Sustainability Report 2020 - AMP
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Sustainability
Report 2020
Real Estate
1 January – 31 December 2020
Angel Place, Sydney
Contents
A message from Head of
3
4
A message from Head of Real Estate, Kylie O’Connor
About this report
Real Estate, Kylie O’Connor
5 About AMP Capital Real Estate and our sustainability strategy
12 2020 highlights removing inherent risks in supply chains, our Real
Estate team is committed to acting responsibly and
with wide stakeholder engagement at all times.
Environment
Our 2030 Real Estate Sustainability Strategy,
16 Energy and carbon launched in 2019, established a clear roadmap for
26 Waste minimisation considering the ESG needs of all our stakeholders.
30 Water efficiency We are committed to complete transparency around
the integration of ESG considerations throughout
32 Biodiversity and habitat
the life cycle of the assets and more broadly the
portfolios we own and manage on behalf of investors.
Social In terms of how we’re tracking against our ESG goals,
34 Health and wellbeing I am pleased to report that we remain on target
and there have been many highlights throughout
36 Equity and diversity
2020. Of particular note was the signing of our first
44 Culture and community 100% renewable electricity contract in December
49 Transport and mobility 2020, which enabled us to achieve zero net carbon
for internally managed assets within our leading
office fund from the 1st of January 2021. This was
Governance I am proud to introduce our 2020 achieved nine years ahead of target and cost neutral,
50 Policies and processes Sustainability Report. a great outcome for everyone. We are working
hard to replicate this achievement across our entire
51 Environmental regulation and performance
managed portfolio.
52 Supply chain 2020 was defined by the disruption and dislocation
Other highlights included:
54 Reporting and ratings of the global COVID-19 pandemic, which
unfortunately in Australia, was preceded by the - The installation of technology that automatically
56 Memberships and associations devastating drought and bushfires that dominated analyses buildings’ ventilation, cooling and heating
57 GRI Index the summer of 2019/20. These two crises required a systems and makes control changes to optimise
co-ordinated national, state and community-based the balance between energy efficiency and
60 Appendices
effort, essential to managing the devastating impact occupant comfort across 38 assets in our portfolio.
60 Our portfolio of assets of bushfires and the significant public health crisis - The installation of smart waste compactors
61 Climate-related risks and opportunities: strategy, targets and metrics that COVID-19 presented. and encouraging retailers to use compostable
64 Materiality and Engagement – stakeholder mapping Despite the difficulties of operating in a restricted packaging as part of our focus on waste measures
and largely remote environment last year, our in retail food courts.
commitment to sustainability and delivering on our - The launch of our Innovate Reconciliation Action
purpose to shape a better future remained strong. In Plan (RAP).
fact, the crises of 2020 further reinforced our belief
- The continuation of work to secure a site for a
that the prioritisation of environmental and social
biodiversity conservation reserve equal in size to
issues within a clear framework of accountable and
our real estate portfolio.
transparent governance is fundamental to delivering
sustainable outcomes for our clients, our customers, While 2020 presented its fair share of challenges, we
our communities and the assets we manage. remained focused on environmental sustainability,
social responsibility and transparent governance
The future of dealing with climate change threats
as key foundations of how we operate within Real
and responsibly investing in sustainable practices
Estate. I hope you enjoy reading about what we’ve
will depend on the strength of the governance
delivered and where our efforts are focused.
around managing and reporting on sustainability
metrics. We are looking at ways to adapt our These achievements couldn’t have happened
managed assets to world-class standards, to without the support of our staff, customers,
maximise resilience against the impacts of climate tenants and investors. Thank you to everyone
change and minimise the environmental footprint of for continuing to support us in delivering on our
operating these assets. commitment to sustainability and on our purpose to
shape a better future.
As well as prioritising environmental issues, we are
also committed to acting in a socially responsible
manner. We understand the nature of our
responsibility and connection to the community and
accept broader social accountability for the impact of
our business and investment decisions. On a range of
topics from the rights and recognition of First Nations Kylie O’Connor
Peoples, gender equality, improving accessibility and Head of Real Estate
AMP Capital Real Estate Sustainability Report 2020 2 AMP Capital Real Estate Sustainability Report 2020 3
About AMP Capital Real Estate
and our sustainability strategy
As at 31 December 2020, AMP Capital is one of Our multi-disciplinary team of more than 5003
the largest unlisted real estate fund managers real estate professionals, led by an experienced
in the Asia-Pacific region 1 managing more than leadership team, has strong sector specialisation in
A$28 billion 2 on behalf of institutional and retail office, retail and logistics, as well as clear alignment
investors via pooled funds and separate account of accountability across fund, investment, property
mandates. AMP Capital is part of the AMP Group. and development management. With the support
Our purpose is to shape a better future and we of platform functions such as risk and governance,
deliver on this by realising value for clients through sustainability, research, technology and innovation,
investment management, property management and finance and marketing and communications, the
development of a portfolio of commercial real estate entire real estate team is able to work together
assets that includes some of the most iconic retail across the value chain to deliver exceptional real
centres, office buildings and logistics estates across estate experiences and sustainable investment
Australia and New Zealand. outcomes for investors. There were no significant
changes to our organisation or supply chain in 2020
that might affect our ESG disclosures.
AMP Capital’s Real Estate Portfolio4
Office: 5
Retail: 5
Logistics: 3
NT Total: 13
QLD
WA Office: 19
Artist’s impression of the Quay Retail: 9
Quarter Lanes development Office: 1
SA Logistics: 13
Retail: 4 Total: 41
Total: 5
NSW
About this report
Retail: 1
Logistics: 1
ACT
Total: 2
VIC
Office: 1
Office: 7 Total: 1
This annual Sustainability Report covers the Assets where AMP Capital does not have operational
Retail: 3
sustainability activities of AMP Capital’s real estate control, including co-owned assets operated by
business for the calendar year ending 31 December others have been excluded. The list of included Logistics: 5 TAS
2020. General disclosures relate to AMP Capital assets is provided in the appendix of this report. Total: 15
and its managed funds. Specific disclosures may Financial information contained in this report is
be at the portfolio level or broken down by based on AMP Group’s Investor Report for the full
asset class – Office & Logistics and Retail – with year to 31 December 2020 unless otherwise stated.
