airport.
Their areas of interest influence how we assess our material issues. These are discussed in the
material issues section of this report.
Business and Customers Employees Government and
airline partners regulators
Investors Community Suppliers Tourism bodies
and analysts and industry
associations9
Sustainability at Sydney Airport
Responsible business
Planning for the future
How we engage We have also worked closely with airport – Seeking and providing feedback via
tenants to provide rent relief and other customer satisfaction surveys 1,
Our strong commitment to stakeholder
support during the year, particularly employee engagement surveys,
engagement meant we were able to
Supporting our community
small businesses operating at the analyst surveys, supplier assessments
work together with our stakeholders
airport, and supported our people to and government submissions
during this challenging year to keep
adapt to agile working environments
people safe and to keep the airport While COVID-19 profoundly impacted
and business changes.
operating as an essential service. our industry, it created opportunities for
We continued to use a variety of a deeper level of communication and
Together with governments, industry and
channels to engage with, understand collaboration with our stakeholders. We
Safe Work Australia, we delivered COVID-
concerns and respond to stakeholders. are focused on ensuring we continue to
safe environments in our terminals
This year, these included: maintain these important relationships
and offices and ensured our people,
– Briefings and meetings, including our as the sector recovers.
customers, investors and communities
were provided with reliable information Annual General Meeting, roadshows,
conferences, all staff briefings, and Our COVID management
about the rapidly changing situation.
and recovery efforts were
meetings with all levels of government
Our teams worked with stakeholders to strengthened by multi-
Performance data
– Media and information channels, stakeholder partnerships
implement changes to our operations,
including via ASX and media releases, that mobilise and share
at times multiple times each day. This knowledge, expertise
our website and intranet, as well as
meant we could facilitate repatriation and resources
traditional and social media
flights, medical flights, essential worker
travel and support the import and export – Partnerships and forums,
of crucial freight since the beginning of including employee committees and
border restrictions in early 2020. working groups, industry forums and
working groups, community forums
and partnerships
Other information
1. Customer satisfaction surveys were placed on hold from Q1 2020 due to reduced passenger numbers as a result of COVID-1910 Sydney Airport | Sustainability Report 2020
Material issues
Focusing on issues
that matter
Every two years, Sydney Airport conducts a detailed materiality assessment by engaging
directly with our stakeholders to understand the sustainability issues that are most important
to them. These issues are then mapped against those that are most important to our business
and where we have the greatest impact. This process identifies our material issues which
help structure our reporting and are a key consideration in how we evolve our sustainability
approach over time.
In a year dominated by COVID-19, we re-evaluated our material issues. This considered the context of the pandemic, emerging
global trends, key stakeholder interests, sustainability best-practice, and our overall business strategy.
This resulted in some material issues increasing in priority, such as:
– Safety
– Business continuity and resilience
– Economic contribution
– Operational efficiency
– Climate change
– Employee attraction, retention and development11
Sustainability at Sydney Airport
Material issue Description Stakeholder groups
Safety Managing health and safety risks and maintaining a strong safety
culture, while providing a work environment that protects the health
and wellbeing of our people and people working at the airport
Business continuity and Designing and maintaining our facilities and operational plans
resilience to support continuity of operations under a range of different
circumstances
Economic contribution The creation and distribution of economic value
Responsible business
Operational efficiency Operating the airport efficiently and with agility to support
and continuous governments, customers and business partners, while looking for
improvement ways to improve
Security Working collaboratively with airport stakeholders to provide and
maintain a safe and secure airport operating environment
Climate change Building resilience to the physical and strategic risks associated with
climate change, and taking action to reduce our impacts including
through our energy use
Employee attraction, Attracting, retaining and developing our people to ensure the success
Planning for the future
retention and of our business
development
Environmental Operating an environmentally responsible airport, actively
management managing the use of resources and minimising waste. Protecting
the local natural environment and managing impacts on the
surrounding community
Fair and ethical business Respecting and protecting human rights across all aspects of our
operations. Maintaining an effective system of corporate governance
and building a culture to maintain high ethical standards and integrity.
