Sustainability Report - Air New Zealand website
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Sustainability Report — 2020
2 — CONTENTS A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— Contents
Introduction
03 Letter from the 04 Letter from the Chair 05 About Air New Zealand 06 Strategy & Governance
Air New Zealand of Air New Zealand’s of Sustainability at
Chief Executive Officer Sustainability Air New Zealand
Advisory Panel
Sections
08 01.
Caring for
12 02.
Tackling climate
16 03.
Championing
20 04.
Strengthening
24 05.
Sustainability
our people change & carbon sustainable sustainable dashboard &
& communities emissions tourism & regions supply chains performance
& reducing waste metrics
3 — INTRODUCTION — LETTER FROM THE CHIEF EXECUTIVE OFFICER A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— Letter from the Chief Executive Officer
It has certainly been a very decarbonisation will be required, and ensure long-term industry in the past year – through our
challenging year for the especially because family competitiveness. And we are up voluntary carbon offsetting
connections, business, tourism for this challenge – because there function FlyNeutral, together
aviation sector and for Air New
and New Zealand’s key export are equally strong environmental, we have contributed close to
Zealand. We have worked hard industries rely on international social and economic benefits to $1.5 million towards permanent
to ensure the actions we have air transport. be gained. Investing in sustainable native forestry projects across
taken over past months will alternative fuels will create skilled New Zealand and achieved an
Being able to decarbonise our
enable the airline to emerge business is considered vital to our
jobs benefiting regional New average uptake rate across all
competitively and sustainably Zealand; enable more resilient retail storefronts of 7.1 percent.
long-term success and remains
fuel supply chains; and utilise
from the Covid-19 crisis. But an important part of our business
waste materials as feedstock from
Air New Zealand has a fantastic
some of the decisions we have model, even as we navigate the
forestry and landfills or municipal
story about what it has achieved
had to make as an organisation most challenging economic over the past decade and I’m
solid waste, with the ability to
circumstances we have ever seen as especially proud this year of our
have been painful and I am an airline. Acting on climate change
transition to other feedstock gases
continued support for strong
grateful to the entire Air New using green hydrogen in the future.
is not something we consider to biodiversity outcomes with the
Zealand whānau – both those be a choice; it is an integral part New Zealand’s high mix of Department of Conservation
Greg Foran — Air New Zealand who are still employed with of the recent company-wide renewable energy, reliance on and to supporting regional
Chief Executive Officer us, and those who are not – for strategy reset we have called Kia aviation for domestic connectivity, communities through domestic
their incredible efforts and Mau (“get ready” in te reo Māori). and high proportion of relatively tourism – including advocating for
Through this work it has become short distance regional flights better, more sustainable, tourism
personal sacrifices through increasingly clear that as an airline also mean it is uniquely placed outcomes for New Zealand
this really difficult time. and as a country, if we are to meet to be an early adopter of next communities. In the coming year
The pandemic we are together our shared net zero by 2050 goal generation aircraft (electric, we will continue to build on the
facing has accentuated the and take decisive action in the hybrid and/or hydrogen). Air New actions we have taken, leading
importance of connection, and coming decade, we need to pursue Zealand is working with several and advocating for action on
the crucial role international trade sustainable alternative fuels. aviation equipment manufacturers decarbonisation and in turn,
links and international tourism play to accelerate development and fulfilling our promise of taking
Sustainable fuels and the
in the New Zealand economy. The deployment of future aircraft and care further than any other airline.
infrastructure they rely on require
impact of the global pandemic engine technology. Establishing
significant upfront capital and new Ngā mihi
has resulted in Air New Zealand New Zealand as a hub for aircraft
policy settings to give producers
operating significantly fewer innovation and an attractive
confidence there will be long-term
flights in the past year, which has location for the trialling of future
demand and to ensure commercial
seen our carbon emissions reduce aircraft technologies will accelerate
viability to the end user. These fuels
by 19 percent. While we will rebuild the commercialisation of next
currently cost two to three times
our airline, there is no doubt our generation aircraft while also
that of traditional fuel – but that
emissions profile in the coming providing employment and regional
commercial gap can be narrowed.
years must be lower than it was development benefits.
Making this a reality will require
pre-Covid. Air New Zealand is one Greg Foran
close collaboration, investment A big thank you to our customers
of the most fuel-efficient operators Air New Zealand
from both the public and private too for your continued support.
in the world with a very modern Chief Executive Officer
sectors, and strong enabling We have been especially delighted
fleet – but further significant policy to attract investment with voluntary offsetting rates October 2020
< B AC K T O C O N T E N T S
4 — I N T R O D U C T I O N — L E T T E R F R O M T H E C H A I R O F T H E S U S TA I N A B I L I T Y A DV I S O RY PA N E L A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— Letter from the Chair of the Sustainability Advisory Panel
This has been a terrible year it’s going to have to be on a steeply shocked aviation into a more acute
for the global aviation industry. declining trajectory by then, and realisation both of its vulnerabilities
capable of demonstrating exactly and of its obligations.
And there will be no immediate
what its contribution would be to
bounce-back either. The avoiding the nightmare of runaway
Hopefully, it will have simultaneously
lingering effects of Covid-19, shocked governments into a
climate change. A nightmare that
realisation of how much smarter
quarantine controls, residual will make the impact of Covid-19
they now need to be in providing
nervousness in some people on the global economy look like
the right policy settings to make it
about getting back on a plane, a minor market perturbation.
possible for airlines to do what they
even after a global vaccination It is therefore very encouraging need to do. The new Government
programme – it all points to a to see Air New Zealand doubling in New Zealand now has a precious
slower recovery for aviation down on its Carbon Reduction opportunity to show what real
Programme and its overall leadership looks like in that regard,
than for almost every other
Sustainability Strategy, as reflected working closely with Air New
sector of the economy. in Greg Foran’s introductory Zealand to ensure that one of New
It also points to the imperative, words. It would be so easy, facing Zealand’s most iconic companies
Sir Jonathon Porritt — Chair of for all airlines, of positioning such incredibly difficult head can indeed continue to thrive
Air New Zealand’s Sustainability strategically for that post- winds, having to take such painful indefinitely into the future.