environmental performance data broken down by Office: 7
asset class where appropriate. This report has been prepared in accordance with
the GRI Standards: Core option and is available Retail: 6
AMP Capital’s sustainability reporting boundary to view in full at www.ampcapital.com/au/ Total: 13
extends to real estate assets owned and operated en/capabilities/real-estate/sustainability. For
by AMP Capital and where we have environmental further details about our performance against GRI NZ
data, that is energy, water, waste and emissions data, disclosures, please refer to the GRI index in the
over the full 12 months of the year. When assets have appendix of this report. 1. Source: ANREV/IREV/NCREIF Fund Manager Survey, 2020
external co-owners but are operated by AMP Capital, 2. At 31 December 2020, including AMP Capital’s 24.9% share of PCCP’s NAV, equivalent to A$1.8b
the total energy consumption, water consumption We welcome any feedback on our
3. The total number of regular employees is 540. This figure excludes fixed term employees and External Persons, such as facilities management
and waste generation is included in calculations. Sustainability Report 2020, directed to
personnel in our Office and Logistics assets.
sustainable_real_estate@ampcapital.com
4. At 31 December 2020. Includes internally managed properties and AMP Capital funds’ share of ownership of externally managed properties.
Excludes two US assets. For a list of the assets that meet the reporting criteria of this document, please refer to Appendix A.
AMP Capital Real Estate Sustainability Report 2020 4 AMP Capital Real Estate Sustainability Report 2020 5
AMP Capital Real Estate Leadership Team (at 31 Dec 2020) Sustainability governance The Environment and Climate Change Working
Sustainability governance begins with the Real Group (ECCWG) within AMP Group reports on AMP
Estate Leadership Team and extends throughout Capital Real Estate’s compliance with environmental
the entire business, to our asset teams and including laws, regulations, policies and voluntary compliance
external contractors and suppliers. Chris Nunn, the obligations which the company has subscribed to.
Real Estate Leadership Team Head of Sustainability and Platform Operations for The ECCWG meets monthly with representatives
Real Estate, leads the Sustainability Team who have from AMP Group, AMP Capital and real estate.
Kylie O’Connor
Head of Real Estate day-to-day responsibility for delivering our 2030 In line with the precautionary principle, we are
Real Estate Sustainability Strategy across the real acting now to reduce our environmental impacts and
estate platform. mitigate risks for coming years. Our sustainability
AMP Capital’s ESG and responsible investing management system is based on an evaluation of
capabilities are an integral part of our Sustainability the significance of potential environmental and
John Merran Brett Luke Jennifer Byron Lisa Strategy. Within real estate, the Sustainability team social impacts, which we use to guide and focus
Dynon Edwards Williams Briscoe Di Bartolomeo Tisch & Julian Hurley our sustainability approach. The evaluation of
includes six dedicated staff working across our core
Managing Chief Financial Managing Chief Operating Head of Menegazzo Head of significance considers legal minimum standards,
Director, Officer Director, Officer & Corporate Joint Heads People & business functions and within our investment teams.
Origination & Retail MD Office & Marketing and of Separate Culture
The Head of Indigenous Programs for AMP and AMP physical risks, economic costs and benefits,
Capital Logistics Communications Accounts
Capital also reports to the Head of Sustainability and reputational risks, potential impacts for our key
Platform Operations for Real Estate and oversees stakeholders (investors, tenants and building users,
all initiatives and projects to fulfil our commitments staff, our supply chain and the broader community),
outlined in our Innovate Reconciliation Action Plan, the competitive landscape, as well as best practice in
updated in September 2020. sustainability management and reporting as defined
by GRESB, GRI, UNPRI and ISO14001, as examples.
Our Real Estate Sustainability Policy describes our
Real Estate Sustainability Team commitment to sustainability. We are also governed
Chris
Nunn by a number of policies, practice guidelines and
Head of statements including but not limited to the AMP
Sustainability
& Platform
Code of Conduct, AMP Inclusion & Diversity Policy
Operations and AMP Modern Slavery Statement.
Darren Binowee Lina Rico Melanie
Teoh Bayles Gomez Louie
Environmental First Australians Sustainability Sustainability
Performance Program Programs Manager Investor
Manager – Manager Manager Relations &
Real Estate Reporting Through our
commitment to
ESG, we will aim
to ensure that:
Abi Chandni
Balakumar Mishra - Our buildings
Sustainability
Advisor, Office &
Sustainability
Advisor,
are safe places
Logistics Retail
where people
love spending
time with health
and wellbeing
a priority.
- We encourage
Our Real Estate strategy do business at AMP Capital, both within the assets
and support our
Our vision is to be the preferred real estate partner, we own and manage on behalf of clients as well as people to do their
recognised for our Australian expertise and extensive across our supply chain. best work with us.
global reach. In order to achieve this vision and to Global megatrends such as climate change and - We care for the
deliver on our commitment to create long-term urbanisation, as well as fundamental changes
sustainable outcomes through our real estate assets, resulting from the COVID-19 pandemic, will land we manage
across our supply chain and in the communities in accelerate the transformation in the way we work, while protecting
which we operate, we understand sustainability the way we socially interact and the way we engage and restoring
needs to be at the heart of all our operations. That is with public spaces. In turn, ESG will increasingly
why sustainability is fully integrated into the way we become a key driver for all real estate investment.
natural habitats.
Real Estate team members inspecting the new waste management facility installed at Northbridge Plaza
AMP Capital Real Estate Sustainability Report 2020 6 AMP Capital Real Estate Sustainability Report 2020 7
Our 2030 Real Estate Sustainability Strategy
The 2030 Real Estate Sustainability Strategy, launched in 2019, Our Sustainability Strategy is organised into 12 themes with 60 ambitious targets, each with a deadline
between now and 2030.
outlined below, includes a range of ambitious targets and
As we enter this next ‘decade of action’ having witnessed the disruption from COVID-19 and the
acknowledges our wide-ranging commitment to environmental,
devastation brought by extreme droughts and bushfires last year, we can only expect more challenges
social and governance issues over the next ten years. during the next 10 years. We are confident that our 2030 Strategy will provide a clear and focused
path to achieve all our sustainability goals and as we work towards achieving each 2030 target, we will
measure and report on our progress.
Details of our 2030 Real Estate Sustainability Strategy are available online, along with our Whitepaper
Our Sustainability framework
“Why Sustainability Matters in Real Estate.”
The real estate Sustainability framework is divided into three key pillars.
Three pillars: ESG Objectives Focus areas
We operate within
environmental limits,
so that our real
estate investments
are sustainable in the
long term.