Responsible management of our supply chain, working with suppliers
to effectively manage environmental, social and governance risks
Supporting our community
Cyber security Prepare, safeguard and respond to cyber attacks that could impact our
operations and those of our customers
Sustainable Sustainably developing the airport through collaborative decision
development of the making, efficiency improvements, sustainable infrastructure design
airport and strategic planning
Customer experience Providing a superior customer experience for airlines and passengers
Diversity and inclusion Creating and managing a diverse and inclusive workforce, while
contributing to the creation of an inclusive society
Aircraft noise Working with government and airline partners to manage and mitigate
Performance data
noise impacts
Community investment Playing a meaningful role in our local community, while building and
and engagement maintaining enduring relationships based on trust
Innovation and Embracing future trends to create new opportunities
technology
Access to and from the Ensuring our passengers have a safe and efficient journey to and from
airport the airport, and that a range of transport modes are available to suit
their preferences
Other information
Business partners and
Customers Employees Government and regulators
airline partners
Investors and analysts Community Suppliers Tourism bodies and industry associations12 Sydney Airport | Sustainability Report 2020
Commitments progress report
Delivering on our
commitments
Our 2019-2021 commitments embed sustainability in all aspects of our business and align with
the pillars of our strategy. Our flagship initiatives support these pillars and focus our attention on
issues where we can drive improvements in our performance.
Efforts to contain the spread of the COVID-19 pandemic There are two main reasons COVID-19 has impacted these
resulted in a sharp fall in air travel, reducing passenger traffic commitments:
and associated revenue for Sydney Airport. Progress in some – they are measured using passenger intensity metrics, and
of our 2019-2021 commitments has been impacted by these, impacted by the sharp reduction in passenger numbers
particularly those measured using metrics to calculate a rate.
– progress on the initiatives was deferred in 2020 due to
reduced capital expenditure
Responsible business
Being ethically responsible and transparent in how we do business
Safety and wellbeing of all airport users Operating ethically and with integrity
Achieve year-on-year improvement in injury statistics and Complete supplier questionnaire to assess and mitigate
aviation safety performance risks on biennial basis
Increase uptake and awareness around wellbeing and Align procurement policy with ISO 20400
mental health
Maintaining an environmentally responsible airport
Continuing to support a diverse and inclusive workplace Continue to meet regulatory compliance requirements for
Achieve a 10 per cent uplift in female representation in noise and air quality
management and overall on 2018 performance
Reduce potable water use per passenger by 10 per cent in
Achieve 30 per cent female board representation terminals and commercial buildings
Looking after and developing our people Maintain 30 per cent average annual use of recycled water
at T1 international terminal
Target an employee engagement score of at
least 75 per cent Reducing waste to landfill
Deliver 1.5 days of training per employee per annum Remove plastic straws and single-use plastic bags from
our terminals
Building operational resilience
Recycle landside organic waste at T1 international terminal
Deliver employee incident and crisis management training
Protecting local natural areas and biodiversity
Restore and rehabilitate Environmental Conservation
1 zones, predominantly consisting of the Sydney
Airport Wetlands
Achieved Significant progress In progress Not achieved Progress impacted by COVID-1913
Sustainability at Sydney Airport
Planning for the future Supporting our communities
Delivering operational excellence through Working with communities to
innovative, technology-based solutions and create shared value
supporting customer needs now and into
the future
Responsible business
Increasing and supporting landside efficiency Building relationships and supporting
Support diversity of public transport modal options community resilience
Establish a baseline for community investment
Delivering better outcomes for our customers
Develop a community investment strategy to drive
Maintain a passenger satisfaction score above
continuous improvement
four out of five
Work with business partners to deliver a pilot program
Sustainable development of the airport
towards prevention of human trafficking and slavery
Achieve a minimum 4-Star Green Star Design and As‑Built
rating for new developments Deliver on the commitments in our 2019-2021
Reconciliation Action Plan
Planning for the future