Advisory Panel decisions to ensure the company’s
pandemic world. There are many And that, of course, is exactly what
uncertainties about what that world future success, just to put
sustainability means.
will look like. But one thing that sustainability ‘on the backburner’.
is absolutely guaranteed is that I can say categorically that this is
there will be a far greater sense of not happening, and that all of us on
urgency in addressing the Climate Air New Zealand’s Sustainability
Emergency in which the world finds Panel (page 7) are impressed at
itself engulfed. the leadership being shown here
both by the Board and by the whole
Many governments have – at Executive Team.
long last woken up to the scale
I have been deeply critical of Sir Jonathon Porritt
of this Emergency. And to the
the aviation sector in the past. Chair of Air New Zealand’s
fact that we can no longer defer Sustainability Advisory Panel
immediate radical action. The Ever since governments chose
Intergovernmental Panel on to exempt international shipping October 2020
Climate Change tells us, quite and aviation from the binding
agreement of the Kyoto Protocol
straightforwardly, that emissions
back in 1997, the response to
of greenhouse gases need to halve
accelerating climate change on
over the course of the next decade.
the part of both sectors has been
The aviation sector will not be able complacent and obstructive.
to halve its emissions by 2030. But If nothing else, Covid-19 has
< B AC K T O C O N T E N T S
5 — INTRODUCTION — ABOUT AIR NEW ZEALAND A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— About Air New Zealand
Prior to the 2020 Covid-19 pandemic, Air New Zealand operated a global
network, with a Pacific Rim focus, connecting passengers and providing
cargo services to, from, and within New Zealand.
As a small island nation in the Pacific, air travel provides a vital We carried more than 35,000 tonnes of cargo on our network in
connection to the rest of the world and this became even more the past year, supporting New Zealand businesses and facilitating
urgent movements of medical and infrastructure supplies and
evident as global air travel reduced in the past eight months in
transporting high value products to international markets.
response to the pandemic.
While passenger numbers have dropped significantly since March 2020
due to Covid-19, we operated five repatriation flights to get returning
Kiwis home to New Zealand’s shores as well as 26 repatriation charter
flights for stranded visitors in New Zealand. This included flying to ports
we had never flown to before.
Winner 20 3.18m 3.49m 35,045 tonnes
of the 2019 Deloitte 200 domestic destinations social media fans, up from 3.08m Number of Airpoints™ members, of cargo carried, including 20,000
Sustainable Business Award in the prior year up 9% from the prior year tonnes under the International
in New Zealand Airfreight Capacity Scheme
commenced with the Ministry of
Transport in May 2020
< B AC K T O C O N T E N T S
6 — I N T R O D U C T I O N — S T R AT E GY & G OV E R N A N C E O F S U S TA I N A B I L I T Y AT A I R N E W Z E A L A N D A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— Strategy & Governance of Sustainability at Air New Zealand
Our purpose at Air New Zealand is to enrich our country by connecting
New Zealanders to each other and New Zealand to the world.
Our Sustainability Framework has helped to guide our Internally, we regularly monitor and track performance against targets in each of our framework areas. In the
actions and is aligned with the United Nations Sustainable past year we had a four-member Sustainability Executive Steering Group comprising our Executives responsible
for Strategy; Ground Operations; Marketing & Customer; and Operational Integrity and Safety. Moving forward,
Development Goals (SDGs), the blueprint to create a better and
the full Executive will meet monthly to discuss advancement of our decarbonisation plans and sustainability
more sustainable future for all. We have identified nine SDGs agenda given their significance within our new company-wide strategy.
that we have the greatest ability to positively impact.
Sustainability Framework
Manaakitanga Kaitiakitanga Ōhanga Ora 2020 marks the final year for many of our targets as articulated in our Sustainability Framework
Our people Our place Our economy and in 2021 we will be sharing our new strategy, focus areas and associated goals and targets.
Air New Zealanders Carbon Tourism Key learnings over past years include:
Communities Nature & Science Trade & Enterprise
• The importance of ensuring • The critical roles that • The need to get started, even at a
strong cross-business organisational culture and small scale, to generate learnings
collaboration and holding building sustainability and eventually build momentum
relevant senior leaders jointly knowledge within senior for larger scale impacts. An
accountable for achieving leadership, delivery teams, and example here includes our small
the company’s sustainability partners play in achieving our initial substitutions for single-use
targets, coupled with strong sustainability objectives. In the plastic inflight materials, which
shared governance at the past year, the Sustainability have subsequently encouraged
Executive level to ensure Masterclass (see page 10), hosted the exploration of new suppliers
delivery within the organisation. for key Air New Zealanders and and products to deliver more
external parties, helped to drive widespread waste reductions.
more personal and therefore This led us to removing 55
business-wide ownership of the million single-use plastic items
sustainability agenda. from our operations through
transitioning items to lower-
impact alternatives or removing
them entirely.
< B AC K T O C O N T E N T S
7 — I N T R O D U C T I O N — S T R AT E GY & G OV E R N A N C E O F S U S TA I N A B I L I T Y AT A I R N E W Z E A L A N D A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
Sustainability Advisory Panel
Our Sustainability Advisory Panel provides an independent forum by which expert
guidance and critique is provided on our sustainability agenda.
The Panel is currently made up of four external members who Panel members have been selected based on their unique sets of skills to assist us with driving our sustainability
meet with relevant Executives and senior leaders twice a year agenda forward. Current Panel members include Sir Jonathon Porritt, Dame Anne Salmond, Dr Susanne Becken,
and Professor Tim Jackson. We were also deeply saddened by the passing of Sir Rob Fenwick in early 2020.
to hear about our current progress on sustainability targets,
Sir Rob was a member of our Panel since 2015 and we valued him hugely for his contribution, support and
provide updates on new developments in the sustainability challenge on our sustainability agenda. He had incredible vision and took significant actions to improve New
space, and debate and develop new opportunities. Zealand’s biodiversity, climate and waste reduction outcomes and was fundamental in accelerating corporate
sustainability progress across the country. To read more about our Panel members click here. The Panel also
provides continuing advice on sustainability matters outside of these bi-annual meetings, including supporting
us on sustainability aspects of our new Kia Mau (‘get ready’) strategy.
Material issues for 2020
Ongoing engagement with our internal and external
stakeholders allows us to consider the key issues they care In this report we focus on the following:
about and identify material issues that are relevant to Air New
Zealand in the current operating context. Consultation takes 01. Caring for 04. Strengthening
place with our employees, customers, investors, suppliers, our people & sustainable
industry partners and the communities we operate in.
communities supply chains &
The identification of our material issues is further supported by our Board
of Directors, Executive, and Sustainability Advisory Panel who assess 02. Tackling climate reducing waste
the issues that are most material to our operations, the environment,
our customers and other stakeholders. Our Executive also reviews the change & carbon 05. Sustainability
risks identified in our Enterprise Risk Process and annual and long-term emissions dashboard &
strategic planning cycles.
