Air New Zealand releases 2019 Sustainability Report

Report
2019
Sus
tain
ability

We are all on this journey together
He waka eke noa
We are moving forward together, Air New Zealand whānau, customers, suppliers
and stakeholders. Together we can achieve more for the future of Aotearoa than
if we work alone. In this report we highlight some of the challenges that Air New
Zealand, our nation and the world are facing, and we look at some of the ways we
are coming together with a range of partners to deliver our sustainability agenda.

Engaging Air New ZealandersTackling climate change & carbon0923
01
04
02
03
05
Letter from the CEO
Working together to promote New Zealand to the world
Plastic, not so fantastic
Working with partners to reduce waste
Our approach
A taste of New Zealand
Tourism's role in protecting our environment
Recognising our suppliersRe-evaluating our waste targets
Showcasing the best of regional New Zealand
Supporting tourism and development in the regions
Letter from the Sustainability Advisory Panel ChairEmbracing diversityReducing our carbon footprint
Gender balanceMeeting regulatory obligations
International Women in Engineering DaySupporting the Zero Carbon Bill
Developing Māori and Pasifika leadersFlyNeutral
Building a strong learning culture
Protecting our people's wellbeing
Community engagement
Our business
Our customers
Sustainability at Air New Zealand
Our material issues
Intro
01
35
51
53
45
47
41
4652
38
39
031225
1329
1430
1531
17
19
21
05
06
07
08
Supporting New Zealand
through sustainable tourism
Working with our suppliersReducing waste & plastic
Dashboards
334349
55

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| Sustainability Report 2019

He waka eke noa |
| Introduction
We stand at a pivotal moment
in time with a groundswell
of sustainability awareness
demanding that business,
governments and
communities together do
more to play their part in
responding to the climate
crisis and other critical
sustainability challenges.
The immense challenges we face underscore
the relevance of Air New Zealand’s company
purpose, to supercharge New Zealand’s
success — socially, environmentally and
economically. This purpose reflects the
critical and multifaceted roles we play —
connecting people and products across
New Zealand and the world, supporting
people and communities as one of
New Zealand’s largest employers, and
leading a conversation on the future of
sustainable tourism, New Zealand’s
largest contributor to GDP. Our company
purpose also reflects the airline’s role in
helping to protect the natural environment
for Kiwis and visitors alike, and the
desire that our workplaces offer equal
opportunities irrespective of gender, race,
sexual orientation or physical ability.
This year the Air New Zealand Executive
identified ‘Sustainability in the Bloodstream’
as a long-term organisation-wide strategic
pillar. This commitment will accelerate
progress towards our sustainability goals
with an additional focus on enhancing
awareness and capability of all senior
leaders to deliver our ambitious agenda.
In 2019 the climate crisis has taken centre
stage. We have seen unprecedented
engagement of community and youth
leaders shining a light on the challenges
that climate change poses and the need
for urgent action. Countries are crystallising
targets and enshrining mechanisms in
legislation to deliver to the 2050 Paris
targets. The New Zealand Government is
seeking to pass the Zero Carbon Bill to
establish long-term emissions budgets.
As a founding member of the New Zealand
Climate Leaders Coalition, Air New Zealand
has supported the net-zero ambition and
seeks enhanced policy certainty and the
design of new mechanisms to support
low-carbon technology, particularly for
hard-to-abate sectors like aviation.
Globally, consumer awareness of the
negative carbon impacts of flying is rising.
Responding to the climate crisis remains Air
New Zealand’s single biggest sustainability
challenge. The most impactful lever we
have currently is to fly modern, more fuel-
efficient aircraft, which we continue to
invest in, and to ensure our operations both
in the air and on the ground are as efficient
as possible. We also know that new fuels
and electric aircraft technology must form
part of the longer-term solution for reducing
emissions. In the past year we are proud that
our voluntary customer carbon offset
programme passed a milestone of $1 million
going towards the purchase of carbon
offsets from permanent New Zealand forests.
This past year has also seen continued low
levels of trust globally in governments,
NGOs and media. In the trust stakes, “my
employer” is the most trusted relationship
by a significant margin. With such trust
comes responsibility — the expectation
upon businesses that they stand up like
never before to be a trustworthy source of
information, to take a stand on contentious
societal issues and help deliver a fairer, safer
and more resilient society. People are at the
heart of Air New Zealand so I’m really proud
that we have led national conversations
around important social issues such as
diversity and inclusion, automation and
the future of work. Within Air New Zealand,
the proportion of women in our Senior
Leadership Team roles has jumped from
16 percent in 2013 to 44 percent this year,
we have advanced a leading parental leave
policy and we continue to embrace te reo
Māori. Our progress has been recognised
externally, securing the inaugural Diversity
& Inclusion Award from the International
Air Transport Association and winning New
Zealand’s Most Attractive Employer award
for the sixth time. These awards are great
recognition, but the bigger prize is the
difference I see in employee satisfaction
and improved business performance.
Our unique position as the national carrier
of Aotearoa extends to the positive impact
we have on New Zealand economically —
bringing overseas visitors to our shores,
transporting high-value cargo exports,
stimulating regional economies and
supporting local businesses across our
supply chain. At our inaugural Tūhono
Supplier Awards, we celebrated the
contribution of many of our suppliers to
our own business success. In the regional
impact and tourism space, we recently
announced a four-year strategic partnership
with Queenstown Resort College’s Tai
Tokerau campus. This partnership aims
This year the Air New Zealand Executive identified
'Sustainability in the Bloodstream' as a long-term
organisation-wide strategic pillar.
A LETTER FROM
The Chief
Executive Officer
to stimulate economic and social impact
in the regions by promoting tourism career
pathways for young people who would not
otherwise access tertiary training.
I’m incredibly proud of what we’ve
collectively achieved at Air New Zealand
in the past seven years during my tenure
as CEO, and our sustainability journey
has been absolutely one of the highlights.
My appreciation again goes to the Air
New Zealand Board and members of
Sustainability Advisory Panel for their
continued guidance and the challenges
they have set, and to our partners who are
working alongside us to deliver results.
When Air New Zealand first launched
our sustainability agenda, not many New
Zealand companies, and certainly not
many airlines, were so “all in”. I’m
therefore grateful for the support and
trust the Air New Zealand Executive and
Board had to launch and take this critical
strategy forward.
To make lasting and significant progress
to address the biggest of the world’s
challenges — and there are many —
business must continue to step up and
mobilise their people, knowledge and
capital. Ultimately, we will get the future
we design and are prepared to invest in
together — and our people, communities,
long-term resilience as a business,
and health of our planet depend on our
collective and continued bold leadership.
Nāku noa, nā
Ngā mihi,
Christopher Luxon
Chief Executive Officer,
Air New Zealand

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| Sustainability Report 2019

He waka eke noa |
| Introduction
success by addressing whatever key
challenges that company may be facing —
in Air New Zealand’s case, Climate Change,
Tourism (Sections Two and Three), and
getting on top of its waste management
issues, with a particular focus these days
on plastic waste (Section Five) — where
Air New Zealand has a good story to tell
(see page 49).
Get all that right, and suppliers (Section Four)
will be proud to help that company achieve
its goals. At which point, investors will be
assured of good returns, in both the short
and the long term, as a direct consequence
of getting the basics right everywhere else
in the company.
With an airline, inevitably, investors will be
particularly keen to know that its Board
of Directors is managing climate risk as
purposefully as is now required at a time
of climate emergency. My colleague Tim
Jackson spells that out very clearly on
page 32. In that regard, the decision by
Air New Zealand’s Board to sign up to
the requirements of the Task Force on
Climate-related Financial Disclosures is
particularly encouraging (see page 23).
This last year has been dreadful, with
one extreme weather event after another
Sustainability
Advisory
Panel Chair
A LETTER FROM THE
PHOTO: Photograph by Charles Glover
Although there are lots of
companies today that talk
a lot about corporate
sustainability (or Corporate
Social Responsibility), very
few of them really get it.
Worse yet, a lot of them are
still just ‘adding it on’ to the
‘shareholder-first imperative’.
Paradoxically, there’s a strong case to be
made that the best way of putting
shareholders first is to put shareholders last!
And the structure of this report perfectly
exemplifies that heretical idea. Corporate
sustainability for Air New Zealand starts
with Air New Zealanders (Section One) — the
heart and soul of the company. As it is for
every company. Screw this up, or even play it
down, and that’s pretty much game over for
any company seeking genuine sustainability.
Get it right, and that goes a long, long way
in terms of securing customer loyalty and
attracting new customers.
That kind of loyalty depends completely
on trust, and that kind of trust depends in
part on having the right strategic partners,
prepared to co-create future commercial
At long last, there is now a much greater recognition
of both the scale and the urgency of the climate crisis.
somewhere in the world. In fact, the UN
tells us that we’re now witnessing one such
calamity every week, and that this will get
much worse with sea levels starting to
rise much faster, and a deeply disturbing
projection of a one metre average sea-level
rise by the end of the century.
For many people in the Pacific, that’s the
equivalent of their countries being put on
death row. Kiribati (home to 100,000 people
on 33 islands) has for a long time been the
poster child for all small island states in this
region, given that most of Kiribati is only
just above sea level and is already
disappearing. Back in 2014, former President
Anote Tong had the foresight to purchase
6,000 hectares on Vanua Levu, Fiji’s second
largest island — but it’s still hard for people
to understand the psychological trauma
of leaving behind one’s homeland, culture,
history and very identity as a people.
New Zealand’s leadership on climate
change (as well as that of Fiji itself) is going
to be crucial over the next few years. The
phrase ‘he waka eke noa’ takes on an extra
resonance in that regard (‘we’re all in the
same boat’ seems insipid by comparison!),
reminding us not just that we have to plan
and implement a very rapid transition to a
low-carbon world, but that we have to do
it in a fair, just and accountable way. Air New
Zealand has an important part to play in
that regard, empowering its own Māori and
Pasifika employees, and thinking even more
dynamically about its role in South Auckland
— as a critically important element in a
broader community engagement strategy
which has moved forward in leaps and
bounds over the last 18 months.
The world already looks to New Zealand (and
to its national carrier) for leadership in such
troubled times. Lending real substance to the
principle of Tūhono — standing together —
will set the benchmark for others to aspire to.
Sir Jonathon Porritt
Founder Director, Forum for the Future
September 2019

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| IntroductionHe waka eke noa |
2.84M3.08M2.38M
Employees at end of June 2019
12,553
1 2019 ATW Airline Awards 2 Colmar Brunton Corporate Reputation Index 2019 (New Zealand); Reputation Institute’s 2019 Corporate Reputation Index (Australia) 3 Total Ordinary dividend
declared $247 million 4 Includes Seoul which commences late November 2019
1 Facebook (global networks) — have ‘liked’ Air New Zealand; Instagram (global networks) — have followed Air New Zealand; YouTube (global networks) — have subscribed to Air New Zealand
channel; Twitter (New Zealand network only) — have followed Air New Zealand
Air New Zealand flights
in 2019 financial year
Passengers carried in
2019 financial year
Corporate reputation in
New Zealand and Australia
2
17.7M#11 9 0 K+
Eco-Airline
of the Year
1
Domestic
destinations
International
destinations
4
2032
Dividend paid to the New
Zealand government in 2019 ³
$128M
Annual volume of New Zealand exports
carried on Air New Zealand
38,600
Number of Airpoints™ members,
up 11% from the prior year
Total number of social media fans
1
3.2M
Our business
Our customers
Air New Zealand operates
a global network, with a
Pacific Rim focus, that
provides passenger and
cargo services to, from,
and within New Zealand
to more than 17 million
customers a year.
Our domestic network is unmatched,
offering services to 20 main centres and
regions across New Zealand, while our
alliance relationships with airlines in key
offshore markets complement the
destinations we fly to. With more than 3.2
million members, our Airpoints™ programme
is considered the most valuable loyalty
programme in New Zealand. We have a
proven history of achieving profitability,
delivering positive earnings every year
since 2003 and paying dividends to our
shareholders every year since 2005.
Air New Zealand connects
New Zealanders to each other
and with the world. We take
our responsibilities to our
customers very seriously.
Whether we are helping
friends and family to connect,
bringing tourists to New
Zealand or taking exports to
the world, customers are at
the very core of why we
do what we do.
If we can make their experience safer, better,
with less impact on the environment, and get
them where they need to be, when they need
to be there, we have succeeded.
The number of customers flying on our
network continues to grow. In the last year,
Air New Zealand flew more than 17 million
customers on more than 190,000 flights. Our
international flights carried more than six
million customers to over 30 international
destinations. We also operate one of the most
connected
1
domestic networks in the world
with more than 30,000 customers travelling
on more than 400 flights each day between
20 domestic destinations.
We carried more than 180,000 tonnes of
cargo on our network in the past 12 months,
supporting New Zealand businesses and
facilitating urgent movements of medical and
infrastructure supplies. For a small island
nation in the Pacific, air travel provides a
vital connection to the rest of the world.
There are many economic and social benefits
to travel, connecting people with friends
and family, providing exposure to different
cultures and experiences, and facilitating
tourism and trade.
Consumers in New Zealand and around
the world are increasingly concerned with
how the industry can provide these
benefits at the same time as reducing the
negative environmental impact of aviation.
This is another area where we need to
work together.
The power of consumers to influence
change in the world, particularly around
sustainability issues, has increased
significantly in recent years. Social media
has made it much easier for like-minded
groups to advocate for environmental and
social advances. This makes it even more
important for us to give our customers a
voice and to listen.
Customers can make a difference by
choosing to fly with airlines that are making
significant positive change and they can take
action by offsetting the carbon emissions
from their flights. In the past year more of
our retail customers around the world
chose to offset some or all of their carbon
emissions, offsetting close to 45,000 tonnes
of carbon emissions from more than 183,000
journeys — a 41 percent increase on the
previous year (albeit still a low percentage
of bookings overall). We also introduced
offsetting for our corporate and government
customers, with more than 7,000 tonnes of
carbon emissions offset in the inaugural year
of the programme.
We believe our success
is inextricably linked to
the success of New Zealand
and this is reflected in
our company purpose:
Supercharge New
Zealand’s success
—
socially, environmentally
and economically.
20172018
tonnes
2019
PHOTO: Photograph by Joao Inacio