Flagship initiatives
Supporting our community
Climate resilience Airspace and airfield efficiency
Follow the recommendations of the Task Force on Climate- Deliver an Airport Collaborative Decision Making (A-CDM)
related Financial Disclosures (TCFD) program together with business partners
Achieve carbon neutrality by 2025 Improve airfield and aviation support infrastructure
Reduce carbon emissions per passenger by 50 per cent Explore opportunities to further improve efficiencies
from 2010 baseline levels by 2025 through initiatives such as co-location of certain domestic
and international activities and runway rebalancing
Electrification
100 per cent electric landside bus fleet
Install Electric Vehicle (EV) charging stations in new
Performance data
landside facilities five per cent above EV market penetration
Increase aircraft utilisation of both fixed ground power and
pre-conditioned air at T1 international terminal from 20 per
cent to above 50 per cent
Facilitate and support increase of Sydney Airport airside
electric vehicle usage to 50 per cent
Other information14 Sydney Airport | Sustainability Report 2020
Responsible
business
We strive to be ethically responsible and transparent in how we do business
43%
reduction in employee
99.8
gender pay equity ratio 1
75,854 tCO2e
Scope 1 & 2 emissions
injuries ↓ from 83,620 tCO2e
in 2019 2
0
class 1 injuries
44.7%
waste recycling rate
Achieved ACI Airport Health
Accreditation ↑ from 43.4%
in 2019 2 (excluding quarantine waste)
Safety
Working through the COVID-19 pandemic
Throughout the COVID-19 pandemic, Sydney Airport has remained open and fully operational, continuing to provide essential
aviation services in the darkest and most uncertain days of the crisis.
We have facilitated travel for thousands of essential workers, foreign nationals heading home, 50 per cent of more than 210,000
Australians who have repatriated so far, and the critical freight flights that kept our export industries afloat.
This obligation to the people of NSW and Australia has shaped our response to COVID-19. Guided by our purpose - to make Sydney
proud every day – and our values, there have been enormous efforts across the airport community to safely respond to, and look to
recover from, the unprecedented COVID-19 crisis.
1. Employee fixed annual remuneration paid to men and women in management roles vs non-management roles
2. Environmental data has transitioned to calendar year reporting from 2020, and includes T3. 2019 environmental data is reported for the period 1 July 2018
to 30 June 2019.15
Sustainability at Sydney Airport
Creating a COVID-safe Our COVID-Safe Workplace Plan sets In our terminals
environment out how we are continuing to monitor We worked closely with Australian
and respond to the COVID-19 pandemic Border Force, the Australian Federal
Our priority is the health and safety
and government and medical advice. It Police, Department of Agriculture, Water
of airport staff and frontline workers
applies to all Sydney Airport employees and Environment, NSW Health, and
while maintaining critical airport
and in-house contractors and has been NSW Police to agree protocols for the
functions, roles and processes to serve
registered with SafeWork NSW. safe passage of arriving, transiting and
Responsible business
the community.
Our operations teams have been at the departing passengers.
Early in 2021, Sydney Airport achieved
frontline of the COVID-19 pandemic, Changes were made to airport
the Airport Council International's
working with government departments operations to minimise the risk of
Airport Health Accreditation following
and agencies to protect the health and community transmission of COVID-19.
an assessment of health measures
safety of our community and keep our
rolled out across our terminals against The actions that Sydney Airport and
airport open.
global standards. This examined things government agencies are taking
like cleaning, staff protection, physical These teams were split into A and B to minimise the risk of COVID-19
layout, passenger communications and teams and contactless handovers transmissions on the passenger journey
passenger facilities. were introduced to ensure we had through the terminals are set out in our
operational resilience and continuity if COVID-Safe Terminal Plan. This plan
We are committed to keeping people
a COVID-19 case occurred in a shift. We is endorsed by the Australian Health
Planning for the future
safe, and giving passengers the
provided appropriate personal protective Protection Principal Committee and
confidence they need to travel.
equipment (PPE) and introduced aligns with the Australian Aviation
For our people mask-wearing protocols for our people, Recovery Coalition’s COVID-safe Flying
A precautionary approach was adopted encouraging others working on airport Principles and Processes Framework.
and controls applied to reduce the risk of to adopt these as well.