The material issues identified as part of this canvassing of multiple 03. Championing performance
metrics
stakeholders then forms the backbone of our direction as a company,
including strategic priorities, sustainability initiatives, mitigation of risk,
sustainable
and reporting. tourism & regions
< B AC K T O C O N T E N T S
8 — S E C T I O N 0 1 — C A R I N G FO R O U R P E O P L E & C O M M U N I T I E S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
– Caring for our people
& communities
People are and have always been the heart of
our airline – he tāngata, he tāngata, he tāngata.
Manaaki or caring for our people is inherent in who
we are – that care carries through to our customers
which is why they choose to fly with us.
This year our people have proven yet again how
resilient and dedicated they are as we have faced
one of the most difficult times in the airline’s history.
Despite saying goodbye to friends and colleagues
and adapting to Covid-19 Alert Levels, they continue
to deliver exceptional service to our customers and
outstanding work.
< B AC K T O C O N T E N T S
9 — S E C T I O N 0 1 — C A R I N G FO R O U R P E O P L E & C O M M U N I T I E S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
Supporting our more than 1,000 others have
taken voluntary periods of leave
donations from employees. More
than 1,000 Air New Zealanders
isolation in hotels while on layover,
then more testing and self-isolation
Our 10 employee networks
connect, support and give a voice
people through without pay or reduced hours to
support the airline.
have received a grant so far. We
also worked with AMP to enable
on return. Our Chief Medical Officer
works closely with the Ministry of
to our employees, driving an
inclusive workplace where people
Covid-19
our FlexiSaver members to make Health to make sure we have the of all genders, sexual identities
We have put in place a number of withdrawals of up to 30 percent most up-to-date practices and and abilities are respected,
measures to support people exiting from their superannuation account. precautions to ensure safety. The accepted and valued. They have
the business and safeguard the team recently established in- been instrumental in us attaining
The past eight months have been
wellbeing of all Air New Zealanders. Internal secondment opportunities
exceptionally challenging – the house compliance and surveillance the Gender, Rainbow and
This included promoting our were maximised to keep people
impact of Covid-19 on the aviation testing for employees to make it Accessibility Ticks.
wellbeing resources: employed for as long as possible.
and tourism industries has been easier for them to get tested. We
For example, cabin crew and airport In addition, we have learning
heart-breaking. Over this time our • Wellbeing Hub with customised are also working with overseas
workers supported the Contact modules on understanding our
priority has been the health, safety Covid-19 toolboxes on financial hotels to make sure crew have
Centre team in answering the tens different communities, what being
and wellbeing of our people and wellbeing, managing stress access to fresh, healthy food and
of thousands of queries we received inclusive looks like and awareness
our customers. and anxiety, self-isolation and rooms with outlooks to improve the
every week. The Learning team of the impact of unconscious bias
working remotely layover experience.
We have worked closely with the partnered with tertiary education on decision-making.
Ministry of Health to implement • Weekly wellbeing check-in text providers to promote reskilling We are extremely grateful for
courses and funding options for the professionalism Air New
Gender
measures to keep our crew and messages and emails – people
the New Zealand public safe. could tell us how they and their impacted employees. Learning Zealanders have shown throughout
materials were also created along this crisis. They have been
balance
Such measures have included whānau were feeling and request
the extensive use of personal a wellbeing check-in. More than with curated LinkedIn Learning steadfast through the constantly
protective equipment (PPE), 28,000 responses were received modules. Career transition support changing environment and remain
on-site Covid-19 testing for our was provided through: the backbone of our business. We pride ourselves on developing
people, isolation of international air • Thrive mental health app
• 1:1 Careerdesk advice women and promoting gender
Our diverse
crew, and the cleaning of aircraft • Employee Assistance diversity, creating a culture that
with antiviral products. Programme • Career livestream sessions, empowers women. We have
workbooks and videos
The difficult economic
circumstances meant we had to
• Peer Assistance Networks
• Promotion of external job people increased the proportion of women
in senior leadership positions over
make the tough decision to right- • Our Special Assistance Team opportunities – more than the past year, with 51 percent of
size our organisation to match was deployed to support 1,000 jobs shared with nearly Diversity creates a better our Airline Leadership Team now
the reduced flying demand and vulnerable employees 45,000 views culture, drives innovation and is women. Our gender pay equity gap
prepare the airline to be smaller ultimately good business. With shows men are paid 0.89 percent
• Health & wellbeing livestreams • Staying Connected Register for more than 132 known ethnicities, more than women in comparative
for at least a time. We worked
on managing stress, financial departing employees to receive we strive to create a workforce roles, so we will continue to review
with our unions and employees to
wellbeing and mental health future job opportunities that represents Aotearoa and is a our processes and policies to
find alternative ways of reducing
costs to minimise the number The Āwhina Trust was set up to It has been enormously challenging place Air New Zealanders can be ensure they promote equality.
of redundancies. Unfortunately, provide employees with hardship for our international crew flying our themselves and thrive.
we still had to farewell more than grants, using funds provided cargo and repatriation flights. They
4,000 Air New Zealanders and through salary sacrifice and undergo testing before departure,
< B AC K T O C O N T E N T S
10 — SEECCTT
S I OIN
O0N1 —
0 1C—
A R IC
NAGR
FOIN
RGO UFO
R PR
E OO
PUL ER& PCE
OO PU
MM LN
EI T&I ECS O M M U N I T I E S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
Māori & of our people leaders and key
stakeholders (suppliers, airport
• The Airpoints for Schools
programme had some travel
PPE were delivered, with dedicated
PPE flights on average containing:
Pasifika operators, key customers and
investors) to build awareness
that was impacted. We are
working with the chosen schools
• 416,000 masks
development and capability to deliver on our to reschedule them on their • 8,300 sterilised gowns
sustainability agenda. In November educational travel • 23,000 medical alcohol wipes
2019, Sir Jonathon Porritt, Chair of
Our commitment to growing and • Our internal team of • 5,000 plastic face shields
Air New Zealand’s Sustainability
developing Māori and Pasifika conservationists, called the • 16,600 litres of hand sanitiser
Advisory Panel, facilitated a two day
leaders continues, with 17 percent Greenteam, supported several
Sustainability Masterclass, where These logistically complex
of leaders now of Māori or Pasifika volunteering activities this year,
world-class local and international operations provided vital PPE
descent1. We are well on track to including the Department of
contributors provided expert reserves for New Zealand at a
meet, and hopefully exceed, our Conservation Pāteke release in
insights and facilitated discussion – time when there was substantial
target of 20 percent by 2022. the Arthur Valley
assisting participants to build their demand for such supplies
Mango Pare, our programme to knowledge and explore ideas and As we look to 2021 we will continue to around the world. Across April
develop aspiring Māori and Pasifika actions to meet the sustainability rebuild our community programmes and May alone, we moved
leaders through indigenous challenges confronting both Air around the Covid-19 restrictions, around 1,200 tonnes of cargo
values, kicked off last year. The New Zealand, the aviation sector adapting where we can. from Shanghai to New Zealand,
first 16 participants shared and partners across New Zealand. the majority of it PPE. We continue
to keep these key cargo links
Playing our
overwhelmingly positive feedback
open to ensure adequate PPE
Community
– check out what they had to say
supplies globally.