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| Sustainability Report 2019

He waka eke noa |
| Introduction
Kaitiakitanga
Our place
Ōhanga Ora
Our economy
Carbon
Nature & Science
Tourism
Trade & Enterprise
Our material
issues for 2019
Sustainability at
Air New Zealand
Our purpose is to supercharge
New Zealand's success —
socially, environmentally
and economically. Our
Sustainability Framework
helps guide our actions and
is aligned with the United
Nations Sustainable
Development Goals (SDGs),
the blueprint to create a
better and more sustainable
future for all.
By continually assessing
which issues are most
material to our operations, the
environment, our customers
and other stakeholders, Air
New Zealand is better able
to mitigate risk and harness
opportunities. Our material
issues inform our strategic
priorities, sustainability
approach and reporting.
In this report we focus
on the following issues:
01
Engaging Air New Zealanders
02 Tackling climate change
& carbon
03 Supporting New Zealand
through sustainable tourism
04 Working with our suppliers
05 Reducing waste & plastic
Our Sustainability Advisory Panel brings
together an internationally renowned group
of experts selected for their skills, expertise
and ability to challenge our sustainability
agenda. Six external members, Dame Anne
Salmond, Sir Rob Fenwick, Dr Susanne
Becken, Dr Suzi Kerr, Professor Tim Jackson
and Chair Sir Jonathon Porritt are joined
by our Chief Executive and Chief Strategy,
Networks and Alliances Officers.
The Panel and other company
representatives meet twice a year to discuss
progress, identify emerging issues and
develop responses. The Panel are also
consulted on issues identified outside of the
regular meetings.
We have identified nine SDGs that we have
the greatest ability to positively impact.
We have a four-member Sustainability
Executive Steering Group comprising our
Executives responsible for Strategy,
Networks and Alliances, Ground Operations,
Marketing and Customer, and Operations
Integrity and Standards. This group steers
our sustainability agenda and drives
change through their respective parts of
the business.
Internally we use an online sustainability
dashboard to regularly monitor and track
performance against targets in each of our
framework areas.
Sustainability
Advisory Panel
Sustainability
Framework
We engage with a wide range of stakeholders
internally and externally to understand
what is important to them.
1
We listen to
feedback from our employees, customers,
investors, suppliers, industry partners and
communities. We receive input and guidance
from throughout the organisation — from
our Board of Directors and Executive to
our passionate employees sharing their
aspirations for change.
Our Sustainability Executive Steering Group
regularly reviews the risks identified in
our Enterprise Risk Process and annual
and long-term planning cycles, while the
Sustainability Advisory Panel provide a vital
external reality check.
1 Read more about how we engage with our stakeholders at airnewzealand.co.nz/stakeholders
Manaakitanga
Our people
Air New Zealanders
Communities

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| Sustainability Report 2019

He waka eke noa |
They trust they are getting on
a well-maintained aircraft with
a crew that will get them safely
to their destination. And when
things go wrong and disruptions
happen, they rely on our
customer care teams truly
caring and helping to get them
moving again.
To deliver on this we need to
attract and retain the best
people and ensure they have the
right leadership, training and
support to perform their roles to
the highest standard. Collectively,
passionate and inspired
Air New Zealanders are our
greatest strength.
As an airline, we
distinguish ourselves
through the personal
connections our
people make with
customers each
day. Our customers
choose to fly with us
because they know
they will be greeted
at the airport and the
aircraft door with a
warm smile and a
welcoming kia ora.
Engaging
Air New
Zealanders
MĀORI & PASIFIKA IN MANAGEMENT
Proportion of Māori & Pasifika
in management positions
throughout the organisation
in 2019 ²
We are consistently ranked
as one of New Zealand’s most
attractive employers, taking the
top spot in the annual Randstad
Employer Brand Research Awards
a record six times. This success
is highlighted when it comes to
recruitment. In 2019 we received
40,470 job applications — more
than three times the number of
our total workforce.
We work hard to ensure the
perception of Air New Zealand
as a great employer meets
the reality of the employee
experience once on board. Your
Voice, our bi-annual employee
engagement survey, helps us
identify what's working well and
what we need to improve. Our
2018 engagement score was
71 percent
1
which places us in
the top quartile of organisations
in Australia and New Zealand.
2018
13
%
2019
15
%
1 Your Voice employee engagement survey conducted bi-annually using Aon global engagement methodology. Engagement score increased
by 2 percentage points from 2016 to 2018 2 Based on available ethnicity data in our internal Human Resources management system
EMPLOYEE ASSISTANCE PROGRAMME (EAP) CASES
9.3% average utilisation rate - 2019
1
855
2017
804
2016
924
2018
1,157
2019
1 EAP Association guidelines indicate that a utilisation rate over 6 percent is an indication EAP is being used as a proactive wellbeing tool
43
%
Female
57
%
Male
SPLIT OF ALL EMPLOYEES
DIVERSITY & INCLUSION
GENDER
RAINBOW
ACCESSIBILITY
External accreditation ticks
received since 1 July 2018
FEMALE SENIOR LEADERSHIP
2019
44
%
2018
39
%
2017
39
%
2016
30
%
EMPLOYEE NETWORKS IN OPERATION
3
7
Māori and Pacific Islands
Manu Network
4
Young Professionals
Network
2
6
Ex-Services
Network
Kiwi Asia
Network
1
5
Enable
Network
Pride
Network
Women’s
Network

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| Engaging Air New ZealandersHe waka eke noa |
Reflecting the country’s rich diversity is
what sets us apart as an airline, leading to
a stronger connection with our breadth of
customers and in turn driving better
business results.

We were proud to be awarded the inaugural
Diversity & Inclusion Team Award at the
2019 International Air Transport Association
(IATA) Annual General Meeting. The award
recognised Air New Zealand as leading the
way for diversity and inclusion in the global
aviation industry.
We have seven active employee networks,
each sponsored by a member of the
Executive, which connect, support and give
voice to all employees. These employee
networks are a driving force in creating
an inclusive workplace and have been
instrumental in Air New Zealand receiving
the Gender, Rainbow and Accessibility Tick
accreditations, which provide independent
validation that people of all genders, sexual
identity and abilities respectively are
accepted and valued in our workplace.
In 2018 we introduced an unconscious
knowledge and bias awareness programme
to help employees understand how
personal bias affects decision-making. This
programme has been immensely popular,
and so far 733 employees have completed
the training. By June 2019, 63 percent of our
Senior Leadership Team had completed the
programme, on track to meet our target of
80 percent by 2020.
Embracing
diversity
We have enhanced our people policies to
better reflect an inclusive and fair workplace
and to strengthen our position as an
employer of choice. For example, we have
significantly enhanced our Parental Leave
package, acknowledging the importance of
this stage in our people's lives and providing
greater financial security for new parents.
Related to this, we actively promote flexible
working arrangements where possible, giving
people greater control in how they structure
their work and personal life. Working with
the White Ribbon Trust, we are also taking a
strong stand against domestic abuse with a
new initiative that includes training, internal
and external support options, and up to 15
days' paid leave.
Our vision is to create a diverse workforce, proudly
representative of Aotearoa, a place where Air New Zealanders
can be themselves and thrive. With more than 200 different
ethnicities calling Aotearoa home, New Zealand is a culturally
diverse country and getting more so all the time.
We have seven active
employee networks, each
sponsored by a member
of the Executive, which
connect, support and
give voice to all employees.
01
PHOTO: Air New Zealand employees farewell the
All Blacks with a haka before their flight to Japan

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| Engaging Air New ZealandersHe waka eke noa |
01
In the last year our Executive Team has
been strengthened by the addition of two
exceptional leaders: Carrie Hurihanganui,
who re-joined the airline in July 2018 as
Chief Ground Operations Officer, and in
May 2019 Jennifer Sepull took up the role of
Chief Digital Officer. At the end of the 2019
financial year, 43 percent of the Air New
Zealand Board were female.
The proportion of women in our Senior
Leadership Team increased from 39 percent
in 2018 to 44 percent in 2019. This compares
favourably to the 43 percent of women
across our entire employee base. Twenty
women are participating in our internal
Women in Leadership programme in 2019,
designed to accelerate the development
of our top female talent. And we’re seeing
results — since its inception in 2016,
18 participants having been promoted and
13 have moved laterally into new roles.
By November 2019, 69 women will have
completed the programme.
Gender
balance
We see gender diversity at all levels as a business
imperative. It’s good for culture, innovation, customer
connections and the bottom line. Regardless of
whether on the ground or in the air, we’re working
hard to create a culture that empowers, attracts,
recognises, develops and engages women.
Through our ongoing partnership with
Global Women and its Champions for
Change initiative, we have increased external
female development opportunities aimed
at mid-manager level. In the past year, two
of our high-potential leaders have become
members of the International Women’s
Forum Fellows Program, gaining customised
training in partnership with the Harvard
Business School and INSEAD.
Air New Zealand publishes an annual Gender
Equity Pay Gap Report and in 2019 males
were paid 0.46 percent more than females
in roles with similar complexity and
responsibility, compared to 0.41 percent
more in the 2018 financial year. This gap
and the change since last year are driven by
differences in tenure, experience and
performance. We continue to critically
examine our processes and policies to
ensure they promote equitability.
Three employee-led Air New Zealand groups
are making it their business to increase the
number of women participating in STEM
1

careers in aviation. Women Inspiring the Next
Generation of Pilots, Women in Engineering
and Women in Digital are working alongside
schools and community groups to promote
career pathways for women in aviation.
The networks host groups of young women
at Air New Zealand to experience a day in
the life of a pilot, engineer or a member of
our Digital team. They also participate
in programmes such as Shadowtech,
providing leadership shadowing and work
experience for female digital students in
partnership with the Manukau Institute of
Technology, and events such as the Classic
Fighters Airshow in Blenheim and Wings
over Wairarapa in Masterton.
CASE STUDY
International Women
in Engineering Day
PHOTO: Our Engineering team hosted around
40 female high school students to celebrate
International Women in Engineering Day in June
1 STEM is a curriculum based on four disciplines —
Science, Technology, Engineering and Mathematics