To ensure the safe passage of arriving
COVID-19 transmission and minimise the In April, airport workers and their passengers through the terminal, three
risk of infection where possible. Masks, immediate families were provided priority dedicated lanes were established
gloves and hand sanitiser are available access to the Summer Hill drive through based on traveller risk levels within T1
to all staff and airport workers and we COVID testing clinic. In October, we international terminal. Health screening
continue to monitor the situation with worked with South Eastern Sydney Local of all passengers was facilitated through
COVID-19 and follow the best available District Health Service to set up a testing NSW Health and we worked with the
Supporting our community
medical and government advice to clinic in our P9 car park, providing easy NSW Government and the Australian
ensure the safety of frontline workers. access and fast results for the airport Police and Defence Force to support
As the severity of the COVID-19 community and the general public. mandatory quarantine requirements
pandemic became clear early in 2020, Mid-year, our people who had been for new arrivals.
new procedures were introduced working remotely were required to The small number of confirmed cases
to minimise operational disruption complete an online COVID-safe training amongst airport workers were tracked
if a positive case was found in module which outlined the new office by Sydney Airport to ensure areas were
our workforce. protocols before they returned to the disinfected, and to support notification
Our leave policy was updated so workplace. When they returned, room and contact tracing.
employees who are asked to self-isolate, capacity requirements were put in
place for meeting rooms, kitchens and We continue to work with our cleaning
contract COVID-19 or are caring for
breakout areas so as to maintain social provider to enhance cleaning measures
someone who is ill are able to take this
distancing in the office and additional including the use of hospital grade
Performance data
time as paid personal leave without
cleaning was introduced. disinfectant and more frequent cleaning
impacting their leave balances.
of high-touch surfaces. Complimentary
At the end of December 2020, there We require our people to stay home face masks continue to be provided for
were no cases reported among Sydney if they are unwell and while awaiting airport visitors and travellers, and hand
Airport employees. This is testament test results, and continue to encourage sanitising stations have been installed
to the strength of our COVID-safe virtual external meetings where throughout our terminals and offices.
plans and safety procedures and the possible to limit the number of visitors
to our office. We continue to encourage social
commitment of our staff in adhering
distancing in gate lounges, check-in
to these protocols. We continue to communicate clear areas, and food courts. This is facilitated
and consistent advice related to social by additional security staff, floor decals,
Other information
distancing, hygiene measures, personal signage and announcements in terminal.
protective equipment requirements and
managing contactless handovers with
our people and the airport community.16 Sydney Airport | Sustainability Report 2020
Responsible business
Supporting mental health Mental health training and support Raising awareness
and wellbeing During the year, we provided mental A series of interactive events to support
health training to our people with a focus and raise awareness of wellness
We are committed to providing a
on upskilling people leaders to support and mental health were held during
physically and mentally healthy work
their teams. September and October for our people
environment that upholds Sydney
and the airport community. Running
Airport’s values and supports our Our people completed more than 1,000
over the course of a month, activities
employees to thrive. hours of mental health training in 2020.
ranged from a 30-day wellness challenge
Our focus on mental health continued We worked with the Black Dog Institute to mental health online training and
and expanded this year as we worked to deliver training to better equip people meditation sessions.
through the challenges of a changing leaders and team members to identify
We again recognised RU OK? Day
work environment and the strain of the and support their teams and peers
and produced a support pack with
COVID-19 pandemic. with mental health concerns. The
information and tips to help people start
‘Understanding and Managing Your
A mental health and wellbeing strategy conversations about mental health. RU
Mental Health' module was completed
covering healthy mind, healthy body and OK Day? was also the focus of our all-
by team members and leaders. We
healthy environment was developed in staff CEO call with an external speaker
also worked with En Masse, a group of
2020 and will be implemented over the tackling some of the more confronting
organisational psychologists, to deliver
next two years. mental health issues in our society.
an interactive webinar for our people
Under the new Wellness@SYD program covering topics such as anxiety and We continued to make information and
introduced in 2020, three days of stress associated with change. resources supporting mental health and
wellbeing leave will be provided for each wellbeing available to our people via the
We introduced mental health first aid
employee from 2021. This is designed new Wellness@SYD intranet page. An
training this year. Our 35 accredited
as a preventative measure to support online Wellness@SYD staff community
Mental Health First Aiders offer support
health and wellness. The leave is was also formed which now has more
to both staff and visitors who experience
intended to provide additional support to than half of our workforce as members.
mental health symptoms.