here. We are running another
part to deliver
support
course this year and are grateful for
the funding received from Te Puni
Kōkiri to support this. essential
Over the past year our TupuToa
intern programme (which aims to
As an airline we endeavour to
extend manaaki to the communities personal
create career pathways for Māori
and Pasifika students) had eight
we fly to and support New
Zealanders through a number of protective
interns, four of whom have stayed
employed with Air New Zealand
initiatives. Unfortunately many of
our programmes were impacted equipment
following their internships. by Covid-19, but some of the
successes were: As the Covid-19 pandemic grew
in impact and reach, we worked
Embedding
• Our Carepoints™ programme with the business sector and
launched in May enabling the Government under tight
sustainability
Airpoints™ members to donate timeframes to arrange 80
Airpoints Dollars™ to three dedicated cargo flights from
charity partners – KidsCan, Shanghai to Auckland. Many of
Pre-Covid-19, a key strategic focus Women’s Refuge and New Zealand these flights contained PPE for
was on embedding sustainability Red Cross. Nearly 250,000 health workers and other essential
and enabling more than 100 Airpoints Dollars were donated services. In total millions of items of
1 Based on those Air New Zealanders that have elected to fill out their descent details.
< B AC K T O C O N T E N T S11 — S E C T I O N 0 1 — C A R I N G FO R O U R P E O P L E & C O M M U N I T I E S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— Key metrics
WO M E N I N LE AD E R S H I P/
MĀO R I & PA S I FI K A LE AD E R S MANAG E M E NT
13
2018
% 15%
2019
17 %
2020 2020
36%
E M PLOY E E N E T WO R K S I N O PE R ATI O N WOMEN IN SENIOR LE ADERSHIP
1. Pride 4. Women’s 7. Young 9. WINGs (Women 10. Women in
Professionals Inspiring the Engineering,
2. Manu 5. Kiwi Asia Next Generation) Maintenance 51%
8. Women in Digital – Pilots & Supply Chain
3. Enable 6. Ex-Services
2020
E M PLOY E E A S S I S TAN C E PRO G R AM M E (E AP) U TI LI SATI O N R ATE 1 WE LLB E I N G H U B VI S IT S
9.8
2019
% 10.5
2020
% 1,165
average unique users each month
TOTAL R EC O R DAB LE R ATE S ( TR R ) O F I NJ U R I E S 2
5.1/million hours
2020 (down from 10.3 in 2019)
1 EAP Association Guidelines indicate that a utilisation rate (the percentage of new and re-opened cases, based on FTE) over 6% is an indication EAP is being used as a proactive wellbeing tool.
2 Based on injuries (medical treatment and lost time incidents) x 1,000,000 / actual hours worked.
< B AC K T O C O N T E N T S12 — S E C T I O N 0 2 — TAC K L I N G C L I M AT E C H A N G E & C A R B O N E M I S S I O N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
– Tackling climate change
& carbon emissions
Despite Covid-19 clipping the wings of the global aviation industry
in the past eight months, the importance and urgency of climate
action remains as pressing as ever.
While the Covid-19 pandemic essentially grounded
a significant proportion of the global aviation industry
in 2020, the climate has continued to warm. World
over, devastating climate-related weather events have
gained momentum and intensity. From wildfires in
Australia, the United States and the Arctic, to flooding
in New Zealand, the climate crisis has not stopped for
the pandemic.
< B AC K T O C O N T E N T S13 — S E C T I O N 0 2 — TAC K L I N G C L I M AT E C H A N G E & C A R B O N E M I S S I O N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
At the same time, the pandemic movement of pandemic response Carbon Offset and Reduction VO LU NTARY O FFS E T TI N G U P TAK E R ATE S I N F Y20 1
has exposed the criticality of air equipment, PPE, and facilitating Scheme for International Aviation
7.0% 14.0%
transport to New Zealand’s trade, repatriation of people. However, (CORSIA) requiring carbon neutral
export, investment and tourism continued fleet substitution growth from 2020 and annual
industries. The importance and challenges caused by the Rolls- measurement and reporting.
pitfalls of global connectivity Royce Trent engine issues coupled Read more about our climate-
have never been more stark and with the unique challenges related governance, strategy,
the enormous economic benefit posed by the Covid-19 operating risk management, metrics and New Zealand (up from 4.6% in FY19) UK (up from 9.8% in FY19)
created by air travel has never environment, ultimately eroded targets in our 2020 Taskforce
10.3% 9.0 %
been more apparent. It is clear some of the hard won efficiency for Climate Related Financial
that aviation remains vital to our gains in the first part of the year, as Disclosures (TCFD) contained in
future prosperity, but the industry the operation responded to a new our 2020 Annual Financial Results
must evolve and operate in a more network, new destinations, new available here.
sustainable manner. social distancing guidelines, fewer
Covid-19 has not dampened our US (up from 7.3% in FY19) Canada (up from 6.0% in FY19)
passengers and more cargo.
Through our dedicated Carbon customers’ awareness of the
6.3% 4.8%
Reduction Programme, we have Air New Zealand continues to be effects of climate change or
continued to focus on making a participant in the New Zealand their commitment to travel in a
the operation as fuel efficient as Emissions Trading Scheme and has more sustainable manner. More
possible, both in the air and on the an obligation to report greenhouse customers than ever before chose
ground. This focus has helped us gas emissions generated from to voluntarily offset their flight-
improve fuel efficiency by more fuel use on all domestic flights and related carbon emissions in the Australia (up from 4.3% in FY19) Singapore (since launch 4 Oct 2019)
6.9 7.1
than 18.3 percent since 2009. then purchase and surrender to the year, either by “ticking the box”
The Covid-19 pandemic and New
Zealand’s elimination strategy
and border closure, required the
Government an equal number of
New Zealand Units to match those
emissions. In the 2019 calendar
when booking, or by offsetting
through our FlyNeutral programme
for corporate and government
% %
airline to pivot and support the year, our Emissions Trading customers. Air New Zealand also
recovery of the economy via its Scheme obligation was 628,408 continued to voluntarily offset all Japan (since launch 3 Mar 2020) Uptake rate across
cargo operation. During the year, tonnes CO2-e. For emissions the carbon emissions attributable
the airline operated hundreds generated in international to employees flying for work
all activated storefronts
(up from 4.6% in FY19)
of charter flights, enabling the airspace, we participate in the around our network.