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| Engaging Air New ZealandersHe waka eke noa |
We are committed to greater
diversity of thought at
leadership level. Māori and
Pasifika employees make
up 18 percent of our
employees and 15 percent
of our leaders.
1
Our target to
increase Māori and Pasifika
talent into leadership roles
to 20 percent by 2022 will be
driven by a series of recently
introduced initiatives.
This year we have partnered with Mike Moka
and his Indigenous Growth organisation
to jointly create and deliver Mango Pare,
a new innovative learning programme
to develop leaders through indigenous
values. The initiative will see our aspiring
Māori and Pasifika leaders gain the skills,
knowledge and belief to take on leadership
opportunities. It also instills in our people a
cultural diversity which flows into their work
practices at Air New Zealand. The first group
of 16 leaders and aspiring leaders started
their Mango Pare journey in July 2019.
Developing Māori
& Pasifika leaders
The Manu Network is led by Māori and
Pasifika employees to showcase and
celebrate Polynesian language and cultures
and provide support for Māori and Pacific
Islanders to learn, be inspired and grow.
For those starting their career, our
partnership with the TupuToa internship
scheme creates a talent pipeline for young
Māori and Pasifika superstars. We’ve
partnered with TupuToa since 2016,
committing to taking on 25 interns by
2020. Already 21 have come through our
doors. We recently committed to another
three years with the programme, with a
stronger focus on converting internships
to permanent roles.
Our next focus on ensuring diversity of
thought at a leadership level is among our
Asian employees, who make up a significant
proportion of our total employment base.
The Mango Pare is the traditional Māori symbol
of strength & courage, tenacity of life, unrelenting
determination, vigour and wealth.
Dame Anne Salmond
Sustainability Advisory Panelist
When I joined Air New Zealand’s
Sustainability Advisory Panel five years
ago and began having conversations
about cultural diversity, I felt there was
genuine commitment to change but also
a long way to walk — or fly — in this case.
What started with the Koru on the tail of
the aircraft and a sense of appreciation for
the beauty of the language has now evolved
into a much deeper and more integrated
approach across all aspects of Tikanga
Māori. The partnership with Ngati Porou is
a great example of this, involving mutual
learning and capacity-building as well as
commercial interests.
On the sustainability front there’s a huge
amount to learn from the Māori philosophy of
Kaitiakitanga and the strong sense of kinship
PANEL VOICE
Sharing Tikanga Māori
We want all Air New Zealanders to be
comfortable and capable of sharing Māori
language and culture with the world, and
to be true ambassadors for Aotearoa. We
share a range of te reo and tikanga
2
Māori
resources across our organisation and have
developed a mobile app so our people and
customers have access to cultural education
and language resources wherever they
go. Customers can also engage with te reo
through our Inflight Entertainment system
and kiosks.
We have partnered with Te Matatini, New
Zealand’s premier kapa haka competition to
jointly develop and showcase the festival to
a wide audience. In June we held Hakamania,
an internal event encouraging Air New
Zealanders to engage with Māori culture and
language. Teams from across the business,
including entries from Australia and London,
competed to perform the best haka.
This year saw another 373 employees
participate in Te Ara Nui, the marae-based
graduation ceremony for new cabin crew
and ground employees of all cultures to
celebrate, with their whānau, the completion
of their training.
and guardianship Māori have for the natural
environment. I think there’s more room for
movement and I see a real appetite for that
in the organisation.
The aspiration to get more Māori and Pasifika
into leadership roles is being supported
by new approaches to leadership training
and talent acquisition. Involvement with Te
Matatini and Hakamania, and the growing
number of internal events being held on
marae help to signal that diversity is truly
welcomed and Air New Zealand employees
can be themselves at work.
I admire the experimental spirit of Air New
Zealand and the innovation that comes
from this and I look forward to seeing the
positive outcomes on their workforce and
wider community.
1 Based on available ethnicity data in our internal Human Resources management system 2 Tikanga: Māori customs and traditional values
01

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17| Sustainability Report 2019

| Engaging Air New Zealanders
01
Building a strong
learning culture
The coming wave of
automation presents a
skills gap which we need
to urgently close to better
equip our people for the
future of work.
To build tomorrow’s leaders at Air New
Zealand, we have identified core future-
focused capabilities that are being integrated
into our leadership programmes. We are
also transforming from predominantly
class-based or event learning to a more
personalised and flexible learning style
where employees can choose how, where
and when they learn.
We have invested in two key digital learning
platforms to ignite continuous learning as
a key feature of the employee experience,
and to help us accelerate upskilling of the
entire workforce. Workday Learning gives
employees the ability to learn on a phone or
tablet, not just in the classroom, and LinkedIn
Learning provides access to a digital library
of thousands of global, expert-led online
courses across a wide range of topics.
We have also transitioned from paper-based
exams to digital E-Exams through an external
provider. This efficient solution ensures we
meet our stringent regulatory compliance
requirements and is projected to save 5,000
hours processing paper exams and 25,000
pieces of paper a year.
Building key life skills in our people is another
core priority and has seen us launch Project
Mana this year. A pilot programme with
Literacy Aotearoa and our airport teams,
it aims to improve literacy levels and develop
knowledge and skills to help employees
realise their full social, cultural, economic
and career potential. The first round of
Project Mana participants from Auckland
Airport graduated with qualifications in
Business Communication, Computer Skills,
Maths, Effective Writing Skills and Verbal
Communication. With the continued
support of Literacy Aotearoa we plan to
roll this initiative out to other airport teams
in New Zealand.
This year we signed up to the Prime
Minister’s Business Advisory Council Future
of Work Skills Pledge, committing to double
our training/reskilling hours by 2025 and to
report annually on our progress.

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| Engaging Air New ZealandersHe waka eke noa |
Operational challenges experienced by
the airline in the past year further highlight
the importance of this responsibility. To
support our people through the disruptions
associated with the Rolls-Royce engine
issues, we implemented a People Resilience
team which hosted monthly check-in calls for
leaders to assess any impact on resourcing,
absence or wellbeing issues. Any additional
support was implemented immediately or
escalated to the Executive for action.
We were proud to take overall honours at the
New Zealand Workplace Health and Safety
Awards this year, winning the WorkSafe New
Zealand/ACC Best Overall Contribution to
‘improving workplace health and safety in
New Zealand’. Our process to elect 293
Health and Safety representatives across our
entire network was recognised by the New
Zealand Safety Blackwoods’ ‘best initiative’
award to encourage worker involvement in
health and safety.
Protecting our
people’s wellbeing
Supporting the health, safety
and wellbeing of our people
is a critical part of being
a good employer. With more
than 12,500 Air New
Zealanders working in a
variety of roles across our
business, a systematic
approach to identifying
and minimising risk to our
employees’ health and
wellbeing is critical.
TOTAL RECORDABLE RATE OF INJURIES (TRR)¹
11.210.3
201720182019
26%8%
15.2
% year on year decrease
Employee Assistance
Programme
All Air New Zealand employees and their
immediate families have free access to our
Employee Assistance Programme (EAP).
EAP is an independent, confidential,
professional support service available 24/7
to help them deal with issues or events in
their lives. There were 1,157 EAP cases
in the past year, up from 924 in the 2018
financial year. We have actively promoted
the programme over the last year to ensure
our people are aware of the different ways
they can use it. We provided onsite EAP
counselling in Nelson during the February
wildfires when some of our families
were evacuated from their homes and in
Christchurch in March to support many
employees and families in the aftermath
of the mosque attacks.
Reducing injuries
There was a continued reduction in total
recordable rate of injuries
1
from 11.2 in 2018
to 10.3 in 2019. Most reported injuries were
the result of manual handling activities, slips,
trips and falls, and contact with objects. The
majority of these occurred while handling
baggage, special handling, stowing cabin
bags and during meal service.
Our long-term focus in this area is to
implement ‘safety in design principles’ to
eliminate or reduce manual handling risks.
For example, installing bag drop conveyors
at check-in means customers can safely
and easily upload their bags, reducing the
risk of handling injuries for employees and
customers. We have installed self-service
bag drops at Auckland Domestic, Wellington,
Napier, New Plymouth, Invercargill, Dunedin
and Christchurch Airports.
We are also addressing fitness for work
through targeted High Performance
Engagement
2
initiatives and the roll out of
our Safe Teams manual handling training
programme. The trial of vacuum-assisted
bag lifting technology at Christchurch Airport
shows promise as a future game-changer in
reducing manual handling injuries.
1 Based on injuries (medical treatment and lost time incidents) x 1,000,000 / actual hours worked
2 An interest-based approach to solving business challenges and opportunities by involving those people closest to the issues or opportunities
32% decrease from 2017 to 2019
Target TRR of less than 10 by end FY20.
01

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| Sustainability Report 2019

| Engaging Air New ZealandersHe waka eke noa |
Community
engagement
Koru Care flights
We have a longstanding relationship with
Koru Care New Zealand, who are best
known for taking groups of children with
major health issues to magical overseas
destinations. In the past year, Air New
Zealanders helped with five Koru Care flights,
flying 66 seriously ill children and their
guardians to dream holidays at Disneyland
California and Australia’s Gold Coast.
Airpoints™ for Schools
With the Airpoints™ for Schools programme
we team up with Airpoints™ members to
give Kiwi kids an opportunity to take flights
for educational travel experiences.
Airpoints Dollar™ donations from Airpoints
members, matched by Air New Zealand,
help schools with their flight costs, giving
aspiring young leaders the opportunity to
gain knowledge and inspiration to reach
their potential. This year 164 students from
10 schools with outstanding environmental,
cultural, social and educational goals were
selected for international and domestic
travel. Six students from Whangarei's He
Matariki Teen Parent School flew to explore
the capital city and visit Parliament, Te Papa
and Victoria University. Hatea-A-Rangi, a
decile two school in Tokomaru Bay, gave 25
students the chance to travel to Rarotonga
to connect with their Cook Island heritage
and perform at the Te Maeva Nui Festival,
and Hedgehope School in Southland sent
30 students to Russell to learn more about
New Zealand culture and the history of the
Treaty of Waitangi.
Greenteam in
the community
Passionate employees are engaged
employees. We encourage Air New
Zealanders to be active in their communities,
participating in programmes and causes
they care deeply about.
Our Greenteam is a network of more than
2,000 employees across New Zealand and
around our international network who can
volunteer to take part in projects that protect
and conserve our natural environment.
This year Greenteamers and their families
have cleaned up beaches and rivers, planted
native trees, and assisted the Department of
Conservation with the release of Pāteke on
the Milford Track, trapping predators in the
Abel Tasman and surveying seabird numbers
around Kapiti Island.
We set a target last year to increase the
number of employees who participate in
community programmes. In the last year 497
employees took part in a Greenteam activity,
a big increase from 276 the previous year.
01

24
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| Sustainability Report 2019

He waka eke noa |
11
1 Total savings compared to the prior year 2 In 2019, at times up to four aircraft were unavailable for use as a result of the uncontrollable Rolls-Royce engine issues. To provide operational surety,
two Boeing 777-200 and one Boeing 777-300 aircraft were leased. Depending on flight route and duration, the leased aircraft typically used 20 to 26 percent more fuel than the aircraft they
replaced 3 Journeys partially or fully offset through Air New Zealand online booking engines; excludes corporate offsetting and offsetting made post-booking
1 Based on 2017 data. Sources: Air New Zealand’s Greenhouse Gas Inventory and the Ministry for the Environment’s 1990-2017 New Zealand’s Greenhouse Gas Inventory 2 In calendar year 2018
Air New Zealand’s domestic emissions covered by the NZETS were 621,078 tonnes, with a surrender obligation of 517,563 tonnes. One hundred percent of emissions have a surrender obligation
in calendar year 2019 3 In 2019, at times up to four aircraft were unavailable for use as a result of the uncontrollable Rolls-Royce engine issues. To provide operational surety, two Boeing 777-
200 and one Boeing 777-300 aircraft were leased. Depending on flight route and duration, the leased aircraft typically used 20 to 26 percent more fuel than the aircraft they replaced 4 More
details available at www.climateleaderscoalition.org.nz/action 5 In 2019, the 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. Air New Zealand has adopted this figure to remain consistent with national greenhouse gas inventory guidance, a
process which has included updating our baseline inventory and inventories for financial years 2016 to 2018 6 One tonne difference between the Total 2019 emissions on this table and the
Greenhouse Gas Inventory Report is due to rounding
Tackling climate
change & carbon
air operations account for about
0.7 percent of New Zealand's total
emissions.
1
²
The growth of the global aviation
industry has created enormous
economic and social good — it
connects people and cultures,
enables international trade and
enterprise, and boosts tourism
and local economies. What is
clear is we now need to grow in
a different way.
While we are delivering such
benefits and working to minimise
our carbon emissions, until
aviation biofuels are readily
available in New Zealand or
there are significant technology
breakthroughs such as electric
aircraft, we are unlikely to deliver
further significant carbon
emissions reductions through
our own operations.
In 2019 our carbon footprint
(greenhouse gas emissions)
increased by just over 5 percent.
This was primarily due to network
growth of four percent and fleet
substitution challenges triggered
by the Rolls-Royce engine issues.
3
Climate change is
without doubt the
biggest risk our
industry has faced.
As an airline, we are already
seeing the impact of climate
change in New Zealand, with
increasingly volatile weather
patterns and severe events
such as cyclones and storms
affecting flights and preventing
customers from getting to
where they need to go.
These weather events are no
longer rare occurrences — they
are happening more regularly
and have become a fact of life
for our operational teams which
are constantly having to juggle
schedules, customers and
aircraft as a result.
The aviation industry contributes
between two and four percent
of global emissions. Air New
Zealand emits around 3.5
million tonnes of carbon dioxide
annually, which makes us
one of the country’s largest
carbon emitters. Our domestic
Our carbon strategy is governed
by our Sustainability Executive
Steering Group with regular
reporting to the Air New Zealand
Board on carbon emissions and
our regulatory obligations.
Air New Zealand is a founding
member of the Climate Leaders
Coalition (CLC), a group of
more than 100 organisations
in New Zealand that work
together to take action on climate
change. By joining the CLC, Air
New Zealand has committed to
taking climate action in
accordance with the CLC’s
Climate Change Statement.
4
In August 2019 Air New Zealand
became one of the first New
Zealand companies to sign up
as a supporter of the Task Force
on Climate-related Financial
Disclosures (TCFD), joining over
800 other organisations globally
committed to implementing
and improving climate-related
disclosures. We will be
reporting against the TCFD
recommendations from the 2020
financial year.
GREENHOUSE GAS INVENTORY ⁵
Total operational
emissions scope
GHG emissions
sources
Tonnes
CO
2
-e 2017
Tonnes
CO
2
-e 2018
Tonnes
CO
2
-e 2019
Scope 1Aviation Fuel, LPG,
Natural Gas, Ground
Diesel, Ground Bio
Diesel, Ground Petrol
3 ,19 7,0113,296,0853,468,712
Scope 2Electricity2,6243,0443,098
To t a l s3,199,6353,299,1293,471,810⁶
Biomass (wood pellets)998638725
TOTAL TONNES CO
2
-e SAVED THROUGH CARBON REDUCTION PROGRAMME
1
201720182019
3,553
11,468
15,105
FLEET AGE IN YEARS (SEAT-WEIGHTED)
9.1
7.07.8
7.57.5
7.1
2017
2018
2019
2014
2015
2016
Number of customer journeys voluntarily offset through FlyNeutral
3
F LY N E U T R A L
20182019
130,282
183
,624
FUEL EFFICIENCY IMPROVEMENT
201720182019
2
0.3
%
1.1
%
-1.1
%
Average annual improvement
since 2009
2.3
%
Average annual improvement in aviation fuel efficiency (improvement vs previous year)