ensure the overall work/life balance of
employees and nurture their emotional As we shifted to remote working for Our mental health and
and mental wellness. part of our workforce, we introduced wellbeing strategy
bi-weekly webinars for leaders on topics aims to provide and
such as leading teams remotely, leading promote a physically
through the crisis, virtual exhaustion and mentally healthy
work environment
and virtual recognition aimed at
supporting our people.17
Sustainability at Sydney Airport
Strengthening our safety Managing aviation safety Safety performance
culture and governance With fewer aircraft movements at the Our safety performance improved in
This year, we expanded our safety airport this year, more birds and other 2020. Employee Lost Time Injuries (LTI)
walks leading KPI program to embrace wildlife were attracted to the area. reduced from six 1 to five this year over
safety talks. Materials were provided more than 930,000 hours worked. This
We increased our monitoring of bird
to support these conversations, many resulted in an employee Lost Time Injury
activity on dormant runways to reduce
Frequency Rate (LTIFR) of 5.4, down
Responsible business
of which focused on mental health the likelihood of bird strikes.
and wellbeing with many of our people from 6.4 1 last year. There were no class
working remotely. We also increased the amount of time 1 injuries or illnesses again this year 2.
spent enforcing safe behaviours on the
Safety KPIs for people leaders continued Service provider 3 LTIs remained steady
airfield this year by 22 per cent. With
to support our safety culture in 2020, in 2020 at 13. Due to the reduced activity
fewer aircraft movements, we wanted to
with 96 per cent of our people leaders at the airport, the hours worked by our
be sure that safe behaviours were still in
completing four safety walks or talks service providers reduced by 44 per
place on the airfield.
with their teams in 2020, exceeding our cent. As a result, our service provider
target of 95 per cent. We continued to implement initiatives LTIFR increased from 4.9 to 8.0. In 2021,
to improve aviation safety, including we will continue to work with service
We continued to review and update our managing FOD despite reduced traffic. providers to further improve safety
safety governance processes in 2020. We conducted monthly FOD quality performance, building on our program
Planning for the future
Safeguards, our new incident assurance inspections at both the to investigate high potential safety risk
management system, was launched in international and domestic apron events across the airport and redesign
October 2020. It consolidates incident and baggage areas and completed our contractor safety audit program.
management and reporting from quarterly FOD walks.
multiple systems into one and includes Fewer aircraft movements this year has
reporting on audits and inspections, resulted in an increase in the number of
broadening the information available to empty Unit Load Devices (ULDs) on the
identify hazards and risks, and to take airfield, which are used by airlines and
preventative actions. ground handlers to transport baggage
We also introduced our Critical Risk and cargo on and off aircraft and to and
Standards this year, which focus on from our terminals.
Supporting our community
eliminating or minimising safety risk ULDs are relatively light weight and
associated with activities on the airport. there is a chance they may be caught
We continue to work with our service by the wind and blown across the
providers and stakeholders to ensure airfield, presenting both aviation and
these Critical Risk Standards are personal safety risks. To address this,
embedded in everything we do. we banned the use and staging of empty
In 2021, we will continue our work to Unit Load Devices (ULDs) on any apron,
align our Safety Management System aircraft parking bay or common user
with the newly published MOS Part 139 storage area.
and ISO AS/NZS 45001 standards.
This year, we celebrated Airport Safety
Week with activities designed to raise
Performance data
awareness of safety and wellbeing under
the Australian Airports Association's
(AAA) theme for 2020 'We are in this
together'. Our people participated in
walks to collect Foreign Object Debris
(FOD) on the airfield and terminal
area, meditation sessions, webinars,
online safety trivia quizzes and a
virtual treasure hunt.