Environment Energy & Climate Waste Minimisation Water Efficiency Biodiversity & Habitat
We want everyone to
enjoy happy healthy
lives in vibrant,
inclusive communities
and workplaces.
Social Health & Wellbeing Culture & Community Equity & Diversity Transport & Mobility
We respect the rules,
behave ethically,
transparently disclose
our performance and
continually strive for
best practice.
Governance Policies & Processes Supply Chain Reporting & Ratings ESG Growth
AMP Capital Real Estate Sustainability Report 2020 8 AMP Capital Real Estate Sustainability Report 2020 9
Our objectives
Environment Energy and - We understand and acknowledge the reality of human induced
We operate climate climate change and we’re taking strong action to de-carbonise and
within change adapt our real estate portfolio. We have a target to be Zero Net
environmental Carbon by 2030. This means highly efficient buildings, running on
limits so that renewable energy. We know we need to adapt to the impacts of
our real estate climate change. We will implement climate resilience measures to
investments are protect our customers and our investors from climate extremes.
sustainable in Waste - We recognise our role in reducing the waste generated by our
the long term. minimisation building users. We will work to reduce the volume of waste we send
to landfill and increase the proportion that is recycled or composted.
We will work with our tenants to phase out single use plastic and
move to compostable packaging. We aspire to support the creation
of a ‘circular economy’.
Water - We will improve water efficiency by reducing wastage and harvesting
efficiency or reusing water where practical.
Biodiversity - We will use native and locally adapted plants in our landscaping to
and habitat create habitats and support local biodiversity. We will explore the
creation of a biodiversity conservation reserve to help restore and
protect unique habitats and the biodiversity they support.
Social Health and - We will work to identify and effectively manage safety, physical and
wellbeing mental health and environmental risks to protect our employees, Our 2030
We want
everyone to contractors and customers, and continually improve our processes. Sustainability
enjoy happy, We will strive to provide the best indoor environmental conditions for Strategy is
our customers to support their wellbeing.
healthy lives in organised into
vibrant inclusive Culture and - Sustainability is a core part of our business culture and a central pillar 12 sustainability
communities community of our business strategy. We will educate and enable our people,
and workplaces. themes with 60
partners & customers about how we can work together to achieve
our sustainability goals. Our success rests on the strength of the ambitious targets,
communities in which we operate, so we partner with community each with a
organisations to deliver positive social outcomes. deadline between
Equity and - We have a respectful, inclusive culture where different perspectives now and 2030.
diversity are heard and encouraged. Our people feel comfortable expressing
all aspects of their identify at work.
Transport - We will implement best practice standards of accessibility. We
and mobility encourage walking, running or cycling to and from our assets, and
ensure people can find out how to get there using public transport.
We will support the transition to non-polluting private vehicles by
providing charging points for electric vehicles.
Governance Policies and - We will maintain a comprehensive set of policies and processes
We respect the processes to identify and manage our governance, social and environmental
rules and behave risks during the acquisition, development and operation of our
ethically in our real estate assets. We will use wording in our lease agreements to
business and encourage and partner with our tenants to help us both achieve our
supply chain, sustainability goals and uphold the AMP Capital Ethical Framework.
continually Supply - We will implement processes to minimise ESG-related risks in our
striving for best Chain and supply chain, consistently apply minimum sustainability performance
practice. We Materials standards and strive for best practice in our procurement. We aim to
transparently make all our assets free of, or safe from, hazardous materials.
disclose how we
are performing. Reporting - We are committed to measuring and transparently disclosing our
and rating sustainability performance. We participate in third party rating
systems to independently benchmark our sustainability performance
and identify areas for improvement.
ESG Growth - We will investigate and act on commercial opportunities arising from
the transition to sustainability.
Collins Place,
Melbourne
AMP Capital Real Estate Sustainability Report 2020 10 AMP Capital Real Estate Sustainability Report 2020 11
2020 highlights Portfolio waste intensity and diversion rate
18 40%
Despite the challenges of 2020, our 16
Waste intensity (kg/m2/year)
35%
commitment to delivering on our 14
30%
Sustainability Strategy remained Waste Minimisation
Diversion rate
12
strong. We remain on target and there 25%
have been many highlights. 10
WORLD-FIRST
20%
8
15%
Environment
6
TRIAL 4
10%
5%
2
OF CHAROPY SMART BIN AT
MACQUARIE CENTRE IN SYDNEY 0 0%
ACHIEVED OUR FIRST 2017 2018 2019 2020
6 STAR
INSTALLED Waste intensity Diversion rate
Energy & Climate
NABERS SHOPPING CENTRE ENERGY RATING
AT ROYAL RANDWICK SHOPPING CENTRE
IN SYDNEY; AND OUR FIRST 6 STAR NABERS
34
NEW LANDFILL AND CARDBOARD COMPACTORS
5% improvement
in recycling rate
since 2017
22% reduction in
waste generated
per sqm since 2017
OFFICE BASE BUILDING ENERGY RATING AT ACROSS ALL RETAIL ASSETS IN AUSTRALIA
BOND ONE, 20 WINDMILL ST, SYDNEY
Portfolio energy intensity
380
Energy intensity (MJ/sqm/year)
Portfolio water intensity
360
EXECUTED FIRST
100%
340 1,100
Water Intensity (L/sqm/year)
320 1,000
25% reduction in energy
300
intensity since since 2016 900
280 RENEWABLE ELECTRICITY CONTRACT
Water Efficiency 32% reduction in water
800
intensity since since 2017
260
2016 2017 2018 2019 2020 700
PORTFOLIO ENERGY INTENSITY REDUCTION OVER TIME
NABERS WATER RATINGS 600
NABERS ENERGY RATINGS IMPROVED AT 500
IMPROVED FOR
24 ASSETS
Average NABERS Energy Ratings 2017 2018 2019 2020
5.5
21 OUT OF 49 Portfolio Intensity (L/sqm/yr)
RATED ASSETS
5.0
Portfolio Average
4.5
4.0
SELECTED
3.5 INSTALLED
PROPOSED SITE
619kWp
3.0
2.5
FOR MARRI DARAMU
2017 2018 2019 2020 BIODIVERSITY
Office Retail Combined Portfolio OF SOLAR PHOTOVOLTAIC PANELS
Biodiversity & Habitat CONSERVATION
NABERS ENERGY RATINGS IMPROVEMENT OVER TIME
RESERVE
AMP Capital Real Estate Sustainability Report 2020 12 AMP Capital Real Estate Sustainability Report 2020 13
Transport & Mobility Supply Chain
INSTALLED
10
Published a Modern Slavery
Social Governance Disclosure Statement
Distributed Modern Slavery
Risk Assessment Survey