26
25
| Sustainability Report 2019

He waka eke noa |
| Tackling climate change & carbon
We have instigated a number
of fuel savings measures
that have helped us improve
efficiency by more than 20
percent since 2009. We are
also focused on reducing
fuel use and emissions by
investing in a modern, fuel-
efficient fleet that will drive
future savings.
In May we announced our commitment to
purchase eight Boeing 787-10 Dreamliner
aircraft powered by GE Aviation’s GEnx-1B
engines. The first of these highly fuel
efficient aircraft will join our fleet in the
2023 financial year.
These long-haul aircraft will replace our fleet
of eight Boeing 777-200 aircraft, which will
be phased out by around the middle of the
next decade. These aircraft are expected
to be up to 25 percent more fuel efficient
than those they are replacing and have the
potential to save 190,000 tonnes of CO₂-e
emissions per year.
To the end of the 2019 financial year, we
had taken delivery of five A321NEO and three
A320NEO aircraft. New generation engines,
fuel efficient Sharklet wingtip devices and,
on the A321NEO, more seats, mean these
aircraft are collectively expected to help
deliver fuel savings of at least 15 percent
compared with the aircraft they are replacing.
Reducing our carbon
footprint in the air...
Improving efficiency
through flight operations
Last year we implemented more efficient
departure climb profiles on our Boeing 777
and Boeing 787-9 aircraft, which has resulted
in CO₂-e savings of 1,815 tonnes and 575
tonnes of fuel saved.
Approach-path efficiencies have also
progressed. In December 2018 we
implemented new approaches into
Christchurch across our jet fleet to reduce
the distance flown, allowing for continuous
low-powered descents and decreasing
the amount of fuel required. In the past 12
months these approaches have saved more
than 150 tonnes of fuel and 473 tonnes of
CO₂-e. We are currently trialling similar
approaches into Wellington and plan to
have these in place from September 2019.
Over the past year we have focused on
removing further unnecessary weight from
our domestic jet aircraft and have saved
nearly 200 tonnes of fuel and 631 tonnes of
CO₂-e. This includes carrying less potable
water on each flight, meaning we top up more
frequently to meet the specific needs of
individual flights.
Exploring biofuel
production
While there has been lots of testing of
aviation biofuel production globally, in
Australasia large scale and practical volumes
of aviation biofuel remain some way from
being a commercial reality, particularly in
the absence of clear policy incentives to
encourage production.
We know a future biofuel solution is
necessary. The big challenge is being able
to sustainably produce a viable aviation
biofuel option at the scale required to meet
aviation industry supply needs. We joined
with Z Energy, Refining NZ, SCION and
Auckland International Airport to investigate
how we could transition aviation fuel into
biofuel and whether setting up an aviation
biofuel plant in New Zealand could work. The
capital investment would be significant and it
has not been achieved anywhere in the world
without substantial government support to
establish production and thereafter ensure
fuel pricing remains economically viable.
We are working with aircraft manufacturers
to explore the role new propulsion
technologies could play in the future of
regional aircraft. Hybrid electric aircraft
are expected to enter the market in the
next decade. Depending on when these
technologies become available for larger
turboprop aircraft, we believe these could be
a viable option for our regional network.
We have also partnered with Zephyr
Airworks, the operator of Cora, the world’s
first autonomous air taxi. The agreements
with both partners signal our commitment
to embracing new technologies that will
make life easier for our customers, as well
as understanding the potential of cleaner
energy solutions for travel in the near future.
Regulatory support will be critical to
attracting these new technologies to
New Zealand and enabling their uptake.
Hybrid and electric aircraft:
flying into the future
02

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| Sustainability Report 2019

He waka eke noa |
| Tackling climate change and carbon
02
Two years ago we moved to using electricity
to power aircraft while at the gate whenever
available at Auckland International Airport,
and a roll out to Wellington International
Airport and Christchurch International
Airport quickly followed. Traditionally our
aircraft have been powered by an Auxiliary
Power Unit (APU) while on the ground that
consumes jet fuel and generates carbon
dioxide emissions. We estimated we would
save more than 6,000 tonnes of CO₂-e
annually by switching the APU off and
connecting to a renewable power source,
and we’ve exceeded expectations. This
financial year we saved 2,637 tonnes of fuel,
generating 8,322 tonnes of CO₂-e savings.
Further afield, we recently began plugging
into ground power at our newest US
destination, Chicago O’Hare International
Airport, as well as at Sydney Airport in
Australia for our wide-body aircraft. We will
begin reporting on the carbon savings from
these ports over the coming financial year.
An extension of the existing initiative aimed
at increasing carbon savings is in progress
at Auckland International Airport. The aim
is to further reduce APU use by utilising
ground power in conjunction with external
electrically powered air-conditioning units.
...and on the ground.
Electrifying our
ground fleet
Increasing our use of
ground power to save fuel
We've converted 83 percent
of our on-road light vehicles
to electric.
1
We have a target
that all our specialist airport
ground service equipment,
including aircraft tugs,
loaders and golf carts,
are 100 percent electric
where viable options exist.
Currently 62 percent of
our New Zealand-based
ground service equipment is
powered by electricity, and
we will convert 92 percent of
this equipment to electric by
the end of 2020.
1 Refers to on-road light vehicles where electric options exist

30He waka eke noa |
Meeting regulatory
obligations
We participate in the New
Zealand Emissions Trading
Scheme. In the 2019 calendar
year, Air New Zealand has
an obligation to report
greenhouse gas emissions
generated from fuel use on
all domestic flights and then
purchase and surrender to
the Government an equal
number of New Zealand Units
to match those emissions.
For emissions in international airspace, we
participate in the Carbon Offset and
Reduction Scheme for International Aviation
(CORSIA). Governed by the International
Civil Aviation Organization, CORSIA sets the
global framework to measure, report and
cancel offset units for international aviation
emissions. The monitoring phase commenced
this year and requires us to report emissions
from international aviation. Along with
other global participants we will begin to
offset emissions associated with growth
beyond 2020.
We also support the industry’s targets of
1.5 percent annual average fuel-efficiency
improvement (2009-2020), carbon-neutral
growth from 2020 and halving 2005
emissions by 2050.
02
Drylandcarbon
In March 2019 Air New Zealand entered into
a limited liability partnership with Contact
Energy, Genesis Energy and Z Energy to form
Drylandcarbon One Limited Partnership
(Drylandcarbon), which will see the four
companies invest in the establishment of a
geographically diversified forest portfolio to
sequester carbon and deliver New Zealand
Units (NZUs).
Drylandcarbon is specifically targeting
marginal, unproductive and often erosion-
prone land for conversion to sustainable
forestry for carbon farming.
Although the primary objective is to produce
a stable supply of forestry-generated NZUs
to support the partners meeting their annual
requirements under the New Zealand Emissions
Trading Scheme, given the potential size of
the portfolio the partnership is well placed
to make a real contribution to New Zealand’s
broader emission reduction objectives.
Forestry
Forestry remains an important
part of New Zealand’s short-term
response and Air New Zealand’s
engagement with landowners and
stakeholders to drive afforestation
has been valuable in moving those
efforts in a more professional and
efficient direction. Focusing on
new forests rather than purchasing
units generated from forests that
already exist but may not have
previously been entered in the ETS
is a more credible approach. The
other environmental effects of the
forests that are created will need to
be carefully considered.
Dr Suzi Kerr
Sustainability Advisory Panelist
PANEL VOICE
Zero Carbon Bill
The Zero Carbon Bill will lay
the foundation for New Zealand’s
low-emission economy, setting
high-level goals and establishing
the Climate Change Commission
to guide New Zealand’s
low-emissions transformation.
While progress on the Zero Carbon
Bill is critical and promising, as
always the devil is in the detail.
The Climate Change Commission
will need to have an appropriate
structure as well as sufficient and
stable resourcing to enable it to
build the capability required to
provide credible advice and strong
engagement with key players.
The Commission will need a
constitutional structure and
relationship that maintains
democratic control, but requires
the Government to release its
reports in a timely manner, take
recommendations from the
Commission seriously and respond
to recommendations publicly if
they choose not to follow them.
The relationship between the
Commission and Government
must continue to depoliticise the
process of New Zealand’s
low-emissions transformation.
Supporting the
Zero Carbon Bill
We are supportive of,
and submitted on, the
Government’s Zero Carbon
Bill. We want to see the
Government work in
partnership with sectors
that have limited emissions
reduction options to explore
complementary policy
measures that could support
lower-emission investments
and industry innovation.
We would particularly welcome engagement
and development of specific policies within
the aviation sector to support low-emission
technology solutions.
Aviation biofuels have the potential to enable
significant carbon emission abatement.
Incentivising development of local sustainable
aviation biofuels for scalable and cost-
effective supply would be of direct benefit
to New Zealand and would reduce aviation
emissions. Policy to facilitate a smooth
transition to lower-emission, hybrid or fully
electric aircraft will also be required in the
short-to-medium term.
A stable and well-planned low-emission
transition has the potential to traverse
election cycles and certainty would assist
corporate New Zealand to invest in a
lower-emissions future.
02