C O R P O R ATE AN D G OVE R N M E NT C U S TO M E R RO LL O F H O N O U R
Corporate and Governmental Massey University / Spark / Ministry of Social Development / Accident Compensation Corporation /
organisations demonstrating Ryman Healthcare / AsureQuality / Health Quality and Safety Commission / PĀMU Farms of New Zealand /
leadership by offsetting
flight-related travel emissions Stuff / New Zealand Oil & Gas / Milford Asset Management / Information Leadership / Arvida / Bell Gully /
in FY20 through FlyNeutral2 Hawkes Bay Regional Council / BLAKE / Co-op Bank / Office of the Clerk / Deloitte New Zealand
1 Number of bookings partially or fully offset as a percentage of all bookings through the relevant online storefront; New Zealand, United Kingdom, United States, Canada and Australia data for all FY20, other markets since functionality was available within the year.
2 Customers are listed in order of tonnes of CO2-e offset through the programme in FY20.
< B AC K T O C O N T E N T S14 — S E C T I O N 0 2 — TAC K L I N G C L I M AT E C H A N G E & C A R B O N E M I S S I O N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
G R E E N H O U S E G A S I NVE NTO RY Within FlyNeutral, half of the carbon
emitted was offset with emission
Australia and China. Air New
Zealand keeps none of the funds Internal
Total GHG emissions Tonnes Tonnes Tonnes
reduction units generated from
permanent native forestry projects
collected via FlyNeutral.
Despite the devastating impact of
governance
operational sources CO2-e 2018 CO2-e 2019 CO2-e 2020 in New Zealand, including from the
emissions the pandemic, customers chose The Board of Directors is ultimately
NZ Native Forest Restoration Trust,
scope to voluntarily offset more carbon responsible for our response
Wellington City Council’s Outer
emissions than ever before through to the risks and opportunities
Scope 1 Aviation Fuel, 3,730,246 3,925,650 3,176,634 Green Belt, the Coatbridge Native
FlyNeutral in the year – along with presented by climate-related
LPG, Natural Forest Project (Marlborough),
the airline’s own voluntary offsetting issues. Board oversight is through
Gas, Ground the Tempello Biodiversity Project
commitments, customers elected the Audit and Risk Committee,
Diesel, Ground (Marlborough), Hinewai Reserve
Bio Diesel, to offset over 92,0002 tonnes of which oversees key risks including
(Banks Peninsula) and Owenga
Ground Petrol CO2-e up from over 63,000 tonnes climate change. This committee
Reserve (Chatham Islands). The
in the previous year. meets quarterly and updates the
Scope 2 Electricity 3,044 3,098 2,832 airline and its customers supported
permanent native afforestation The supply of permanent New Board following each meeting.
Totals 3,733,290 3,928,748 3,179,466 Management has day-to-day
throughout New Zealand by Zealand native forestry offsets
contributing around $1.47 million is a clear challenge for New responsibility for identifying and
Biomass Wood pellets 638 725 1,050 to these New Zealand projects in Zealand (and for the future of managing climate-related risks
(CO2) and opportunities. Climate-related
the past year. The other half of the Air New Zealand’s FlyNeutral
carbon emitted was offset with programme) and we have workstreams are the responsibility
In 2019, New Zealand Ministry for the Environment released a new set of greenhouse gas emissions
factors for organisational reporting, including for the first time an emissions factor for aviation fuel. emission reduction units generated encouraged and supported the of the full Executive team, the
Air New Zealand has adopted this figure to stay consistent with national greenhouse gas inventory
from biodiversity and sustainable biodiversity workstream of the Executive Climate Committee and
guidance, a process which has included updating our baseline inventory and inventories for financial
years 2016 to 2019. A correction was made to the use of this factor for the 2020 financial year, which has energy projects in New Caledonia, Aotearoa Circle to produce its the Sustainability team. For more
been implemented for all previous years. report Native Forests: Resetting information please refer to our
the Balance. The report explores TCFD disclosures contained in
the opportunities and benefits our 2020 Annual Financial Results
FU E L E FFI C I E N CY: C O 2 - e PE R R E VE N U E TO N N E K I LO M E TR E 1 that indigenous forestry presents available here.
to New Zealand for carbon
sequestration, biodiversity, soil
1.8 %
health and other ecosystem
Average annual fuel services, as well as potential
efficiency improvement solutions to encourage more
0.93 compared to 2009 baseline widespread native afforestation.
kg CO2-e/RTK
0.88
0.85 2 Retail customers offset at the time of booking. Where flights have been cancelled due to Covid-19, customers
0.81
0.79 0.78
have been issued credits, including for the value of offsets purchased. This figure includes tonnes of carbon
0.76 0.75 4 purchased by retail customers in the year, the value of which was credited back to the customer due to
0.74 0.73 0.73 3 Covid-19 related cancellations.
0.72
3 In 2019, up to four of our most fuel-efficient aircraft, the Boeing 787-9 Dreamliner, were unavailable for use
due to the global Rolls-Royce Trent 1000 engine issues. Air New Zealand leased two Boeing 777-200 and one
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Boeing 777-300 aircraft which, depending on flight route and duration, typically used 20 to 26 percent more
fuel than the Dreamliner, resulting in the decline in fuel efficiency this year.
1 Revenue Tonne Kilometre (RTK) is a measure of the weight that has been paid for on the aircraft (freight and passengers) multiplied by the number of 4 In 2020, two of our most fuel-efficient aircraft, the Boeing 787-9 Dreamliner, were unavailable for use due to
kilometres transported. Freight values are from Air New Zealand records, and passenger weights are estimated at 100kg per passenger (including checked the global Rolls Royce Trent 1000 engine issues resulting in less fuel-efficient Boeing 777-200 and Boeing
and carry-on baggage) as recommended by IATA for generating a fuel efficient target. CO2-e emissions are from Air New Zealand’s use of aviation fuel over 777-300 aircraft being substituted on routes. Additionally, the impact of Covid-19 on payloads, mandated
the same time periods. social distancing requirements and network changes negatively impacted fuel efficiency.