EV CHARGERS to 926 suppliers
Screened 164 suppliers
Health & Wellbeing
against Modern Slavery
Policies & Processes Risk Assessment Criteria
Managed public health and
safety throughout our portfolio Became a member of
98%
during COVID-19 pandemic Equity & Diversity Supply Nation
Increased access for staff and
9
families to mental health support
OF SITES HAVE AN ASSET ESG PLAN WITH
Researched ways to improve DETAILED TARGETS AND INITIATIVES
wellbeing in offices
CULTURAL AWARENESS TRAINING
SESSIONS HELD, REACHING 171 STAFF
60%
Obtained independent
Reporting & Ratings
certification of
our Environmental
WOMEN (ALL STAFF)
Management PARTICIPATED IN
System against GRESB, UN PRI AND CDP
Culture & Community
SHOPPING CENTRES RAISED MORE THAN
38% the international
standard ISO14001
SUSTAINABILITY BENCHMARKS
$190,000
43
WOMEN (SENIOR LEADERSHIP)
8 sites audited and
IN CHARITABLE DONATIONS
Installed plaques 70 staff received
DISTRIBUTED OVER
acknowledging Aboriginal environmental
heritage at 9 sites management GREEN STAR PERFORMANCE RATINGS
$35,000 Opened the first ‘Changing
training as part of
ISO 14001 certification
55
FOR BUSHFIRE RELIEF
Places’ 24/7 accessible
DONATED
bathroom facility in the
Melbourne CBD at Collins Place No material breaches
$127,000
WORTH OF SPACE TO LOCAL COMMUNITY Created a multi-faith room
of environmental
regulations INVESTOR ENGAGEMENT ESG BRIEFINGS
GROUPS RENT-FREE at Casula Mall in Sydney
AMP Capital Real Estate Sustainability Report 2020 14 AMP Capital Real Estate Sustainability Report 2020 15
Energy and carbon
The real estate team continues to make progress on During 2020, our Sustainability Team has also
our 2030 zero net carbon commitment, including taken further steps to understand and report on
entering a renewable electricity supply contract climate-related risks and opportunities in accordance
commencing from the 1st of January 2021 for our with the TCFD recommendations, including
largest unlisted wholesale office fund. We have also scenario analysis, asset level risk exposure and the
Our real estate portfolio is rapidly transitioning to zero carbon operation, procured carbon offsets from an Australian native development of adaptation plans. Our first TCFD
which we are on track to achieve by 2030. In 2020, we committed to our first forest regeneration project. Together these actions compliant reporting output is at Appendix B.
will result in zero carbon for Scope 1 and 2 emissions,
renewable electricity contract, improved our portfolio average NABERS energy nine years ahead of our already ambitious target,
ratings and added to our on-site renewable electricity generation capacity. for the buildings in that fund over which we have Leadership in Real Estate: Transition to zero carbon
Work continues to adapt our assets and operations to the predicted impacts operational control. We continue to improve energy The 2030 Real Estate Sustainability Strategy,
of climate change and implement the recommendations of the Task Force on efficiency throughout the real estate portfolio and launched in October 2019, addresses all aspects of
are planning the electrification of all portfolio assets the Environmental, Social and Governance issues
Climate-related Financial Disclosures (TCFD) report. as well as developing ways to participate in the that are relevant to our business. But there’s one
emerging demand response market. issue that is arguably the most important – climate
change and getting to zero emissions. A key target is
for all funds and assets to achieve zero net carbon by
Trundle Solar Farm 2030 at the latest. We are doing this by:
- Continuing to make our buildings highly efficient.
- Switching to zero emissions renewable electricity.
- Offsetting any residual emissions.
- Ultimately phasing out fossil fuels over time –
electrifying our buildings.
We are also aware of our fiduciary duties to clients
and investors. Our ambitions on transitioning to
zero net carbon are tempered by a pragmatic
approach – to achieve zero net carbon, cost neutral.
This means finding the right time when the market
for renewable electricity is mature enough to be
competitive with coal and gas fired electricity.
Pleasingly, that time is now.
Renewable energy contract signed
A renewable electricity contract was signed in
December 2020, covering six buildings we have
operational control over in our office fund – the first
to achieve zero net carbon (for Scope 1 & 2 emissions),
nine years ahead of the 2030 original target date.
Zero net carbon has been achieved through
entering a renewable electricity contract covering
Scope 2 emissions from the electricity consumed
by the base building services i.e. air conditioning,
heating and ventilation systems, lifts, common area
(e.g. lobby) lighting and back of house (e.g. car park
and loading bay) lighting and ventilation.
As well as this renewable contract, carbon offset
certificates are being purchased that cover the
residual direct Scope 1 emissions (e.g. from gas
boilers, diesel generators and refrigerants).
We remain committed to replicate our success for
other assets in the real estate portfolio and plan to
negotiate renewable electricity contracts throughout
2021/22, aiming to have the entire real estate
portfolio zero net carbon by the 1st of January 2023,
well ahead of the 2030 target.
A key target is for all funds and assets to achieve
zero net carbon by 2030 at the latest.
AMP Capital Real Estate Sustainability Report 2020 16 AMP Capital Real Estate Sustainability Report 2020 17
About the contract Limited market risk: Based on our best estimates
The terms of the renewable electricity contract of forward energy prices, the renewable electricity
include the purchase of the entire output from two contract will remain competitive through the
seven-year term. However, we have also negotiated
2023
solar farms. That renewable electricity generation
qualifies to create Renewable Energy Certificates renewal/break clauses at years one, three, five and
(RECs) – these are tradable certificates associated seven at which the agreement can be terminated
with the generation of 1 MWh (megawatt hour) without penalty. These defined renewal periods
of clean electricity. Under the contract, we own offer us the opportunity to reset the price against 2023
those certificates and retire them with the Clean the market, if the price has come down under our
Energy Regulator in order that no one else can contract price. At regular intervals through the
- Aiming for all funds
claim the emissions reduction associated with that contract term there is the option to exit the contract, to be zero carbon
renewable electricity generation. The contract or renew it, and reset the price downwards if the (Scope 1 & 2), well ahead
procures approximately 25 GWh (gigawatt hours) market price for renewables has moved below the 2021 of our 2030 target
of electricity. day one strike price in the contract.