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| Tackling climate change & carbonHe waka eke noa | | Tackling climate change and carbon
FlyNeutral —
Helping our customers
voluntarily offset
carbon emissions
With growing awareness of
the effects of climate change,
we know many of our
customers are committed to
living in a more sustainable
way. FlyNeutral is one way
for customers to do their bit
alongside us to minimise
the impact of air travel on
the planet.
When customers choose to offset the carbon
from their flights, the money collected
goes to carefully chosen projects which
provide permanent, verified and sustainable
emission reductions. These projects
generate emissions reduction units, which
are purchased and then cancelled from
circulation permanently.
Through FlyNeutral and with the assistance
of Permanent Forests NZ, we support
permanent native forestry projects across
New Zealand, from Northland to the Chatham
Islands and from Wellington City Council's
Outer Green Belt to Hinewai Reserve on the
Banks Peninsula. These projects are certified
under the New Zealand Government's Forest
Sink Initiative. We also support sustainable
energy projects in countries we fly to,
including those in the Pacific region.
As well as absorbing carbon from the
atmosphere, native forestry projects
offer many benefits to the surrounding
communities. Chatham Islands Mayor
Alfred Preece has set aside a large part
of his land for reforestation and it’s become
a habitat to encourage back some of the
unique plants and birdlife of the Chatham
Islands and return that part of the island to
how it was pre-settlement. Alfred’s native
forestry project is one of six permanent
native forestry projects in New Zealand
supported through FlyNeutral. This year
the programme reached a significant
milestone — together with our customers we
have purchased more than $1 million worth of
carbon offsets from permanent New Zealand
native forestry projects.
Since integrating the offsetting functionality
into the booking flow in late 2016 and
introducing offsetting through our US, United
Kingdom, Canadian and Australian websites
this year, we’ve seen a stronger uptake
rate — from less than 100 bookings a month
to more than 15,000 journeys per month.
In the past year, retail customers partially
or fully offset more than 183,600 journeys,
up from just over 130,200 in the previous
year. We have also seen a rise in the number
of corporate and government customers
joining our FlyNeutral programme, albeit in
lower numbers than we would have hoped,
and we continue to encourage individual
retail customers and businesses to join
us in understanding and offsetting their
emissions. As well as encouraging our
customers to offset their carbon dioxide
emissions through FlyNeutral, we offset
all carbon dioxide emissions associated
with employees flying for work around our
network. In the last year this amounted to
more than 11,500 tonnes of CO₂-e reduced or
removed from the atmosphere.
In the past year, retail customers partially
or fully offset more than 183,600 journeys,
up from 130,000 in the previous year.
1 Number of bookings partially or fully offset as a percentage of all bookings; New Zealand data for all of FY19, other markets since functionality available
in early 2019
VOLUNTARY OFFSETTING UPTAKE FY19
1
New ZealandAustraliaUnited KingdomAmerica
4.6
%
4.3
%
9.8
%
7.3
%
When you’re living in the middle of
a vast ocean 2,000 km from the
nearest country, the last thing you
want to hear about is ‘flygskam’.
Translated literally it means ‘flying
shame’ and it’s the name of the
Swedish anti-flying movement that
led to an 8 percent fall in domestic
plane journeys within Sweden
during the first four months of 2019
alone. The movement argues that
the climate change implications
of flying around the world are now
so severe that people should be
ashamed of doing it. Tough gig
for a Kiwi.
Carbon from flying represents
only two to four percent of global
emissions, so it’s tempting to
believe this movement will never
really take off (so to speak). But
that is to miss the point. Emissions
Prof Tim Jackson
Sustainability Advisory Panelist
PANEL VOICE
could grow three- or four-fold by
2050 if nothing is done. And in any
case, flygskam is about fairness.
One return flight from Auckland
to London accounts for about four
tonnes of carbon dioxide; that’s 10
times larger than the entire annual
carbon footprint of the average
Bangladeshi. Flying must either find
a way to go fossil-free or else there
must be fewer air miles factored
into the business plan, rather than
more and more each year. Waiting
for it all to blow over is really not
an option, which is why Air New
Zealand’s world-leading Carbon
Reduction Programme is so vital.
The flygskam movement came from
a letter written in 2017 signed by
opera singer Malena Ernman, who
happens to be... Greta Thunberg’s
mum. It was Greta herself who
made it all famous. Just a year ago,
she was a lone schoolgirl sitting
outside the Swedish Parliament
with a handwritten placard. Six
months later she had inspired a
million and a half students from 112
countries to join her school strike
for the climate. This (northern)
summer she sailed across the
Atlantic to get to the UN climate
change conference. Not flying.
There is a simplicity to any message
when it comes from the mouths of
children. The house is on fire, says
Greta. The time for talking is over.
It’s time to act on climate change.
That’s a massive challenge for
any airline, whichever hemisphere
you’re in. But it’s a challenge that
Air New Zealand is already well
placed to take on.
02

1 Inbound shoulder season (April to November) arrivals on Air New Zealand; Source: Statistics New Zealand, International Visitors 2 To ensure comparability between years, previous years’
results have been updated using the same approach as 2019
COMMUNITY
ACTIVITIES
Tourism is vital
to New Zealand’s
economy,
contributing more
than $39 billion
1

annually and
providing jobs
for almost one in
seven working
New Zealanders.
Air New Zealand’s success and
New Zealand’s prosperity are
inextricably linked. We all
benefit from a healthy tourism
industry, but equally we need
to make sure that it is truly
sustainable. The benefits must
Supporting
New Zealand
through
sustainable
tourism
TRAVELLING DURING
SHOULDER SEASON
1

2017
2
45.7
%
2018
48.4
%
2019
47.8
%
Proportion of international visitors
on Air New Zealand travelling
during shoulder season relative
to peak
NUMBER OF PASSENGERS
FLOWN ON REGIONAL NETWORK
5.71M
2017
2018
2019
FLIGHTS PER DAY ON
REGIONAL NETWORK
2017
2018
2019
305
308
320
Average number of flights per day
FURRY AND FEATHERED FRIENDS TRANSPORTED FOR DOC
Kiwi
60
Kakapo
50
Pāteke / Brown Teal
109
Conservation dogs
77
405 threatened creatures and conservation dogs relocated including:
Schools supported
through Airpoints™ for
Schools programme
10
Biodiversity projects
supported with DOC and
iwi partners alongside
Great Walks
6
Marine sentinel sites
supported with DOC
with 10 research
projects underway
2
1 Tourism Satellite Account 2018, Statistics New Zealand
be felt across New Zealand
and not just in the main centres.
The peaks and troughs of high
and low seasons need to be
balanced to ensure year-round
employment and business
stability. Growth in demand
must be matched by quality
infrastructure and our
natural and cultural resources
must be protected and
enhanced. Ensuring the right
balance between the social
and economic benefits of
tourism and the environmental
impact is a challenge that the
New Zealand tourism industry
needs to collectively address.
These are big asks. Fortunately,
we have strong partners
including Central Government,
Tourism New Zealand, Tourism
Industry Aotearoa, Qualmark,
iwi, the Department of
Conservation and Regional
Tourism Organisations, all
working together to deliver
a more sustainable tourism
industry for Aotearoa.
We also acknowledge there is a
tension between network growth
and carbon emissions, which is
something Air New Zealand and
the aviation industry still need
to solve.

36
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35| Sustainability Report 2019

| Supporting New Zealand through sustainable tourism
Alongside our colleagues at Tourism New
Zealand (TNZ), we also invest heavily in
marketing New Zealand to prospective
visitors in offshore markets. Together with
TNZ we have recommitted to a marketing
partnership worth up to $20 million annually
to promote New Zealand offshore. The
joint activity will target potential visitors
from Australia, China, North and South
America, Japan, Singapore, the United
Kingdom and Europe.
We are working together to increase the
economic value of tourism, ensuring our
visitors enjoy memorable experiences and
promoting travel throughout the country,
often in the shoulder seasons, so that all of
New Zealand gets to enjoy the economic
benefits tourism brings. This is the sixth
consecutive year TNZ and Air New Zealand
have coordinated their international market
development and promotion, taking the total
joint investment to more than $100 million.
Tourism New Zealand and Air New Zealand
are also premium sponsors of TRENZ,
an annual industry event which brings
together about 300 tourism operators with
international travel and tourism buyers
and media from established and emerging
tourism markets. The event, held this year
in Rotorua, directly helps to grow New
Zealand’s $39 billion tourism industry.
ExportNZ, in partnership with Air New
Zealand Cargo, is helping to unlock Kiwi
business potential on the world stage. Its
Excelerate100 programme assists ambitious,
motivated firms with global growth
aspirations to access new export markets.
Air New Zealand Cargo is a platinum
partner of the programme, which provides
a combination of group learning and
mentoring support, for exporters, by
exporters. Senior leaders share their
experiences and provide practical advice
and perspectives on how to grow an export
business in a strategic way.
Part of our Cargo strategy is to help
perishable product exporters get their
products to customers in the best possible
condition. To do so, we have recently
purchased more than 500 new insulated
thermal containers compatible with our
Boeing and Airbus aircraft. These containers
ensure chilled products stay colder and
fresher for longer and enable shipping to
markets with hotter climates.
Air New Zealand added Chicago and Taipei
to its international network in November 2018
and will begin flying to Seoul in November 2019.
We're seeing strong customer demand for
our Chicago route, our fifth mainland North
American port. It’s not just attractive to
travellers from New Zealand, but significant
numbers of American visitors from the
Chicago area and beyond are flying on this
new route. We expect the route to contribute
significantly to the New Zealand economy,
and our regions will also benefit as we know
around 37 percent
1
of spending by US
visitors to New Zealand occurs outside the
main centres.
New routes bringing new
visitors to our shores
Supporting New Zealand
exporters
Working together to
promote New Zealand
to the world
03
The Taipei route is also performing well and
has seen visitors to New Zealand increase
by 24 percent
2
since we started flying. Most
of these visitors are holiday-makers, many
of whom visit regional ports when in New
Zealand, as well as the main cities.
Seoul is a densely populated city with more
than 10 million residents and inbound leisure
travel from South Korea to New Zealand
has grown significantly in recent years,
presenting an important tourism growth
opportunity for the airline and the New
Zealand tourism economy. The new service
will more conveniently connect the estimated
40,000 Koreans living in New Zealand with
friends and family in their home country.
Air New Zealand plays a pivotal role in the success of New
Zealand’s tourism industry and, similarly, the tourism industry’s
performance is an important factor in our commercial success.
Together with our alliance partners we fly about 45 percent of
all international visitors to our shores.
1 Monthly Regional Tourism estimates from the Ministry of Business, Innovation and Environment for July 2018 to June 2019.
Main centres for the purpose of this estimate are Auckland, Wellington, Christchurch and Dunedin 2 Visitor arrivals from
November 2018 to April 2019 compared to the corresponding period a year earlier (data only available until April 2019);
Source: Statistics New Zealand

38
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37| Sustainability Report 2019

We want to see all New
Zealand regions benefit
from sustainable tourism
growth and we are
committed to working with
councils, regional tourism
offices, airports, chambers
of commerce and iwi to
build demand for regional
New Zealand.
With a slowdown in inbound tourism growth,
we need to do more than ever to encourage
Kiwis to visit this great country and support
regional tourism. Growing visitor numbers
outside of peak periods is an industry focus
to take the pressure off tourism infrastructure
at the busiest times of the year.
Our direct service between Invercargill and
Auckland started on 25 August 2019. We
worked closely with Invercargill Airport and
our community partners to make the
service a reality, signalling our ongoing
support for Southland. It will mean the
region is more connected to New Zealand's
most populous city and largest airport, will
bring more visitors to the region, and makes
it easier for business travellers to get to and
from Southland.
Prior to the new service commencing, Air
New Zealand, Great South (formerly known
as Venture Southland) and key Southland
stakeholders launched the ‘Find yourself
speechless in Southland’ campaign to
showcase all that’s on offer in the region.
At the other end of the country, we launched
a joint campaign with the Bay of Islands
Marketing Group and Northland Inc. to
attract visitors to the Northland region
outside of the peak summer months.
Activities such as mountain biking around
Waitangi, kayaking around Haruru Falls,
exploring the caves of Motuarohia Island,
and sampling some of the fine local cuisine
were highlighted.
Showcasing the best of
regional New Zealand,
all year round
Destination marketing campaign
'Christchurch. Explore something new.'
was launched in May 2019 to inspire
and encourage New Zealanders to visit
Christchurch during spring. The campaign
focused on some of the beautiful locations
and great new culinary destinations in and
around Christchurch.
More broadly, our domestic marketing
campaigns have stimulated leisure demand
by encouraging Kiwis to explore the country,
specifically encouraging shoulder season
travel. Our retail campaigns have promoted
fares to regional destinations, and we
have undertaken awareness activity in
partnership with Dunedin Airport, Nelson
Airport, Wellington Regional Destination
Agency, Destination Rotorua and Tourism
Bay of Plenty.
PHOTO: Tutukaka coastline, photograph
by Nazar Abbas Photography
03

| Engaging Air New Zealanders
40
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| Sustainability Report 2019