Other information
1. Post 2019 report publication, closed investigations resulted in
the reclassification of one 2019 employee MTI as an LTI
2. Injury or illness which results in a fatality, total permanent disability
or permanent partial disability
3. Service providers engaged by Sydney Airport include, but are
not limited to, cleaning, security, kerb side management, waste
management, parking, maintenance, baggage and trolleys and bussing18 Sydney Airport | Sustainability Report 2020
Responsible business
Security While we reduced the number of active In reviewing the strategy, we have
screening points in line with passenger moved away from measuring our
We are committed to ensuring the
numbers, our security providers cyber security maturity, and are now
highest levels of security at Sydney
managed team rosters to ensure their working to develop a new measurement
Airport. It underpins our organisation and
team members remained fit for work. framework that is aligned to changes in
ensures we maintain the confidence of
the industry landscape.
all airport community stakeholders. Cyber security
During 2020, we continued to monitor This year, we used a range of
COVID-safe security operations
the threat environment and build our technologies and controls to mitigate
Our security operations were modified
cyber security resilience. We delivered our cyber security risk. We developed
this year in line with advice from the
programs designed to foster a strong a ransomware response plan, which is
Department of Home Affairs’ Aviation
cyber security environment and educate supported by an incident response team.
and Maritime Security division to adapt
our people on potential cyber threats. We also continued to run awareness
to the COVID-19 crisis and ensure the
programs and enhanced monitoring of
safety of our passengers. Our information and cyber security critical systems.
strategy is designed to respond to the
COVID-safe measures were introduced
evolving cyber security landscape and Phishing emails and the potential for
(see 'Safety', page 14) and included
protect the resilience of critical airport subsequent incidents were identified
the use of a new fabric tab for each
infrastructure and systems. This year as a significant risk for Sydney Airport.
indirect explosive trace detection test
we realigned our strategy to address We used phishing exercises throughout
and additional hygiene requirements
the increase in COVID-19 digital threats the year to measure the susceptibility of
for security officers conducting frisk
and the shift to remote working. We our employees against such threats and
searches. We increased the frequency
incorporated improvement areas we continue to educate our people to
of cleaning routines for screening
identified as part of our ISO 27001 mitigate this risk.
equipment and ensured sufficient space
certification, which we achieved in April,
between security lanes to maintain We had no reportable cyber security
and other emerging threats.
social distancing. breaches in 2020.19
Sustainability at Sydney Airport
Business continuity and In September, the CMT was superseded dialogue and communications with our
resilience by the Recovery Action Team. This group employees, contractors and investors
meets fortnightly to monitor the evolving regarding our strategic priorities.
In the face of the COVID-19 crisis, we
situation, identify risks and mitigation
strengthened our focus on ensuring Our operations teams continue to work
strategies and work with the Leadership
business continuity and resilience. We closely with government agencies
Team to implement these.
are working to reimagine a business- to facilitate passenger arrivals and
Responsible business
as-usual environment that minimises Business Continuity Plans (BCPs) were departures, and to ensure the airport
disruptions and fosters continuity. implemented as we made the decision to remains operational to accept
move office-based staff to working from repatriation flights, medical flights and
Keeping SYD open
home arrangements from mid-February. freight (See 'Stakeholder engagement',
In March 2020, we stood up our Crisis Business units reviewed and confirmed page 8 and 'Fostering strong
Management Team (CMT), with critical roles and processes in their relationships', page 39).
representatives from our Operations, business area in their BCPs. Operational
Aviation, Legal, Corporate Affairs, We worked closely with our suppliers
COVID-safe plans were developed and
Finance, Human Resources, Technology, to scale back non-essential services
implemented to ensure the safety of our
Commercial, and Safety, Sustainability and maintenance activities to match
frontline workers while we maintained
and Environment teams. The CMT met the reduced demand placed across
airport operations for the community
daily at the height of the crisis and our facilities and baggage handling
(see 'Safety', page 14).
oversaw the immediate responses systems. Regular review meetings
Planning for the future
to daily changes in requirements Transparent and timely communications with our suppliers were established to
and circumstances. Over the same with our employees and stakeholders monitor their continuing capability to
period, the Board met weekly providing were key to ensuring our operations were operate during the COVID-19 crisis and in
oversight and guidance to management. functioning and safe during the crisis. preparation for the progressive scale-up
We were proactive in how we managed of services as demand returns.