Coverage: the renewable electricity contract covers Surrender of LGCs: Renewable Energy Certificates - AMP Capital real estate’s
the provision of clean renewable electricity for (Large Generation Certificates or LGCs) will wholesale office fund
be voluntarily retired to ensure the renewable carbon neutral using
the base building services of the six office assets Longdowns Regeneration Project renewable energy
managed by the real estate team. electricity purchased demonstrates additionality i.e. contracts and nature-
it contributes to emissions reductions above and based offsets 2020
Solar farms: the contract relates to two solar farms beyond the level provided for by the Renewable
in central NSW at Trundle (6 MWp) and Peak Hill Energy Target. This ensures the zero carbon claims
(6 MWp). The fund will procure 100% of the output - Signed 100% renewable
associated with the procurement of renewable electricity supply contract
from these two solar farms which together produce electricity through this contract are valid and in for office fund
more electricity than the base building services used 2019
line with International Standards including the - 450kWp solar PV
during the course of a year in the six assets over Greenhouse Gas Protocol and ISO14064. installed at Marrickville
which we have operational control. These solar farms Shopping centre, Sydney
- Commissioned a study
also create jobs in regional Australia and will have Flexibility to grow/contract: The contract terms to identify pathways
ongoing economic benefits for the local community. allow us to increase or decrease the volume of to achieve Net Zero
electricity we buy. This gives flexibility for the fund Carbon for each fund,
Cost savings: Cost savings are achieved through our to add new assets or sell assets.
fundamental in setting
the 2030 Net Zero
new renewable electricity contract. Buying clean Carbon target for the real
electricity from these solar farms in 2021 will cost 6 Star NABERS Ratings: Under recently amended
estate portfolio.
no more than buying polluting coal and gas fired NABERS rules, all the assets covered by the
- Launched 2030
electricity in 2020. The total cost of our existing renewable electricity contract will achieve 6 Star Sustainability Strategy 2018
electricity contract, buying renewable electricity, NABERS Base Building Energy Ratings. including Zero Net
Carbon Scope 1 and
plus the offsets, is within +/-5% of 2019 electricity Investors: Investors increasingly have their own zero Scope 2 by 2030
- Re-affirmed Zero Carbon
costs. By 2022 there will be a 15% average savings in carbon targets and are relying on assistance from Leadership in Real Estate: In 2016, AMP Capital’s target across the real
pledge as founding
estate platform
$/sqm energy outgoings. us to achieve them. As it is cost neutral, this zero wholesale office fund was one of the first to make signatory of the World
- 169 kWp of solar installed Green Building Council’s
Price cap: The contract includes a price cap, which carbon achievement supports our investor’s ability a commitment to become zero net carbon by at Milton Green, Brisbane Net Zero Carbon
means throughout the seven-year term there will to address their underlying members’ interest in 2030 (Scope 1 & 2). It was also one of the founding Buildings Commitment
be no price escalation above the day one electricity directing superannuation savings toward renewable signatories to the World Green Building Council’s - 700 Bourke Street,
energy and carbon emissions reduction projects, Net Zero Carbon Buildings Commitment, launched Melbourne: 150kWp
rate. This is a great result for our tenant customers added to our renewable
who will benefit from stable electricity outgoings while still delivering strong returns. in September 2018 at the Global Climate Action 2016 energy capacity
for the next seven years. Pleasingly, while the price Customers: Our tenant customers will benefit from Summit in San Francisco. AMP Capital is now one of
is capped, there is the potential for the price to go stable electricity outgoings for the next seven years, the first real estate companies to enter such a large
- Commitment to make six
down. At the renewal dates, we can negotiate lower as well as the reputational benefits of being located renewable electricity contract. Our hope is that by office assets in the real
electricity costs if market conditions mean that our in a zero-carbon building. An additional benefit for demonstrating the way to cost-effectively transition estate portfolio Zero Net
Carbon by 2030 and to
retail partner, Diamond, can offer a better price than tenants who are already offsetting their emissions is to zero carbon, we can support the wider industry reducing, avoiding or
at commencement of the agreement. that they will no longer have to buy offsets for their transition to renewable electricity. offsetting at least 100%
of the annual Scope 1 and
base building emissions, which are now zero. Offsets: From the 1st of January 2021 we will also Scope 2 Greenhouse Gas 2015
buy carbon offsets to compensate for the remaining emissions associated with
the assets’ base building
carbon emissions (known as Scope 1 direct services by 2030.
emissions) associated with burning gas for heating - 100kWp PV operational
- 100 kWp of solar installed at 1 Thomas Holt Drive,
hot water, from burning diesel to power backup at Northbridge Plaza, Sydney
generators and from the emissions associated with Sydney
refrigerant leakage from chillers. For now, until
gas is phased out and there is a switch to batteries
and low global warming potential refrigerants, we
Solar panels at Peak must buy offsets for these Scope 1 emissions. The 2013
Hill: one of two farms carbon offsets relate to native forest regeneration
from which we will at a former cattle and sheep station which will be - Corporate operations
procure 100% of the fenced off to allow the native vegetation to regrow. i.e. AMP’s own
output, in order to As trees grow carbon is stored. Carbon offset credits office tenancies
become carbon
supply electricity are quantified and then used to offset emissions;
2013
neutral
covering the base these are known as ‘domestic nature-based’ carbon
building services of six credits. Approximately 6,400 tonnes have been
office assets during purchased from the Longdowns Regeneration
the course of a year Project in NSW.
AMP Capital Real Estate Sustainability Report 2020 18 AMP Capital Real Estate Sustainability Report 2020 19Energy efficiency reduced heat loads with people absent), resulting
In 2020, over 17,000 tonnes of CO2 emissions (almost in overall lower energy consumption through
82,000 GJ of energy) were saved throughout our 2020. Throughout the COVID-19 lockdowns and
portfolio. This is a 19.8% improvement in emissions restrictions, retail centres within our portfolio
intensity and 17.3% improvement in energy intensity generally remained open to ensure the provision
when compared to 2019. of essential goods and services to the community.