< B AC K T O C O N T E N T S15 — S E C T I O N 0 2 — TAC K L I N G C L I M AT E C H A N G E & C A R B O N E M I S S I O N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— Key metrics
TOTAL TO N N E S C O 2 - e SAVE D TH RO U G H CAR B O N R E D U C TI O N PRO G R AM M E
11,468 15,084
2018 2019
10,557
2020
FLE E T AG E I N Y E AR S (S E AT-WE I G HTE D)
7.4 7.5 7.1
1
2017 2019
7.0 7.1
2016 2018 2020
1 Excludes the Boeing 777-200 fleet, which has been grounded for an indefinite period.
< B AC K T O C O N T E N T S16 — S E C T I O N 0 3 — C H A M P I O N I N G S U S TA I N A B L E T O U R I S M & R E G I O N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
– Championing sustainable
tourism & regions
The environment and New Zealand’s unique culture are at the
heart of New Zealand’s tourism proposition and protecting it
therefore remains critical.
Our strong tourism partnerships have been vitally has been foreshadowed through the New Zealand
important as tourism industry players pull together Tourism Taskforce’s mandate and ongoing work.
to face into the challenges of Covid-19. Pre-Covid-19, From March 2020 we saw international visitor numbers
great inroads were being made in raising the value drop sharply due to global border closures. As a result,
that international visitors provide to New Zealand. stimulating domestic tourism and maintaining cargo
This strategy remains important once international trade links throughout Covid-19 have been major focus
border restrictions ease. Going forward, the recovery areas. A key part of this work has been the resumption
of the tourism industry from the substantial impact of flights to all 20 of the domestic destinations that we
of Covid-19 must be one of collaboration and with were flying to pre-Covid-19.
sustainability’s relevance more front of mind, as
< B AC K T O C O N T E N T S17 — S E C T I O N 0 3 — C H A M P I O N I N G S U S TA I N A B L E T O U R I S M & R E G I O N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
The Continued to travel New Zealand safely and
responsibly. As part of this work, a Developing
importance partnering summer campaign was launched
in November 2019 with Kiwi kids the next
of value with Tourism asking New Zealanders and
international visitors to care for generation
over volume New Zealand New Zealand and act as kaitiaki
for now and for future generations. of tourism
Growing the value of tourism faster With international borders severely
As at March 2020, 84 percent of
New Zealanders indicated that the leaders
than volumes of travellers has restricted by the pandemic, our Tiaki Promise is important to help
been a goal of the New Zealand partnership with Tourism New inform people how to travel New Recognising the key role that
tourism industry and great Zealand shifted focus to promote Zealand responsibly2. sustainable tourism plays in
progress was being made towards domestic tourism. The “Do enabling prosperity within New
this in 2019. Annual expenditure
by international visitors increased
Something New, New Zealand!”
campaign launched in May 2020, Championing Zealand’s regions coupled with
the need to provide higher
5.2 percent to $17.2 billion, while
international visitor arrivals
which we supported by promoting
the campaign in Kia Ora magazine, sustainable value and skilled employment
opportunities in the tourism
increased by 1.3 percent, in the
year ended March 20191.
consumer communications and
retail marketing campaigns. activities sector, in mid-2019 we established
a strategic partnership with
The campaign encourages New Queenstown Resort College’s
Pre-Covid-19, tourism export
Zealanders to get out and see their In March 2020 we launched a new (QRC) Tai Tokerau Paihia campus.
earnings were also boosted by the
own backyard, with a particular Sustainable Activities Website, The goal of the partnership is
expansion of our international route
emphasis on travelling outside of profiling local sustainable tourism to build New Zealand’s tourism
network, connecting consumers in
the peak holiday periods. operators committed to making talent pipeline and enable youth
North America, Asia and Australia
New Zealand a world-class employment pathways, while
directly with New Zealand. We also continued sustainable visitor destination. developing regional capability for
Targeting high-value visitors in large our collaboration Over 245 sustainable activities the tourism sector. In addition to
global markets requires significant with the Department and attractions, endorsed by providing travel support to staff
marketing investment, which we of Conservation, Qualmark, can be explored, and and students, 45 QRC students
undertook more effectively by Local Government booked on the website. have had the opportunity to visit
working in partnership with Tourism New Zealand, New
New Zealand and other airline and Zealand Maori Air New Zealand’s Auckland
tourism industry partners. Tourism, Tourism operations to bring classroom
Holdings Limited, Tourism learning to life and hear stories
Industry Aotearoa and Tourism about potential career pathways.
New Zealand to promote the To get a sense for study and life
Tiaki Promise to domestic and at QRC, 20 Tairāwhiti/Gisborne
international visitors. Tiaki means airnewzealand.co.nz/sustainable-activities/
students were flown to Tai
to care and protect and the Tiaki Find and book quality, sustainable activities Tokerau to attend Experience
Promise guides visitors on how and attractions, endorsed by Qualmark QRC – a school holiday initiative
1 Source: Tourism Satellite Account 2019, Statistics New Zealand. 2 Source: Mood of the Nation, March 2020, Tourism Industry Aotearoa and Tourism New Zealand.
< B AC K T O C O N T E N T S18 — S E C T I O N 0 3 — C H A M P I O N I N G S U S TA I N A B L E T O U R I S M & R E G I O N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
Maintaining The future
key cargo links of tourism
In 2020 and in response to the The New Zealand tourism industry
Covid-19 pandemic impacting is demonstrating huge resilience in
global supply chains and transport managing the impacts of Covid-19
networks, our cargo operation and no international visitors, while at
repositioned to a cargo charter the same time focusing on building a
business to enable high-value more sustainable tourism system for
export products from regional the future. The impact of Covid-19
producers to continue to reach has only heightened the complex
key global markets in the absence issues that long distance travel
of passenger flying. In May, an creates for the industry, especially
International Airfreight Capacity in terms of the related carbon
Scheme commenced with the emissions. These complexities will
Ministry of Transport to add need to be untangled and addressed
for New Zealand to continue with a
capacity and maintain key trade
strong and authentic sustainable
links. The agreement currently
tourism proposition. It has also
enables more than fifty Air New
highlighted the importance of
Zealand cargo flights per week
domestic tourism as more New
to carry Kiwi products (such as
Zealanders are experiencing their
lobster, salmon, flowers, and own country. New Zealanders
meat) to strategic trading ports travelling domestically helps many
in China, the United States of tourism businesses, saves jobs and
America, Australia and the Pacific boosts regional economies. Our
Islands. To date we have seen 500 work with Tourism New Zealand
for students in their final year of In November 2019 we partnered stories. After the camp, the
flights and 20,000 tonnes of cargo and regional partners to promote
school. The experience enabled with the National Geographic students presented their photos
moved under the scheme, which domestic tourism has also helped to
the group to better understand Society to run photo camps in and essays to their families,
has allowed exporters to keep their maintain regional air connectivity,
what residential tertiary study New Zealand communities to peers, and local communities.