SYD Leadership
Supporting our community
Australian Government
CMT / Recovery Action Airport external
Department of Health,
Team stakeholders
Biosecurity & NSW Health
Business Units
Performance data
Reshaping our business We took decisive steps to reduce our design, construction and facilities teams
When we realised recovery from the net debt and enhance our financial were consolidated and moved in to our
COVID-19 pandemic wasn’t going to resilience. Significant extra liquidity Commercial business unit.
be as swift as earlier disruptions like was put in place, providing flexibility
These steps supported our commitment
SARS, we reviewed our business and to monitor how the situation evolved
to maintaining a strong investment
capital structure to ensure we were well in a period of ongoing uncertainty. We
grade credit rating, maintaining a fully
positioned for a more gradual recovery. further strengthened our balance sheet
operational airport, and improving
by reviewing overall operating costs and
Following the end of a six-month job our ability to respond to a range of
curtailing all non-essential expenses.
guarantee (see 'Our People', page 24), we recovery scenarios.
Other information
restructured our business which reduced Considering the significant reduction in
For more information on our strategic
our workforce by 22 per cent at the time. construction and development activity
response to COVID-19, see our 2020
in and around the airport, our planning,
Annual Report which can be found on
our website.20 Sydney Airport | Sustainability Report 2020
Responsible business
Safe travel Sydney Airport actively participated in a We also participated in the Australia
Sydney Airport has been an active number of industry and governmental New Zealand Leadership Forum (ANZLF)
participant in industry and governmental forums to work through the challenges Trans-Tasman Safe Border Group
forums to manage through the associated with getting travel alongside 40 public and private sector
pandemic and prepare for the recovery. safely open again. organisations and agencies representing
Our approach has focused on the the travel and aviation industry on both
This included working with:
implementation of a range of protocols sides of the Tasman.
designed to keep passengers, our staff, – other airports across Australia through
working groups and forums convened The protocols arising out of these
airport workers and the public safe, engagements have seen COVID-safe
and developing opportunities to restart by the Australian Airports Association
systems and processes implemented
travel when safe. – a network of global airports through
at the airport (see 'Safety', page 14).
the Airport Benchmarking Group
We are also working to enhance the This also includes supporting
public’s confidence to travel through – government agencies focused on government agencies in implementing
the airport experience and the working to implement regulatory mandatory screening and quarantining
implementation of safe travel protocols requirements on the back of requirements.
and processes. travel restrictions
We continue to work closely with airlines
– airports, airlines, and governments
During the year, we worked alongside and on airport stakeholders through
domestically and internationally in
other airports and airlines through the numerous established forums, internal
considering future protocols for the
Australian Aviation Recovery Coalition staff working groups, and governmental
resumption of safe international travel
to establish protocols across the whole working groups to drive increased
when the time is right
passenger journey to support safe travel. passenger confidence to travel safely
– joint government and industry forums as restrictions ease. Read more about
We also worked closely with government such as the National Passenger this engagement in 'Fostering strong
agencies such as NSW Health to support Facilitation Committee and the relationships' (page 39).
the rollout of these protocols and in Customs Advisory Board.
implementing additional measures
as required.
Celebrating the ‘Hubble’
A significant recovery milestone for Sydney Airport was the
start of the half-way Trans-Tasman bubble - or the ‘Hubble’ - in
October 2020.
It was an emotional scene as we welcomed the first flights to
Australia from New Zealand under the new quarantine-free travel
arrangements. NSW Tourism Minister, Stuart Ayres, described it
like a scene from ‘Love Actually’ as more than 350 passengers
arrived at Sydney Airport, many of whom were reuniting with
family and friends for the first time in more than six months.
Significant work went into ensuring the processes and operations
in our terminals were seamless. Our SYD Support volunteers
were also on hand with a smile distributing Gelato Messina
and Tim Tams.
It was an important first step for Sydney Airport in creating a
safe and sustainable pathway towards the full restoration of both
domestic and international travel.21
Sustainability at Sydney Airport
Operational efficiency and and ground service providers. This Data section of this report in this
continuous improvement includes ground handling agents, aircraft transition year to allow for year on year
refuelling companies, cargo terminal comparison. From July 2019, emissions,
In 2020, we prioritised key upgrades operators, catering and cabin cleaning water and waste data from T3 domestic
and focused on completing enabling companies and aircraft maintenance terminal are also included in the
works and projects already underway providers, among others. environmental reporting.