Supermarkets, allied health facilities and banks
For managed retail centres, the area weighted continued to trade, however, food courts and other
average NABERS energy rating equalled 4.5 Stars, up retail offerings were periodically shut or operated at
from 4.3 Stars at the end of 2019. This outperforms reduced occupancy throughout the year as required
the industry average benchmark of 4.1 Stars1 . The by public health regulations. As a result, retail centres
average NABERS rating in the office & logistics also experienced lower energy consumption.
portfolio also improved to 4.5 Stars by the end of
2020, up from 4.4 at the end of 2019. This is on par During 2020 we conducted innovative research into
with the industry average benchmark of 4.5 Stars1 . the role our managed buildings can play in alleviating
pressure on the electricity grid at times of peak
The COVID-19 pandemic resulted in lower demand. We investigated a suite of measures known
overall occupancy levels throughout the real as ‘demand response’ initiatives, including turning
estate portfolio. As a result, we adjusted the off non-essential equipment, automatically adjusting
way we managed our assets in order to maintain temperatures and running generators. This is a Bond One in Sydney was one of the first office assets
comfortable occupant conditions, whilst not causing promising opportunity to reduce electricity costs by in Australia to achieve a 6 Star NABERS energy rating
disproportionate energy consumption. lowering peak demand charges, as well as ultimately
In office assets, we observed higher gas receiving payments by participating in the demand
consumption in winter for heating, but reduced response market. 2019 vs 2020 Emissions
electricity consumption in summer (due to the
Energy indirect
2019 vs 2020 Energy Consumption* Direct (Scope 1) (Scope 2) Emissions Intensity
GHG emissions* GHG emissions* Total Scope 1+2 (kg/sqm/yr)1
Energy Intensity
Electricity (kWh) Fuel/Gas (MJ) Total Energy (GJ) (MJ/sqm/yr)2 2019 2020 2019 2020 2019 2020 % 2019 2020 %
Office and
2019 2020 2019 2020 2019 2020 % 2019 2020 % Logistics
5,739 4,908 41,669 33,006 47,408 37,913 -20.00% 66 52 -21.80%
Office and Retail 491 574 42,900 34,958 43,160 35,533 -17.70% 58 48 -17.70%
45,630,040 37,280,944 111,378 95,251 275,646 229,460 -16.80% 384 312 -18.60%
Logistics
Total 6,230 5,482 84,569 67,964 90,568 73,446 -18.90% 61.9 49.7 -19.80%
Retail 57,187,258 47,206,593 9,518 11,143 215,392 181,086 -15.90% 288 242 -15.90%
Total 102,817,298 84,487,537 120,896 106,394 491,038 410,546 -16.40% 335 277 -17.30% *All GHG emissions figures in tonnes of CO2-e. The basis of calculation for emissions has been revised to include all assets with full year
operational control. The 2019 figure has been restated using the new methodology for consistency.
*The basis of calculation for energy has been revised to include all assets with full year operational control. The 2019 figure has been revised
in this report for methodological consistency with the 2020 figure. In previous reports we excluded assets that we did not own for 2 years Base building emissions and emissions intensity
consecutively. This year we have included any asset over which we had operational control for a full year.
60,000 80
Emissions intensity (Tonnes Co2/sqm/year)
Base building energy consumption and energy intensity
70
350,000 500 50,000
Emissions (Tonnes CO2)
450 Energy Intensity (MJ/sqm/year) 60
300,000
400 40,000
50
250,000 350
Energy (MJ)
300 30,000 40
200,000
250 30
150,000 20,000
200
150 20
100,000
10,000
100 10
50,000
50
0 0
0 0
2017 2018 2019 2020
2017 2018 2019 2020
Energy – O&L Energy – Retail Energy intensity – O&L Energy intensity – Retail Base building emissions – O&L Base building emissions – Retail
Emissions intensity – O&L Emissions intensity – Retail
Portfolio energy intensity reduction over time
Portfolio emissions intensity reduction over time
1. NABERS ANNUAL REPORT 2019/20, viewed 17 May 2021, https://nabers.info/annual-report/2019-2020/
2. Net Lettable Area (NLA) used for Energy Intensity calculations for Offices and Gross Lettable Area Retail (GLAR) for Retail centres. Intensity 1. Net Lettable Area (NLA) used for Energy Intensity calculations for Offices and Gross Lettable Area Retail (GLAR) for Retail centres. Intensity
and emission figures were calculated over the calendar year, and only include assets owned and operated by AMP Capital Real Estate where and emission figures were calculated over the calendar year, and only include assets owned and operated by AMP Capital Real Estate where
we had energy and emissions data over the full 12 months of the year. When assets have external co-owners but are operated by AMP Capital, we had energy and emissions data over the full 12 months of the year. When assets have external co-owners but are operated by AMP Capital,
the total energy consumption and emissions were included in calculations. Assets where we do not have operational control, including co- the total energy consumption and emissions were included in calculations. Assets where we do not have operational control, including co-
owned assets operated by others, have also been excluded from these figures. owned assets operated by others, have also been excluded from these figures.
AMP Capital Real Estate Sustainability Report 2020 20 AMP Capital Real Estate Sustainability Report 2020 21NABERS Energy improvements Examples of proposed operational measures include - Climate due diligence: Throughout 2018/19 we
In the Office & Logistics (O&L) portfolio there were some notable improvements in NABERS Energy Ratings: improving egress signage and display of evacuation trialled cloud-based analytics platforms to analyse
plans for floods and bushfire events; reviewing financial impacts of climate change on 10 of our
- 20 Windmill Street, Millers Point, Sydney (Bond One), achieved the first 6 Star NABERS Energy Rating in HVAC capacity and determining if cooling systems assets. We intend to incorporate a similar process
our managed portfolio will be able to cope with heatwaves; weekly checks into our due diligence process for acquisitions.
- 18 out of 36 rated assets improved their NABERS Energy Rating during 2020 of leaf litter in gutters during summer; outdoor air - Climate Value at Risk: Our next steps in 2021
- Across the O&L assets we manage, electricity consumption was reduced by over 20% during 2020 minimisation strategies to limit bushfire smoke ingress. will be to calculate the ‘climate value at risk’
Examples of proposed design and capital works for selected assets in the real estate portfolio
measures include minimising flammable materials on in Australia, in line with the UNEP-FI
In the Retail portfolio: facades; designing out box gutters where possible, recommended approach.
- Royal Randwick achieved the first 6 Star NABERS Shopping Centre Energy Rating in our managed portfolio or strengthening box gutter downpipe locations to TCFD Reporting: The following section
- Three out of 13 assets improved their NABERS Energy Ratings during 2020 cope with increased weight expected during more and Appendix B together address the key
intense rainfall and hail events; and where relevant, recommendations of the Task Force on Climate
- All assets are on track to improve their energy efficiency performance in 2021
updating flood action plans and warning systems to Related Financial Disclosures.
address potentially higher flood water levels.