He waka eke noa |
| Supporting New Zealand through sustainable tourism
Supporting tourism
and development in
the regions
This year we entered a long-term partnership with Queenstown
Resort College’s (QRC) Tai Tokerau Paihia campus, which aims
to build a tourism talent pipeline and career pathways for young
people, including those from underprivileged backgrounds. It
focuses on youth in Tairāwhiti Gisborne, Te Tai Tokerau, South
Auckland, the Bay of Plenty and the South Island.
Air New Zealanders will have the opportunity
to share their career journeys, expertise
and leadership with the College's tutors
and students. The top student from each
graduation class will receive an Air New
Zealand award and we will offer scholarship
support, opportunities for paid internships
PHOTO: Queenstown Resort College’s
(QRC) Tai Tokerau Paihia Campus, 2019
PHOTO: Pou on Maunga Hikurangi. Image
belongs to Te Runanganui O Ngati Porou
Working alongside
stakeholders in
Tairāwhiti Gisborne
We continue to work alongside Activate
Tairāwhiti and tourism stakeholders to boost
tourism in Tairāwhiti Gisborne.
Two Māori cultural tourism offerings, Maunga
Hikurangi Experience and the Tairāwhiti
Waka Hourua (double-hull sailing waka),
deliver an authentic cultural experience for
the region’s visitors. Both have received
Qualmark Gold accreditation in their first
year of operation, recognising their high level
of professionalism, sustainability practices
and customer-centric approach. This is an
outstanding achievement so early on in their
development and operation.
Getting the word out about these two new
experiences, as well as Tairāwhiti Gisborne
as a ‘must visit’ tourism destination, remains
a key priority, and we are developing a plan
of partnership marketing activity to
stimulate visitation outside of the peak
summer months.
Giving Kiwi youth a voice
and inspiring a new
generation of storytellers
Earlier this year, we signed a long-term
partnership agreement with the National
Geographic Society. As part of this
agreement, over the next two years we
will run Photo Camps in five different
New Zealand communities.
At these camps, young people, including
at-risk and underprivileged teens, will
learn how to use photography to tell their
own stories, explore the world around them
and develop deep connections with others.
With National Geographic photographers
as their mentors, they are challenged to
consider the difficult issues they face in their
own lives, whether economic, environmental
or social. Through presentations in their
own communities and public exhibitions
that reach millions of viewers, the students
will share their perspective on these
important issues.
Since 2003, National Geographic has run
more than 80 photo camps in over 20
countries. The first New Zealand camp will
be held in Murupara in the Bay of Plenty.
03
unemployment rate in some regions, and a
skills shortage in the tourism sector. Tourism
is New Zealand’s number one export earner
and we need to invest in future leaders with
the drive and skills to deliver its continued
success. A thriving, sustainable tourism
industry means a more prosperous country
for everyone.
and where possible jobs for some graduates.
In July 2019 the first College intern started a
nine-month placement at Air New Zealand.
By promoting tourism as a career, and
pathways into tourism, the partnership
addresses two key challenges: a high youth

42
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He waka eke noa |
| Supporting New Zealand through sustainable tourism
Tourism's role in
protecting our
environment
Dr Susanne Becken
Sustainability Advisory Panelist
Air New Zealand’s place at the heart of
New Zealand’s tourism industry is unusual
in a global context. When I look at other
countries, I can’t think of another example
where the national carrier plays such a
leadership role. Airlines are often the biggest
single player in a country’s tourism sector.
By bringing their scale, professionalism and
expertise to the table they can move the
dial considerably more than smaller players
acting individually. In this regard Air New
Zealand is leading the way.
The Tiaki Promise launched last year by
a coalition of tourism industry partners,
including Air New Zealand, iwi, and the
public sector, showed what this collaborative
approach could yield.
PANEL VOICE
Tiaki brings sustainability out from the
back-of-house, behind-the-scenes efforts
of individual industry players to harness
the energy of the whole industry and,
importantly, asks visitors to play their role.
The time seems right for this initiative;
it hits public sentiment both in terms of
visitors wanting to do the right thing and
destinations wanting responsible tourism
that adds value to their communities. It’s a
fantastic framework to build from and Air
New Zealand now has an opportunity to
use its channels and influence to provide
tangible advice and options to travellers
on how to be responsible visitors in New
Zealand. This is what I’ll be looking out for
in the coming year.
Bringing birdsong back to
our iconic Great Walks
Our partnership with the Department
of Conservation (DOC) as its National Partner
for Conservation is helping to protect and
restore biodiversity within some of New
Zealand’s most spectacular environments
alongside the Great Walks network.
We have supported over 31,000 hectares
of sustained pest control aiding the return
of native birdsong to these special places.
These biodiversity projects cover many
of the well-known Great Walks that New
Zealand has become famous for including
the Milford Track, Routeburn Track and
Heaphy Track.
Our latest commitment with DOC is to fund a
four-year $400,000 project on the Paparoa
Track Great Walk on the South Island’s West
Coast that will assist the reintroduction and
establishment of whio into the area while
increasing knowledge of the biodiversity in
the Paparoa Range.
The Paparoa Track, a 55km walk due to open
in December 2019, has been built for
mountain-bikers and walkers and is
expected to draw thousands of international
and New Zealand visitors annually, providing
significant economic support to the local
community. This track will provide access
into remote back-country areas, creating
a unique opportunity to increase the
protection and management of biodiversity
surrounding the area.
Encouraging responsible
tourism
In November 2018 we joined six other
New Zealand organisations to launch Tiaki
— Care for New Zealand, an initiative that
encourages international and domestic
travellers to experience New Zealand in a
way that keeps everyone safe, protects our
environment, respects our culture and takes
care of the country for future generations.
It is built on the notion that travellers have
both rights and responsibilities while
travelling around Aotearoa.
We promote the content through our inflight
entertainment screens, in Kia Ora magazine
and on our websites. Tiaki means to care and
protect in te reo Māori.
Our partnership with DOC means you may
sometimes find yourself on a flight with a
very precious passenger. In April this year we
translocated our 3,000th wildlife passenger,
a rare Okarito rowi kiwi chick named
Caedance. We have partnered with DOC
since 2012 to transport some of the country’s
most threatened wildlife to new homes,
as well as the conservation dogs who help
monitor them. New Zealand has nearly 4,000
threatened species, and they need more
help to ensure they have a brighter future.
Flying endangered
species
03
In our most popular tourist
locations, increasing visitor
numbers are placing greater
demands and pressure on
the natural environment
that New Zealand is famous
for. The tourism industry
has an important role to
play in helping protect the
environment and our precious
native flora and fauna for
future generations.

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| Sustainability Report 2019

He waka eke noa |
Our suppliers are an integral
part of how we will successfully
drive sustainability across our
business and contribute to a
more environmentally sound
and fairer New Zealand.
That’s why we have sharpened
our focus on strong supplier
partnerships based on shared
values and objectives. If our
suppliers don’t understand why
we are on this journey and share
our commitments, our global
supply chains will never reach
their true potential. We are
working to gain more visibility
and assurance across all our
supplier interactions.
Our considerable
scale gives us
the opportunity
to advance our
sustainability
agenda, but the size
and complexity of
our supply chain
means we simply
can’t do it alone.
Working with
our suppliers
1 Excludes fuel, airport fees, taxes and labour 2 Excludes fuel, airport fees, taxes and labour. Where supply agreements are not in place and supplier spend is less than $150,000,
Air New Zealand’s purchase order terms and conditions are used to apply the Supplier Code of Conduct
BOTTLES OF NEW ZEALAND WINE SERVED
963,232
OUR SUPPLIER CODE OF CONDUCT
201720182019
88.7
%
93.0
%
93.2
%
Percentage of suppliers (by
spend
2
) providing positive
assurance of our Supplier
Code of Conduct
New Zealand beef and lamb
dishes enjoyed
1.6M
Food preparation
locations
24
Meals served globally
6.3M
NUMBER OF MEALS SERVED
NGATI POROU FISHERIES
The airline prepared more than
45,000 appetisers featuring Ngati
Porou's Ahia™ smoked fish
45,000+
We also work with New Zealand
iwi and regional and sustainable
producers to build their capability
to supply into corporate supply
chains and to give them a
platform for driving demand
for their products and services
at home and around the
world. Helping these suppliers
showcase their products to our
customers and employees is
something we are really proud of.
SUPPLIER AWARDS
Tūhono Award
(Supreme)
Flight Interiors
Sustainability &
Ethical Practices
Ecoware
Operational Excellence
Michelin Australia
Best New Zealand
Partnership
Villa Maria
Customer Commitment
or Impact
Concentrix
Best International
Partnership
ST Engineering Aerospace
Innovation
Flight Interiors
Regional Partnership
JNP Aviation
Over $1.1 billion spend
across our global supply
chain in 2019
1
1.1B
SUPPLY AND DEMAND
More than 4,000 suppliers
4,000

46
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| Sustainability Report 2019

He waka eke noa |
| Working with our suppliers
Our Supplier Code of Conduct, based on the
United Nations Global Compact principles,
sets out our minimum expectations of
suppliers for labour, human rights, the
environment and ethical business. We have
achieved positive assurance from suppliers
representing 93.2 percent of procurement
spend
1
that they meet this code.
We are continuously improving our
processes but recognise we still have much
to do. This year we incorporated options for
the inclusion of sustainability considerations
across our procurement lifecycle, from how
we request proposals to how we measure
and track supplier performance. Further
embedding these within our teams’ practices
is something we will be focusing on in the
coming year. We have also improved our
supply agreement template to cover how
we work with our suppliers when either of
us believe the code is not being met.
Food and beverage sourcing is a particular
focus. Our catering partners continue to
work with us to understand and implement
requirements for sourcing sustainable
food products and proteins. This includes
standards in relation to the origin, quality
and traceability of proteins, horticultural
practices for fruit and vegetables, and
products that contain only sustainable
palm oil. We have partnered with caterers
to ensure animal welfare standards are
in place, certification of proteins sourced
in New Zealand, and the identification of
provenance through palm oil audits.
Our offshore catering supply chain is
particularly complex, and in collaboration
with our offshore caterers, discrete
programmes of work are underway to identify
and report on their sourcing practices.
Having a base of more than 4,000 suppliers
comes with challenges. This coming year
we will be introducing digital tools to enable
and support a deeper understanding of Air
New Zealand’s supply chain risk and drive
increased compliance with our sustainability
standards. In addition to broadening supply
chain compliance with Air New Zealand’s
Supplier Code of Conduct, we are working
proactively with our strategic suppliers to
ensure both parties’ sustainability goals are
progressed through joint activity.
1 Excludes fuel, airport fees, taxes and labour. Where supply agreements are not in place and supplier spend is less than $150,000, Air New Zealand’s purchase order terms and conditions are
used to apply the Supplier Code of Conduct
To be a sustainable business,
we must take responsibility
for what we purchase, the way
our products and services
are used and how waste is
disposed of. Our sustainable
supply chain strategy and
execution plan is governed by
an Executive Steering Group
and led by a Sustainable
Supply Chain Working Group
to ensure effective focus
and management of our
sustainability initiatives.
Changing the status quo
requires innovation and we
rely on our suppliers’ industry
expertise to bring Air New
Zealand’s sustainability
initiatives to life. This year we
launched Air New Zealand’s
Tūhono Supplier Awards with
a formal awards and dinner
event in August. Tūhono is te
reo for ‘standing together’.

The aim of the Awards was to recognise and
celebrate suppliers whose performance and
relationship with us over the past year have
made a strong and sustainable contribution
to the airline’s strategic objectives. It was also
an opportunity to highlight the importance
of our supply chain to achieve sustainability
outcomes such as waste reduction and
supply chain traceability.
Ecoware was the winner of the Sustainability
& Ethical Practices Award. They are pioneers
and experts in low-impact, compostable
packaging and have been instrumental in
enabling us to develop and implement
low-impact alternatives to many of our
inflight single-use plastic products.
The Awards were a fantastic way to
celebrate our suppliers’ contributions
to our business and the work we’ve
done together in partnership.
Recognising
our suppliers
04
Our
approach
04

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| Sustainability Report 2019