position in valuable markets. with our domestic network ramping
entails. Of the 20 students who give underserved youth a voice We intend to conduct further
attended, nine enrolled in a QRC through photography. National photo camps in conjunction with back up to around 85 percent of
programme (seven of these Geographic photographers National Geographic once border pre-Covid-19 demand.
in Gisborne). In 2020, the first travelled from across the world to restrictions ease. The strong partnerships we have
QRC student also completed provide guidance and expertise developed have been vital in
their internship at Air New on photographic storytelling. allowing us to continue to support
Zealand, assuming a variety The first camp, in Murupara, Bay and work towards a sustainable
of responsibilities, including a of Plenty, involved twenty young tourism offering and successful
placement in our Brand team, the locals spending five days exploring regions. Shared goals create a
Academy of Learning and as an what it means to be a young Māori shared momentum that will keep
airport-based Holiday Host. in Aotearoa, and learning how us all moving forward through
to use a camera to tell personal challenging times.
< B AC K T O C O N T E N T S19 — S E C T I O N 0 3 — C H A M P I O N I N G S U S TA I N A B L E T O U R I S M & R E G I O N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— Key metrics
Enhancing S U PP O R TI N G O U R G R E AT WALK S
FU R RY AN D FE ATH E R E D
FR I E N D S TR AN S P O R TE D FO R D O C
conservation
outcomes Air New Zealand and DOC are working together to bring birdsong
back to our Great Walks, currently covering six key projects.
498 threatened species and 42 conservation
dogs relocated including:
with DOC
1 274 4
Our longstanding partnership with Abel Tasman
the Department of Conservation National Park
(DOC) has enabled more than 3,330 hectares of
43,000 hectares of sustained pest sustained predator
Pāteke / Brown Teal Native Falcon
control on six of New Zealand’s control covered
iconic Great Walks, including
2
400 predator control traps being Heaphy Track
23 27
installed on the Paparoa Track on 6,421 hectares of
the West Coast, which opened in sustained predator 6
November 2019. In the past year, an control covered
additional 498 threatened species
3
Takahē Kiwi
were translocated by the airline and Milford Track
42 conservation dogs flown. A new 9,344 hectares of 2 1
safety video, A Journey to Safety, sustained predator
26 42
was released with an associated control covered
campaign to highlight New 4
Zealand’s biodiversity crisis and
the need to protect native birds.
The video received more than 27.5 Kākāpō Conservation dogs
4
million views globally (the highest Paparoa Track
for an Air New Zealand video). 5
12,088 hectares of
3 sustained predator
control covered
O U R LO N G S TAN D I N G
5
Routeburn Track R E L ATI O N S H I P WITH D O C
8,300 hectares of
sustained predator
control covered We have played a key role in establishing increased
sustained pest control to:
6 43,247
Whanganui Journey
64 hectares of
predator control
and 3,700 hectares
of environmental hectares on six Great Walks (including the Paparoa Track
maintenance covered which opened in November 2019)
< B AC K T O C O N T E N T S20 — S E C T I O N 0 4 — S T R E N GT H E N I N G S U S TA I N A B L E S U P P LY C H A I N S & R E D U C I N G WA S T E A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
– Strengthening sustainable
supply chains & reducing waste
In response to Covid-19, our supply chain had to adjust quickly
to the changing demands of the business.
Despite this, our suppliers continue to maintain achieving refreshed waste targets, Project Green
sustainable business practices previously agreed has continued to deliver waste reduction and
to ensure they remain compliant. As our supplier supply chain efficiencies. Reducing single-use
base begins to recover, this will allow for future plastics and working with our partners to
opportunities to be identified and the furthering of expand available recycling and composting
our sustainability programme in this space. While infrastructure remain priorities.
Covid-19 has provided obstacles to setting and
< B AC K T O C O N T E N T S21 — S E C T I O N 0 4 — S T R E N GT H E N I N G S U S TA I N A B L E S U P P LY C H A I N S & R E D U C I N G WA S T E A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
Working with have within various products. This
is also hindered by regulation not Reducing and Los Angeles and will return
to Christchurch, Wellington, and
reduce waste to landfill, including
current initiatives, such as Project
our suppliers requiring more specific labelling.
This has made the process of inflight waste Queenstown once these ports
resume international flights. While
Green, scoping the transition of
further single-use plastic items
to create a identifying palm oil within our
supply chain a labour-intensive through we planned to roll out Project
Green in San Francisco, Chicago,
on our flights to more sustainable
alternatives, supporting the
sustainable process. Despite these challenges,
one of our caterers, Compass NZ, Project Green and Houston in 2020, this has not
been possible due to the impact
expansion of recycling and
composting infrastructure, and
supply chain was successfully certified as using
100 percent sustainable palm oil in Project Green continued to deliver
of Covid-19 on our international
network. We look forward to
embedding a waste minimisation
culture throughout Air New
the past year. To provide ongoing waste reduction results in 2020. expanding the project to other Zealand. These initiatives, along
Covid-19 has had an unparalleled governance in relation to palm oil, By reinjecting a range of sealed ports when able. with the new targets will further
impact on Air New Zealand and Air New Zealand’s Palm Oil Position and completely untouched inflight assist us in our drive towards
our diverse range of suppliers. product back onto flights, in FY20
Resetting
Statement was refreshed in instilling a circular economy
The repercussions of border December 2019 to include updated alone, Project Green has saved approach within our supply chain.
restrictions and lockdowns on our
waste targets
Roundtable on Sustainable 11,378,925 units at a weight of 142.7
operations have had vast flow- Palm Oil (RSPO) principles for tonnes of product from going to
on effects for our highly valued certification and provide more landfill and recycled 263 tonnes
suppliers. Despite this, suppliers robust monitoring and measuring. of glass. Since Project Green’s To develop robust and ambitious
representing 94.2 percent of Air To acknowledge the critical role inception, Air New Zealand has waste targets, consistent waste
New Zealand’s spend1 have now our suppliers play in palm oil reinjected 435 tonnes of product data is required. Unfortunately, due
provided positive assurance of our identification processes, we now back onto flights and recycled to our rapidly changing operations
Supplier Code of Conduct. This is insert contractual obligations 593 tonnes of glass. Combined, and the corresponding fluctuations
an increase on the previous year in all catering agreements to this equates to over 25 A320 in waste output, the increased use
(93.2 percent positive assurance) ensure palm oil compliance is aircraft and over 33,701,279 total of non-recyclable PPE, and the loss
but falls short of our original 100 maintained in accordance with the units recovered. Project Green of in-house contractor resource
percent target by 2020. Gaining requirements set by the airline. remains operational in Auckland from our waste management
positive assurance from each of our supplier to work with us on
suppliers is an intricate process. As
minimising waste, such waste data
such, we have focused resourcing
was not sufficiently representative.
on strategic and managed suppliers
As such, while we were intending
(contracted spend over $150,000).
to have refreshed waste targets
We are currently scoping different
in place, these are still under
digital tools to provide a more
development. This will allow time
seamless and comprehensive
to obtain more representative
assurance process that will support
waste data and allow us to carry
Air New Zealand in reaching the
out waste audits to ascertain key
100 percent target.
waste reduction opportunities.