We also participated in the Climate Measurement
Average NABERS energy ratings Standards Initiative, which developed common
scenario analysis forecasts, as well as best practice
Core elements of recommended
5.0
recommendations on climate-related disclosures, climate-related financial disclosures
NABERS StarRating
Portfolio Average
4.5 giving more substance and improved consistency to
TCFD reporting.
4.0 This builds on our previous work, which included
scenario analysis and asset level risk assessments Governance
3.5
and due diligence. All of which can be incorporated
3.0 into our reporting and processes in 2021 as follows:
- Scenario analysis: We conducted a climate change Strategy
2.5
adaptation and resilience study in February 2018
2017 2018 2019 2020
which evaluated climate change risk exposure
O&L Retail Combined Portfolio for each asset in our real estate portfolio using a
climate hazard risk evaluation process based on the Risk
Intergovernmental Panel on Climate Change’s most Management
NABERS Energy ratings improvement over time
extreme Representative Concentration Pathway
(IPCC RCP 8.5). The study involved climate change
Progress on renewable energy - Continuing investigation of on-site projections using RCP8.5 scenarios over two-time
renewable feasibility scales: 2030 and 2090. It considered the impacts Metrics and
- A 169 kWp solar PV array was installed and of extreme heat, bushfire risk, drought, extreme
is operational across Milton Green (Brisbane) - Applying for rebates under the Victorian Energy
Targets
rainfall/inland flooding, cyclones and severe storm
Buildings 3 and 6 Efficiency Certificates for LED and equipment events with wind and hail, and impacts of coastal
- A 450 kWp solar PV array was installed at upgrades, alongside building tuning and controls flooding and sea level rise for all major Australian
Marrickville Metro’s (Sydney) new Smidmore - Developing capability to enter demand cities and all AMP Capital real estate assets. The
Street retail centre, with the system due to be response contracts projections were based on climate science and
commissioned and operational in early 2021. climate model data from the CSIRO and Bureau of Governance
Meteorology “Climate Futures for natural resource The organisation’s governance around
Energy efficiency improvements Adapting to the predicted management regions” (2015). Projections modelled
for 2030 represent an average of the period
climate-related risks and opportunities
- Generated ~$500,000 worth of rebates across
four NSW assets through the NSW Energy Savings impacts of climate change 2020-2039, and the 2090 scenario represents an
average of the period 2080-2100.
Strategy
The actual and potential impacts of
Scheme. Most of these rebates were generated
from installing energy efficient LED lighting. & TCFD aligned reporting - Asset level climate change risk assessments:
During 2019, we conducted detailed assessments
climate-related risks and opportunities
on the organisation’s businesses, strategy,
- Installed analytics and trialled Brain Box Artificial of climate related risk and resilience to extreme and financial planning
Intelligence (AI) control system at several assets We are focused on understanding the risks that a weather events for every asset. We developed a
across the portfolio, ahead of a full roll-out in changing climate pose to our real estate assets, self-assessment questionnaire which was sent to Risk Management
2021. BrainBox AI is the world’s first autonomous quantifying those risks and mitigating them the property management team at every asset. The processes used by the organisation
artificial intelligence HVAC control technology. where possible. We collated the results to refine our understanding to identify, assess, and manage
It predicts changes in building operations, of key vulnerabilities and risk mitigation options. climate-related risks
Asset level risk mitigation recommendations:
occupancy and weather to automatically The survey collected information about extreme
During 2020, we continued to refine our
control temperature in a building, ensuring the
understanding of climate risks and impacts to
weather events that each asset has experienced Metrics and Targets
highest tenant comfort and the most efficient in the past and how the asset coped with those
the portfolio. We synthesised previous scenario The metrics and targets used to assess
use of energy. events. This information, combined with the
analysis and asset-level risk assessment information and manage relevant climate-related
exposure assessment, was used to develop a risks and opportunities
into a master document that identifies current
climate change adaptation strategy for each
Energy efficiency next steps for 2021 and beyond: and future risks from storms, floods, heatwaves
asset. During 2021, these asset level insights will
and bushfires. This document also includes Source: TCFD Report p.V, June 2017 “Final Report:
- Deploying Switch Automation and Brainbox AI be developed into a Climate Resilience section
recommended risk mitigation measures, some of Recommendations of the Task Force on
control system to more assets throughout the real forming part of each Asset ESG Plan, even if this Climate-related Financial Disclosures”
which are operational measures, and some of which
estate portfolio means listing the additional information required to
are design and capital works projects.
progress to an actionable plan.
AMP Capital Real Estate Sustainability Report 2020 22 AMP Capital Real Estate Sustainability Report 2020 23Sustainability Governance
The climate change strategy for the real estate portfolio is the responsibility of the Head of Sustainability
Climate Change Risk 2030 Sustainability Strategy
and Platform Operations, who reports to the COO, a member of the Real Estate Leadership Team, the senior
executive body in the Real Estate business. In addition, the sustainability team prepare an ESG section for a
Targets: Risks & Opportunities
joint O&L and Retail Board meeting, to support the discussion around climate resilience. The sustainability
team also periodically report to the AMP Capital Funds Management Board and Real Estate Investment
Further work we are undertaking on climate to trade due to floods preventing access, but
Committee on ESG matters including climate change transition and adaptation.
adaptation includes: also the role of shopping centres as a source of
The sustainability team have conducted asset level climate risk assessments, which now form part of the Asset essential provisions to cope with and remediate
- Identifying key climate related societal risks
ESG Plans in place for every asset, which are updated annually. The sustainability team also produce quarterly flood damage.
(beyond the asset) which might impact the asset,
ESG updates for each real estate Fund and an annual ESG strategy, which includes climate change resilience.
including potential impacts on tenants, building - Developing a shadow price on carbon and forward
The following table shows how the real estate sustainability team stays aligned and consistent with the AMP user’s desire or ability to come to the asset curve for gas prices to require consultants to
Capital and AMP Group Sustainability teams and broader governance structure. and impacts on supply chains that support the use when considering end of life replacement
operation of the asset. of gas-consuming equipment, such as domestic
- Carrying out site specific detailed climate change hot water and heating, hot water boilers and gas
Sustainability and Climate Change Governance adaptation plans for selected high risk assets, generators. This will help support the business
including both physical risks specific to the asset case for heat pumps, batteries and induction cook
as well as societal implications relevant to the tops as examples.