He waka eke noa |
| Working with our suppliers
A taste of
New Zealand
We have an opportunity
to showcase the best of
the nation's regions to our
customers. We are the
largest server of wine in
New Zealand and, apart
from the champagne and
port served in our Business
Premier™ cabin, we only
serve New Zealand wine.
This includes a selection of the best wines
from around the country, including Māori
and regional wineries. Through our
continued partnership with Villa Maria
wineries we collaborate on projects to
support shared sustainability goals, such
as waste minimisation.
We also support New Zealand wine growers
through our relationship with the Fine Wines
of New Zealand programme. We support
events that showcase the best wines the
country has to offer and we help wineries
facilitate export opportunities. Our own wine
consultants work with the programme’s
experts to ensure quality wine is served on
our flights and in our lounges.
We have been working closely with iwi and
businesses to showcase more premium,
homegrown product in our inflight menus.
Our partnership with Ngati Porou aims to
generate further economic and social growth
in Tairāwhiti Gisborne. We saw an opportunity
to build a sustainable, self-reliant tourism
region together and mutual value in being
able to procure regional products.
Since September 2018 we have been serving
Ngati Porou Fisheries Ahia™

smoked moki
as a menu option in our Business Premier™
and Premium Economy cabins on some
North American, Tasman and Pacific Islands
services. And when Christmas came around
at Air New Zealand, all of our employees
received a pot of Ngati Porou Tihi Honey in
their regional-themed Christmas gift box.
We are proud to be working together to
showcase authentic New Zealand products
to our customers and employees.
CASE STUDY
Ngati Porou
partnership
The positive impact on
our business has been
overwhelming with
a massive increase in
online sales, emails
and personal visits to
our outlet in Gisborne
and the Gisborne
Farmers Market from
visiting Air New
Zealand employees.
Also, Air New Zealand
employees from several
regions in New Zealand
are now regular
online purchasers.
Our business has grown
as a result and the
experience has better
prepared us for future
large orders.”
“
Vanessa Hayes,
General Manager
Torere Macadamias Ltd
Brett Johnston
Ngati Porou Holding Company Limited
Air New Zealand and Ngati Porou Holding
Company met for first the time in 2016 and
we took the time get to know each other,
understand how each other operates and
get comfortable working together.
There is a significant opportunity for the
provinces, including iwi, to partner with our
national carrier. Our partnership with Air New
Zealand has fast-tracked opportunities to
showcase our produce to whole new markets.
PARTNER VOICE
We have clear and honest conversations with
Air New Zealand to make sure everyone is
aligned on decisions and actions. Air New
Zealand and LSG Sky Chefs’ strict standards
for food safety and security have set a new
benchmark for our business.
Our burgeoning partnership with Air New
Zealand is a model for other iwi and regional
producers to emulate. It’s great to be
working with such an iconic business that
shares our passion for sustainability and
regional wellbeing.
04
Through our partnership with Tairāwhiti
Gisborne and Ngati Porou, we are now
serving sustainably caught fish from the
region on some of our international flights.
And during July, we shook up cocktail hour
offering alcohol-free spirits from boutique
Kiwi distillery Ecology and Co on flights
between San Francisco and Auckland.
In our lounges, we serve certified organic
and Fairtrade coffee from Hummingbird and
continue to work with local businesses such
as Loaf Handcrafted Breads to have their
products integrated into selected lounge
menus. We’ve also showcased around 60
different products such as licorice from
Levin-based RJ’s Licorice, Bottled by the Sun
juice from New Zealand’s only solar-powered
juicer, the Chia Sisters, and lobster from iwi
producer Port Nicholson Fisheries.
Last Christmas we treated our 11,500 New
Zealand-based employees with a regional
sustainability themed gift, with products
from a number of up-and-coming regional
and Māori producers. The size of the order as
well as the considerable exposure to a wide
range of potential purchasers gave these
local producers a well-deserved boost.

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| Sustainability Report 2019

He waka eke noa |
SINGLE-USE PLASTIC
Number of single-use plastic items being eliminated from Air New
Zealand’s waste stream or replaced by lower-impact alternatives
1
29M
460K
7.1M
550K
15.5M1.5M
200K
Plastic cups
- Recyclable
Water bottles
- Eliminated
Stirrers
- Compostable
Plastic bags
- Compostable
Cheese trays
- Compostable
Café cups and lids
- Compostable
Sauce packets
- Eliminated
PROJECT GREEN
Items recovered in 2019 financial year from international
flights arriving at Auckland Airport and reinjected onto our
aircraft (diverted from disposal)
1 Estimated annualised number of products that will be replaced, for those products where replacement commenced or was committed to in the 2019 financial year
Total number of items
11.3M
PLASTIC CUPS
4,800,000
SUGAR STICKS
1,700,000
PAPER CUPS
1,600,000
STIRRERS
880,000
OTHER
630,000
PLASTIC
CUTLERY
190,000
PAPER CUPS
& LIDS
1,500,000
Of course, great customer
experience and sustainability
are not mutually exclusive.
Increasingly our customers
expect us to deliver the unique
service we’re known for while
taking a leadership position
around issues such as waste
and plastic — after all, they are
doing their bit to reduce waste
and plastic in their lives. It’s a
challenge we must rise to if we
are to ensure our future social
licence to operate.
Unlike businesses that operate
on the ground, we cannot
simply return to using heavier,
We continue to see
the phenomenal
rise of consumer
awareness and
concern around
single-use plastic
products and the
impact of waste on
the environment.
Our people are also
pushing for change.
Reducing
waste & plastic
reusable materials, as extra
weight added to an aircraft has
a flow-on effect for fuel use and
carbon emissions. Therefore,
we need to be highly strategic
about who we purchase from and
what we purchase to ensure it
meets customer, regulatory and
sustainability expectations.
International flights are also
subject to strict Customs and
biosecurity standards, adding
a degree of complexity to how
we handle all international
inflight waste.
TOTAL WEIGHT OF ITEMS
REINJECTED ONTO OUR
AIRCRAFT AS A RESULT OF
PROJECT GREEN IN THE 2019
FINANCIAL YEAR
To
nne
s

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| Reducing waste and plastic
Plastic,
not so fantastic
Re-evaluating our
waste targets
Our initial commitment made in October
2018 was to transition 24 million single-use
plastic items to lower-impact alternatives
over the next 12 months. By the end of
October 2019, we will have far exceeded
this, expanding the scope of the project to
transition 55 million single-use plastic items
across our global inflight network and ground
locations including lounges, offices and
workshop locations.
We’ve permanently withdrawn single-use
plastic water bottles from Business Premier
and Premium Economy cabins on Tasman
and Pacific Islands services under five hours,
as well as from our Works Deluxe offering on
these flights. This is expected to divert more
than 460,000 bottles from landfill annually
and reduce carbon emissions by more than
300 tonnes per year by reducing weight
on the aircraft.
One of our key milestones this year
was devising a strategy to reduce
single-use plastic use across the
business. To do this, we worked closely
with product suppliers and our waste
management provider to ensure new
products coming into the business
could be composted or recycled in
existing New Zealand facilities.
Ecoware was one supplier we closely
collaborated with, developing a fully
compostable, bespoke cheese tray
that is used on Koru Hour flights on
domestic routes.
CASE STUDY
Ecoware
By the end of October 2019,
all directly procured,
single-use plastic items
used on domestic flights
will have been switched to
lower-impact alternatives
1
,
and we will have rolled out
recyclable water cups and
coffee cups made from plants
across our global network,
marking the completion of
the first phase of our plastic
reduction strategy.
Tautalaaso Sonny Mataia
Travel Centre Consultant in Samoa
This year more than 600 Air New Zealanders
took part in our employee-led Plastic Free July
campaign. Our people took the challenge to
reduce their usage of single-use plastic very
seriously and were able to win some great
prizes as a result. One of the most impressive
examples was our team based in Samoa, which
arranged a fully catered meal to celebrate
Matariki in traditional style using zero plastics.
We based our Plastic Free July efforts around
the way our people lived before plastics
consumption was introduced to Samoa. We
emulated the way our ancestors ate, so we
wove coconut leaves into placemats and used
taro leaves as plates. Coconuts were split in
two and used as bowls and cups. We used a
Kava bowl to put our food in.
These bowls are made from wood and can
last up to 30 years, unlike a plastic takeaway
bowl that is used for a few minutes and then
takes centuries to break down in landfill. We
decided to tie this in with Matariki because
we felt that Matariki is a cultural celebration
for our Māori brothers and sisters and we
wanted to celebrate that as well as bring a
bit of Samoan flavour to the celebration.
EMPLOYEE VOICE
Individual plastic sauce packets have also
been removed from Business Premier cabins
on mainland North America and Hong
Kong services, and these will be eliminated
entirely from our global network by the end
of October 2019. Customers will instead be
served sauce in reusable dishes which is
expected to prevent around 200,000 plastic
packets going to landfill each year.
New Zealand faces
challenges when it comes
to waste, in particular a
lack of composting and
recycling infrastructure.
This is not a problem we can
solve on our own. A change
in New Zealand’s waste
infrastructure is required
before we, and the country,
can take our waste reduction
efforts to new heights.
At present we’re focused on reducing the
amount of waste and plastic packaging we
purchase at source, so we are less reliant on
having the appropriate end-of-life facilities
in place. The coming year will see a renewed
focus on working closely with our pool of
4,000 suppliers to drive changes in the
packaging of products, including some
customer-favourite inflight products.
Recycling, composting and waste diversion
constraints as well as data integrity
challenges mean we have not achieved
our waste reduction targets in the 2019
financial year and we are re-evaluating the
targets for the next year and beyond. The
types of products we can divert from landfill
through recycling systems have decreased
significantly. Previously we were able to
recycle seven types of plastic in existing
New Zealand facilities - now we can recycle
two. There is also limited infrastructure,
particularly in regional New Zealand, for
composting and diverting waste from landfill.
As a result, we’re investigating the types of
products we purchase to make sure these
can be processed in existing New Zealand
waste facilities.
Alongside these challenges, there is more
we can do to change our own behaviour —
from reducing single-use product use at
our ground sites to using the appropriate
bins. We are currently collecting further
data and developing revised targets in
conjunction with our new waste management
partner. This data will be externally audited
and we plan to announce new targets by the
end of 2019.
1 Directly procured items are those which Air New Zealand buys directly from suppliers (food
trays, bags, cups etc). This excludes plastic packaging/ wrappers that food items come in
It's been great working with Air New
Zealand as we commence the war on
plastic by substituting single-use plastic
products used on board with products
which can be reused or composted. We've
been honoured to partner with them
over the course of the last 12 months to
design and manufacture custom plant-
based packaging which is unique, fit for
purpose, and certified compostable.”
“
Alex Magaraggia
Co-Founder & Director,
Ecoware
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He waka eke noa | | Reducing waste and plastic
Working with partners
to reduce waste
Project Green continues
to deliver
One of our major international waste
diversion projects is the Project Green
initiative, launched in conjunction with the
Ministry for Primary Industries and our
catering partner LSG Sky Chefs in July 2017.
In the 2018 financial year, 40 types of inflight
products were reclassified so they can be
reused on future flights if they are removed
from the aircraft sealed and untouched.
Products include cans of soft drink, packets
of cookies, boxes of tea, packets of coffee
and sugar sachets. To date we have
reinjected more than 280 tonnes of product
into our network and recycled more than
302 tonnes of glass. This is equivalent to the
weight of 13 Airbus A320NEO aircraft.
In July 2019 we rolled out Project Green in
Wellington and Christchurch, followed by
Queenstown in August. We’re also excited to
have introduced the initiative to our operation
in Los Angeles, our largest offshore catering
port, in conjunction with our partner LSG Sky
Chefs. This is the first time Project Green has
been implemented outside of New Zealand.
Based on trials in the four new ports, we
expect to divert around 111 tonnes of product
from landfill annually. We are also able to
save costs which we can reinvest on other
sustainable supply chain initiatives, with
less product waste going to landfill. Carrying
only what we need reduces weight on the
aircraft and helps to reduce fuel burn and
carbon emissions.
We plan to roll out Project Green in San
Francisco, Chicago and Houston over the
next 12 months.
As we step up our focus on waste, this
year we switched waste management
contractors which has led to new ways
of working together.
Waste Management NZ Limited will take
co-responsibility for delivering on our
public waste targets and are providing
full-time, in-house resource to work with
us on minimising waste at source.
Together we are looking at the entire
process holistically, from production
through procurement to end-of-life.
Working with our new waste
management partner
05
I work in the Ramp team at Auckland
Airport — we’re responsible for loading and
unloading cargo and baggage from aircraft
on arrival and before departure.
Earlier this year several members of the
team and I identified a surplus of magazines
were being delivered but not loaded onto
aircraft each month and were subsequently
being thrown away. This was creating a lot of
unnecessary waste, so I got in touch with the
Sustainability team to share my concerns.
Dan Watkins
Ramp team member, Auckland Domestic Airport
EMPLOYEE VOICE
As a result, the number of magazines printed
was reduced by around 2,000 copies each
month. Reducing the print run has resulted in
around 10,800 kilograms less magazines per
year being circulated.
I’m really happy with the outcome, which has
saved on waste and cost for the company.
And it’s been a great lesson in speaking up
when something doesn’t seem right — I’m
one of around 12,500 employees globally,
and it’s a reminder that responsibility for
making changes sits with every one of us.
Plastic refuses to leave centre
stage in the world’s war on waste.
In the Ministry for the Environment’s
public surveys, it remains a top
environmental concern for New
Zealanders. That’s not surprising
when we read plastic is now
detectable in fresh polar snow!
The global battle to minimise use
of plastic raises numerous threats
and opportunities for Air New
Zealand which, like other businesses,
has evolved alongside a highly
innovative and useful plastic industry.
For a start we must take a proactive,
as opposed to reactive, approach to
Sir Rob Fenwick
Sustainability Advisory Panelist
PANEL VOICE
the waste dilemma. Start with
purchasing and consuming less
wasteful products — simply
generate less waste in the first place.
Passengers expect change and Air
New Zealand has started by making
changes in its procurement
approach. To enable full resource
recovery, such as for compostable
organics, the airline will need to
create new partnerships.
Engaging a new waste management
partner in New Zealand presents
opportunities to collaborate around
new targets, develop industry
standards on reusable materials
and advocate for the significant
shifts to national waste policy
which are required alongside
behavioural change.
On a final note — Air New Zealand’s
inaugural Tūhono Supplier Awards
recently illustrated the multiples of
influence that lie within the airline’s
huge supply chain. It is waiting to
be tapped into. Customers and
suppliers ultimately want to preserve
the world’s stock of natural capital
as much as we do. It will happen
quickly with a bit of leadership from
private and public sectors.
PHOTO: Image courtesy of Getty