as part of a scaled back capital
expenditure program. The AOL sets minimum standards to PFAS management
Responsible business
improve behaviours and enhance safety, There are known sources of
Baggage handling system upgrades security, environment, operational polyfluoroalkyl substances (PFAS)
Baggage Handling Systems and sustainability performance for at Sydney Airport, with the majority
(BHS) are critical to the airport’s companies operating on the airfield. attributed to the historic use of
continuous operation. firefighting foams by firefighting service
A total of 25 companies are currently
Enabling works for the construction of required to hold an AOL with providers during training exercises.
the T1 international terminal Southern Sydney Airport. Airservices Australia stopped using
Bag Room continued throughout products containing PFAS at Sydney
lockdown. Contractors worked with our A new Ground Standards Compliance Airport from 2010.
remote project team as they managed team has been established to support
the implementation of the AOL. During We are committed to applying the
both health risks and the continuity of precautionary principle to protect
the project. While this project is now on 2021, this team will work with licensees
Planning for the future
to support compliance with the human health and the environment
hold, once completed the new bag room in relation to PFAS. We continue to
will provide additional outbound baggage conditions of the AOL.
advocate with the Commonwealth
handling capacity and improve the
Environmental management Government on a polluter pays approach
resilience of the T1 international terminal to the management and remediation
baggage system. We are committed to continual
improvement of environmental of PFAS contamination in accordance
During the year, the High-Level Control performance at the airport. with the PFAS National Environmental
software system, which handles Management Plan 2.0 (2020).
the sortation of bags throughout T1 We use a risk-based approach
to environmental management, We have been working with Qantas
international terminal, was replaced. Group to support its transition away
This provides new operational control incorporating the Airport Environment
Strategy 2019-2024 and Sydney from the use of PFAS aqueous film-
and monitoring capabilities and also forming foam (AFFF) in the firefighting
Airport’s AS/NZ ISO14001 aligned
Supporting our community
makes it easier to introduce future deluge system in hangars in the Jet
BHS technologies to the system at environmental management system
(EMS) to control identified environmental Base. Those works are expected to be
Sydney Airport. completed during 2021.
risks and to achieve a high standard of
Emergency exercises environmental management. In October 2020, we became the owner
We conducted our biennial large- of the Jet Fuel Infrastructure (JFI) which
This year, we continued to implement
scale multi agency emergency includes five Jet A1 fuel storage tanks
our environmental auditing program
exercise in October. The 2020 exercise with a capacity of 29 megalitres of fuel.
for airport tenants that are considered
was a simulated on-water aircraft The firefighting system at JFI currently
high and medium environmental risk.
crash involving 17 agencies and uses PFAS containing AFFF. Sydney
In 2020, these audits identified no
200 personnel. Airport and the operator Skytanking
major non-compliances in addition to
Designed to test the effectiveness of several improvement opportunities to be are initiating a scoping study to
our emergency response procedures, implemented in 2021 by airport tenants, transition to non PFAS AFFF for fighting
the exercise reinforced the strong including improvements in storage and deep tank fires.
Performance data
relationship Sydney Airport has with handling of chemicals and staff training Energy and emissions management
local emergency services and supporting on environmental issues. We remain committed to reducing our
agencies, and provided the opportunity emissions footprint, and to be carbon
A new environmental monitoring
to forge new ones. neutral by 2025 in line with the Airport
database was introduced in 2020
Learnings from the exercise will be to support ongoing environmental Carbon Accreditation (ACA) program. In
used to update policies and procedures management. This contains our soil, 2020, we maintained our ACA Level 3
and enhance our emergency response groundwater, stormwater and air quality 'Optimisation' accreditation.
preparedness. monitoring data. It is also used to gather Progress towards our target to achieve
environmental data from our tier one a 50 per cent reduction in emissions
Airport Operating Licence
tenants, consultants and contractors. per passenger by 2025 1 has been
Other information
We continued our work to introduce the
new Airport Operating Licence (AOL) at This year, we aligned our environmental temporarily impacted this year, due
Sydney Airport in 2020. It aligns with reporting to the calendar year. The to the sharp reduction in passenger
international best practice establishing 2019-20 and calendar year 2020 numbers. While our absolute emissions
a direct relationship between the airport results are included in the Performance
1. Based on 2010 levelsYou can also read