AMP Capital Real Estate Sustainability Team context the asset operates in such as: disruption to - Reviewing insurance coverage and potential gaps
transport and utilities; shopping centres as a place related to the predicted impacts of climate change.
of respite during a heatwave; potential disruption.
Develops and implements the sustainability and ESG strategy for the Real Estate business unit which includes
our response to climate change. TCFD related AMP Capital Real Estate 2030 Sustainability Strategy targets TCFD Risk and
1. A
chieve Zero Net Carbon by 2030 (Scope 1&2) and material Scope 3 emissions Opportunity Framework
AMP Capital Real Estate Leadership Team by 2040 Physical risks – acute: storms,
floods, heatwaves, bushfires
2. M inimum efficiency of 5.5 Star NABERS Energy ratings for all Offices and 5 Star
NABERS for Shopping Centres by 2030 Targets: 10, 13, 14
3. 100% of electricity to be sourced from renewables by 2030 Physical risks – chronic: heat
Endorses and oversees the implementation of the Real Estate sustainability strategy and provides resources
4. O ffice and shopping centre developments and major refurbishments to stress, sea level rise
to execute it. Targets: 10, 13, 14
achieve: 5.5 Star Energy for Offices using NABERS Commitment Agreements;
and 5 Star NABERS Energy for Shopping Centres from 2020 Transition risk: competitive
Environment and Climate Change Working Group 5. C omplete solar PV rollout on all viable rooves by 2027 positioning & reputation
Targets: 1, 2, 3, 4, 11, 16, 17, 18
6. O btain or estimate tenant energy consumption for 100% of tenancies by 2022
Transition risk & opportunity:
7. D
evelop a peak demand management & storage strategy e.g. using generators
energy costs
Established in 2020 to monitor, oversee and report climate & environment related initiatives and or batteries by 2023
Targets: 1, 2, 3, 5, 6
compliance activities across the AMP Group. Chaired by the Head of Group Sustainability. Includes 8. E lectrification of buildings (phase out gas and diesel) by 2040
Transition risk: policy & legal
sustainability representatives from all AMP Group business units, including the Head of Sustainability for 9. T ransition to climate friendly refrigerants (zero ODP and GWPWaste
- commenced segregated collection of organics
Bin caddies for cafes and food retailers to in most of our retail assets, avoiding food waste
separate food waste during preparation at being sent to landfill; and
minimisation
Northbridge Shopping Centre
- improved bin design and signage to increase
recycling of bottles and cans in all managed
assets, which are refundable under different
Container Deposit Schemes (CDS) across NSW and
Queensland.
During 2020, a new waste
Container Deposit Schemes (CDS) have been in
management strategy was place in South Australia and the Northern Territory
implemented across the real estate for many years, but were only more recently
portfolio and our focus shifted to introduced in NSW, the ACT and Queensland. We
have started collecting eligible containers in our
collecting organic and compostable NSW and Queensland assets and were pleased to
waste to reduce disposal to landfill. be the first to trial the smart bin ‘Charopy’ system,
Having secured a grant to support a which uses a bar code reader and an automated
transition away from single use plastic door to only admit CDS recyclable bottles and cans
to the recycling bin. Using this system, we collected
to compostable packaging, our real 11,800 bottles and cans in the three-month period
estate team were the first in Australia from installation to December 2020. We will continue
to install ‘Charopy’ smart bins at a to roll out CDS-only collection bins in more assets
in NSW, Queensland and Western Australia during
retail centre, which has helped improve
2021. Assets in Victoria will introduce CDS when the
recycling rates for bottles and cans. scheme commences in 2023.
Australia produces 74 million tonnes of waste per Piloting Zero Waste Food Courts
year and we recycle just 60% of the total1 . According Compostable packaging was a key focus area in Real
to Clean Up Australia’s annual Rubbish Report2 , Estate’s 2030 Sustainability Strategy. During 2020,
food packaging accounted for almost 10% of total we secured a grant from the NSW Government to
rubbish collected in 2020. AMP Capital Real Estate pilot a zero waste food court in Sydney. The pilot
recognises there is an important role for us to play in will see 36 food & beverage tenants transitioning to
waste management throughout our assets. compostable packaging, which can then be recycled
In March 2020, the Council of Australian Government in the organics stream. We hope to eliminate
(COAG) announced its decision to progressively ban single-use plastic and reduce contamination rates
the export of plastic, paper, tyres and glass waste significantly and this will increase our diversion
from July 20203 . This meant we needed to look for from landfill rate and lower waste outgoings for
solutions on how to manage waste locally, with the our retail tenants.
aim of increasing recovery and recycling. Due to reduced overall occupancy in our assets, 23%
A new waste management strategy was rolled out less waste by total weight was generated throughout
across the real estate portfolio during 2020. The our real estate portfolio. The recycling rate was
aim of this strategy was to reduce the amount of stable at 37.3% during 2020 compared to 37.1% in
waste going to landfill, increase recycling rates and 2019. In most of our offices, overall recycling rates
improve the use of technology and infrastructure to decreased. Less secure paper was recycled, and in
improve waste management diversion rates across some instances this data stream was not included
the portfolio. since the bins were not full when they were collected
The key elements of this strategy included: and weight for this waste stream is estimated based
on quantity of full bin pick-ups. Recycling rates in
- Transition to five waste contractors across all our retail centres improved slightly from 38.1% to
Australian office, logistics and retail assets. 38.8%, particularly the cardboard stream. In 2021, we
- Adopted an industry best practice Operational look forward to purchasing a green smart organics
Waste Management Plan for better management compactor and trialling compostable packaging
of waste contractors. options at Macquarie Shopping Centre in Sydney.
- Installation of 34 new landfill and cardboard
compactors across our Australian retail assets.
- Introduced guidelines to improve waste dock
signage and best practice waste management
throughout our portfolio. We have started collecting eligible containers in our NSW
and Queensland assets and were pleased to be the first
to trial the smart bin ‘Charopy’ system, which uses a bar
code reader and an automated door to only admit CDS
1. National Waste Report 2020, Department of Agriculture, Water and the Environment, viewed 17 May 2021,
https://www.environment.gov.au/system/files/pages/5a160ae2-d3a9-480e-9344-4eac42ef9001/files/national-waste-report-2020.pdf recyclable bottles and cans to the recycling bin.
2. Plastic waste is on the rise, Clean Up Australia, viewed 17 May 2021, https://www.cleanup.org.au/plastic-waste-increasing
3. Council of Australian Government 2020, Phasing out exports of waste plastic, paper, glass and tyres, COAG, Canberra.
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