Palm oil identification in the supply Despite the new targets still being
chain continues to be a challenge set, this has not fundamentally
due to the many guises palm oil can changed our continued efforts to
1 This excludes fuel and labour and is based on
contestable spend (over $150,000)
< B AC K T O C O N T E N T S2222 —
— S E C T I O N 0 4 — S T R E N GT H E N I N G S U S TA I N A B L E S U P P LY C H A I N S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
& R E D U C I N G WA S T E
Supporting Investing in
local sustainable
communities property
Due to our substantially reduced In 2020, our new distribution centre
schedule, this year a range at Auckland Airport was awarded
of inflight dry goods in our a 5-Star Green Star NZ – Industrial
warehouses were surplus to Design certified design rating. The
requirements. After working with Green Star rating demonstrates
suppliers to return as much product New Zealand excellence and
as possible, hundreds of thousands leadership in green building.
of products remained that had To achieve the rating a range of
limited shelf-life. This provided factors are considered including
a unique opportunity to donate energy, water, materials, Indoor
food products and materials to Environment Quality, transport,
local New Zealand communities at land use and ecology, management,
a time when it was most needed emissions, and innovation.
and reduced unnecessary waste Particular sustainability highlights
going to landfil. of the new warehouse include
maximising natural ventilation
and lighting, and using harvested
rainwater for toilet flushing and
water-efficient tapware. Given
the long-term nature of built
infrastructure, we recognise the
importance of investing in new
low-impact, sustainable builds to
deliver ongoing efficiencies in our
supply chain.
< B AC K T O C O N T E N T S23 — S E C T I O N 0 4 — S T R E N GT H E N I N G S U S TA I N A B L E S U P P LY C H A I N S & R E D U C I N G WA S T E A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
— Key metrics
D O NATI O N S TO LO CAL C O M M U N IT Y PRO G R AM M E S
8,900+
inflight blankets to a range of charitable organisations, including
150,000+
Cookie Time cookies shared with
New Zealand Red Cross, SPCA, VisionWest, Foster Hope, charities, essential worker groups
Middlemore Foundation and Kidz First Community Health Service and social enterprises
770,000+
dry goods such as muesli, crackers and sauces
redistributed to New Zealand food banks
TOTAL WE I G HT O F ITE M S R E I NJ EC TE D O NTO O U R AI RC R AF T
A S A R E S U LT O F PROJ EC T G R E E N I N TH E 2020 FI NAN C IAL Y E AR
Tonnes
PROJ EC T G R E E N
Project Green has saved 11,378,925 units at a weight of 142.7 tonnes
of product from going to landfill and recycled 263 tonnes of glass
< B AC K T O C O N T E N T S05
24 — S E C T I O N 0 5 — S U S TA I N A B I L I T Y DA S H B OA R D & P E R FO R M A N C E M E T R I C S A I R N E W Z E A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 2 0
– Sustainability dashboard
& performance metrics
Air New Zealanders
Target Baseline Year 2018 2019 2020 Status
Increase representation of Māori and Pasifika in Management 13% (FY18) 13% 15.4% 17%
positions thorough the organisation to 20% by 2022
Reported rate of injuries 1 reducing by 15% year-on-year Reported rate of injuries of Reported rate of injuries of 11.2 and Reported rate of injuries of 10.3 and Reported rate of injuries of 5.1 and 103
resulting in a rate of less than 10 by end FY20 (against FY17) 14.8 (FY17) 215 employee injuries (25% decrease 179 employee injuries (38% decrease employee injuries (64% decrease from FY17)
from FY17) from FY17)
90% execution of Critical Risk Management (CRM) Plans with 25% of CRM Plans in place All critical risks and controls are registered All critical risks and controls are registered All critical risks and controls were registered
controls tested by end FY20 with controls tested (based in the Enterprise Risk Register in the Enterprise Risk Register in the Enterprise Risk Register
on Critical Risks Gap Analysis) Risk control improvement plans now being
(FY17) implemented
Achieve an average Flourishing Scale2 score of 45 or better Establishing baseline 47.0 47.0 N/A3
N/A
by end FY20 against FY17 in FY17
75% employee engagement by end FY20 67% (FY14) 71% 71% (FY18)4 N/A5
N/A
(The last survey was in 2018)
50% Senior Leadership Team (SLT) female by end FY20 16% (Jan 2013) 39% 44% 51%6
70% of our SLT alumni Executive level or Non-Executive Director 86% 86% 75% N/A7
N/A
or SLT roles in organisations with New Zealand Interests
Increased proportion of employees who participate in N/A 276 employees participated in community 497 employees participated Many employees participated in community
community programmes programmes in community programmes programmes in FY20 including volunteering
with the New Zealand Red Cross to pack
parcels for hope and the Department of
Conservation with a pāteke release in the
Arthur Valley. Employees also volunteered with
local food banks and charitable organisations
during Covid-19 alert levels 3 & 4.
Due to Covid-19 and the restrictions
on gathering sizes, the majority of our
volunteering activity was paused in FY20.
1 Based on TRFIR rate: injuries (medical treatment and lost time incidents) x 1,000,000/actual hours worked. 2 The Flourishing Scale is designed to assess an individual’s psychological resources and strengths and their ability to live life with purpose and happiness. 3 Wellbeing
360 survey not conducted due to Covid-19. 4 Your Voice employee engagement survey conducted on bi-annual basis using Aon Global engagement methodology. 5 Your Voice employee engagement survey cycle paused due to Covid-19. 6 This percentage relates to the newly
formed Airline Leadership Team (ALT) which replaced the SLT in the 2020 calendar year. Across all employees, 57.6% identify as a man, 42.4% identify as a woman, and 0.1% identify as gender diverse. 7 Data not able to be obtained due to the impact of Covid-19.
< B AC K T O C O N T E N T SYou can also read