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Air New Zealanders
Ta r g e tBaseline Year201720182019Status
Increase representation
of Māori and Pasifika in
Management positions
thorough the organisation
to 20% by 2022
13% (FY18)
13%15.4%
Recordable rate of injuries
1

reducing by 15% year-on-year
resulting in a rate of less than
10 by end FY20 (against FY17)
Recordable rate of injuries
of 15.22 (FY17)
Recordable rate of injuries
of 15.22 and 288 employee
injuries (15% decrease
from FY16)
Recordable rate of injuries
of 11.20 and 215 employee
injuries (26% decrease
from FY17)
Recordable rate of injuries of
10.30 and 179 employee injuries
(32% decrease from FY17)
90% execution of Critical
Risk Management Plans with
controls tested by end FY20
25% of CRM Plans in
place with controls tested
(based on Critical Risks
Gap Analysis) (FY17)
New target in FY18
All critical risks and controls
were registered in the
Enterprise Risk Register
All critical risks and controls
are registered in the Enterprise
Risk Register
Achieve an average
Flourishing Scale score
of 45 or better by end
FY20 against FY17
2
Establishing baseline
in FY17
47. 847.047.0
75% employee engagement
by end FY20
(Engagement survey sent out
bi-annually. The last survey
was in 2018. The next survey
will be in 2020) ³
67% (FY14)69% (FY16)71%71% (FY18)
50% Senior Leadership Team
(SLT) female by end FY20
16% (Jan 2013)39%39%44%
70% of our SLT alumni attain
Executive level, Non-Executive
Director or SLT roles in
organisations with New
Zealand Interests
86%
86%75%
Increase proportion of
employees who participate in
community programmes
New target in FY18
276 employees participated
in community programmes
497 employees participated
in community programmes
1 Based on TRR 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 Your Voice employee engagement survey conducted on bi-annual basis using Aon global engagement methodology
Ta r g e tBaseline Year201720182019Status
Impactful projects
implemented in East Coast
(Tairāwhiti) and Northland
(Te Tai Tokerau) to drive
social and economic benefit
by end FY19
New in FY18
Initial activities underway
• Product development project
implemented to support
capability to bring three
cultural tourism products
to market (Mount Hikurangi,
Waka Hourua and
Chardonnay Express)
• Air New Zealand and
Ngati Porou partnership
agreement signed
• Scoping of measurement
framework commenced (to
measure social, economic
and environmental progress
in region)
1
• Product development project
implemented in Tairāwhiti
which supported launch
of two cultural tourism
products (Mount Hikurangi
and Waka Hourua). Both
tourism experiences received
Qualmark Gold accreditation
• Strategic partnership with
Queenstown Resort College’s
Paihia campus launched to
support youth in regional New
Zealand meet their potential by
fostering clear pathways into
study and employment
• Ngati Porou smoked fish on
board Tasman and Pacific
Island flights
Community activities
implemented in every
New Zealand region
Air New Zealand flies
to (20 ports)
Airpoints™ for Schools with
10 schools selected in FY17
• Activities implemented in
18 ports
• Airpoints™ for Schools covered
off all but 7 ports
• Two ports were not delivered
to — Blenheim and Hokitika
• Significant community activity
throughout the regions with
the involvement of Koru Care
Dreamliner flight
• Airpoints™ for schools in 10
schools, located across 8 ports
Full compliance with
ICAO noise standards
for aircraft fleet
No notified noise breaches
in FY17
Achieved full compliance
with ICAO noise standards
No notified noise breaches
in FY18
Achieved full compliance with
ICAO noise standards
No notified noise breaches in FY19
Achieved full compliance with
ICAO noise standards

Red Cross supported to
respond to all disasters
in New Zealand and the
South Pacific
Air New Zealand not called
upon for response in FY17
Cargo provided support to MFAT,
Red Cross, and UNICEF during
Cyclone Gita in Tonga
17 tonnes of humanitarian relief
including, but not limited to, the
following items:
- Blankets
- Jerry Cans
- Kitchen Sets
- Solar Lamps
- Mosquito Nets
- Shelter Tool Kits
- Tarpaulins
- Generators
Members of Air New Zealand’s
Special Assistance Team
(SAT) were deployed to assist
Air New Zealanders and their
family and friends affected
by the Christchurch Mosque
attack victims
1 In FY19 target was adapted to focus approach on the East Coast to have maximum impact
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Ta r g e tBaseline Year201720182019Status
Support six biodiversity
projects with DOC and iwi
partners on New Zealand
Great Walks to end 2020
Projects active on three
Great Walks (Lake
Waikaremoana on
hold), species transfer
programme fully
supported (FY16)
Projects active on four
Great Walks: Whanganui
River Journey, Abel
Tasman Coastal Track,
Heaphy Track and Milford
Track (Lake Waikaremoana
in development). Species
transfer programme fully
supported
Projects active on five Great
Walks: Whanganui River
Journey, Abel Tasman Coastal
Track, Heaphy Track, Milford
Track and Routeburn Track
(Lake Waikaremoana on hold).
Species transfer programme
fully supported
Projects active on six Great Walks:
Whanganui River Journey, Abel
Tasman Coastal Track, Heaphy
Track, Milford Track, Paparoa
Track and Routeburn Track (Lake
Waikaremoana on hold). Species
transfer programme fully supported
Antarctic Ecosystems Project
delivered by December 2019
First year of Antarctic
Ecosystems project
completed in FY17 by
NZARI scientists
First year of Antarctic
Ecosystems project
completed in FY17 by
NZARI scientists
Second year of Antarctic
Ecosystem projects completed
in FY18 by NZARI scientists
Third year of Antarctic Ecosystem
project completed in FY19 by NZARI
Scientists. Projects reported relate to
those completed by December 2018
Maintain zero environmental
non-compliances
Zero environmental
non-compliances as at
end FY15
Zero environmental
non-compliances as
at end FY17
1
Zero environmental
non-compliances as
at end FY18
One environmental non-compliance:
underground fuel tanks (at Auckland
Engineering & Maintenance) failed to
meet HSWA (Hazardous Substances
Regulations)
A compliant above-ground tank will
be operational by the end of 2019
IEnvA stage 2 certification via
IATA (Core activities-Flight
Operations & Corporate by
end FY19)

FY19 Target: IEnvA
recertification via IATA
with scope extended to
include all activities²
Maintained stage 1 IEnvA
certification in FY17
IEnvA stage 2 certification
achieved
IEnvA stage 2 certification achieved
Ta r g e tBaseline Year201720182019Status
Increase number of
customer journeys offset
voluntarily
FY18N/A (New in FY18)130,282183,624
1.5% average annual
improvement in aviation fuel
efficiency (2009-2020)
1
0.93t CO₂-e per
revenue tonne
kilometre (FY09)
0.3% improvement compared
to FY16
20% improvement compared
to FY09
(2.5% average annual
improvement)
1.1% improvement compared
to FY17
21.4% improvement compared
to FY09
(2.4% average annual
improvement)
1.1% degradation compared to
FY18
20.3% improvement compared
to FY09
(2.0% average annual
improvement)
Carbon Reduction
Programme implemented
in line with IATA audit
recommendations
Lightweight LD3 Unit Load
Devices saved 1,128,014kgs
of fuel or 3,553 tonnes CO₂-e
(new ground power procedures
confirmed at Auckland and
Christchurch)
The Carbon Reduction
Programme saved 3,633,950kg
of fuel or 11,468t CO₂-e. This
is comprised of the following
initiatives: Acceleration altitude
415,936kg fuel (1,310t CO₂-e),
Ground Power 2,015,000kg fuel
(6,367t CO₂-e), Lightweight LD3
Unit Load Devices 1,128,014kg
fuel (3,553t CO₂-e) and RNP(AR)
approaches in Christchurch
75,000kg fuel
(237t CO₂-e)
The Carbon Reduction
Programme saved 4,780,000kg
of fuel or 15,105t CO₂-e. This
is comprised of the following
initiatives: Acceleration altitude
574,600kg fuel (1,816t CO₂-e),
Ground Power 2,637,000kg fuel
(8,334t CO₂-e), Lightweight LD3
Unit Load Devices 1,219,000kg
fuel (3,852t CO₂-e), RNP(AR)
approaches in Christchurch
152,000kg fuel (480t CO₂-e), and
197,000kg fuel (623t CO₂-e) from
on-board weight reduction
5% annual reduction in
electricity use against
2011 baseline
56,210,433 kWh
(FY11)
8.8% reduction compared to FY16
43% reduction compared to FY11
0% reduction compared
to FY17
2
43% reduction compared
to FY11
6.5% reduction compared to FY18
46% reduction compared to FY11
100% electric vehicles in
light ground fleet (where
feasible)
3
by end FY19
0% (FY15)
100% Electric Vehicles where
feasible
3
Complete data for entire
light vehicle fleet not
available for 2018
83% Electric Vehicles where
feasible
44% of full fleet are Electric
Vehicles
4
60% electric Ground Service
Equipment (where feasible)
3

by end FY19 (92% by end
FY20)
32% (FY15)50.7%51.5%62.1%
Sustainable Building
Guidelines implemented
across Property and
Infrastructure portfolio by
end FY19 with 20% of new
lease agreements qualifying
as green leases by end FY19
25% (FY18)N/A (New in FY18)25.0%8.3%
82% diversion from landfill at
Auckland ground sites by end
FY19 (zero waste to landfill by
end FY20)⁵
65% (FY15)76.8%73.4%75.0%
75% diversion from landfill
at non-Auckland ground
sites by end FY19 ⁵
71.80% (FY17)71.8%68.3%68.2%
50% international inflight
dry waste diverted from
landfill at Auckland by end
FY19
49.60% (FY17)49.6%46.2%43.0%
50% of domestic jet inflight
waste diverted from landfill
by end FY19 ⁵
28.80% (FY17)28.8%3 7.1%39.6%
1 IATA industry target 2 Going forward future gains in electricity reduction will be incremental as our energy reduction program has reached the point where major reductions and easy wins have
been achieved. We will continue to focus on maintaining achieved reductions 3 Where feasible refers to availability of electric models for operational requirements 4 In 2019 we decided to publish
the proportion of EVs, relative to the full light vehicle fleet, in order to increase transparency around Electrification of our light vehicle fleet 5 Claim relates to the specific locations/sites that the
waste contractor services directly
1 There were seven minor environmental non-compliances in FY17. These were all quickly resolved and did not result in any sanctions or fines for non-complinace from the relevant councils
2 The IENvA stage 2 certificate is only for the large domestic airports Auckland, Wellington and Christchurch and not any other ports
CarbonNature and Science
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| Sustainability Report 2019

He waka eke noa |
1 This excludes fuel airport fees, aircraft, taxes, labour. Where supply agreements are not in place, Air New Zealand's purchase order terms and conditions are used to apply the Supplier Code
of Conduct where the supplier spend is below $150,000
1 Inbound shoulder season (April to November) arrivals on Air New Zealand Source: Statistics New Zealand, International Visitors * To ensure comparability between years', previous year’s results
have been updated using the same approach as the current year
Ta r g e tBaseline Year201720182019Status
Increase proportion of international
visitors on Air New Zealand travelling
during shoulder season relative to peak
1
4 5.7%
*
48.4%47. 8%
Promote Tourism New Zealand's
Qualmark certification and certified
organisations
Achieved Qualmark Gold
Award
Investigating opportunities
to promote Qualmark
organisations through Air
New Zealand channels
A project is in development
that would enable Air New
Zealand to promote and sell
Qualmark activities
Ta r g e tBaseline Year201720182019Status
100% of suppliers providing positive
assurance of our Supplier Code of
Conduct by 2020
0% (FY15) New Code of
Conduct launched
Suppliers representing
88.7% of our spend
1

provided positive
assurance
Suppliers representing
93.0% of our spend
1

provided positive assurance
Suppliers representing
93.2% of our spend
1

provided positive assurance
Increase annual volume of New Zealand
exports on Air New Zealand
42,000 tonnes (FY17)42,000 tonnes41,000 tonnes38,600 tonnes
TourismTrade and Enterprise
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