Air New Zealand releases 2022 Sustainability Report
SUSTAINABILITY
REPORT
2022
Sections
09 01
Te manaaki i ngā
tāngata o Aotearoa
Caring for
New Zealanders
13 02
He mahinga
taiao tūturu
Genuine
climate action
22 03
Te whai i te
ōhanga whai hua
Driving towards
a circular economy
25 04
He Tāpoi
Mau Roa
Sustainable
tourism
03 Letter from the
Air New Zealand
Chair and Chief
Executive Officer
04 Governance of
sustainability at Air
New Zealand and our
reporting approach
05 Q and A with the
Chair of Air New
Zealand’s Sustainability
Advisory Panel
06 About Air New Zealand
and our Sustainability
Framework
29 Fundamental
metrics table
Contents
CONTENTS 2 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
Letter from the Chair and Chief Executive Officer
As the world reopens,
it’s clear the climate crisis
is continuing to accelerate
rapidly. We are acutely
aware that in order to
continue to connect Kiwis
to the world and the world
to us, we must work hard
to reach net zero carbon
emissions by 2050.
We’re seeing travel bounce back much
quicker than anticipated and have full
flights reconnecting families, friends
and colleagues from around the globe.
International tourists are once again
back on our shores and we’re continuing
to share New Zealand’s quality exports
with the world. But we’re leaning into the
challenges we face as we seek to take
genuine action on climate change. As
a small island nation, we’re dependent
on our connections to the world, and we
must find a more sustainable way to fly if
we want to ensure our tourism and export
industries continue to thrive.
This year, we embarked on our most
important journey yet – Flight NZ0™.
Flight NZ0™ is not just a name, it’s a
commitment to all New Zealanders that
we will find a more sustainable way to
connect with the world. It’s a journey to
a new era of air travel. One that actively
reduces the carbon we emit, until we
reach our net zero by 2050 goal.
To guide us and keep us accountable we
have set an interim 2030 science-based
carbon reduction target, validated by
the Science Based Targets initiative. We
were the second airline in the world to
announce a target with this prestigious
validation. We know achieving the target
will be hard, but we are committed to
taking genuine action on climate change
and believe our airline will be more
resilient as a result.
The use of sustainable aviation fuel (SAF)
is the single biggest decarbonisation
lever we can pull. There is no SAF
produced in New Zealand, so this year
we have partnered with the government
to scope the feasibility of domestic SAF
production. We have also received our
first delivery of SAF to New Zealand and
are aiming for 1 percent of our fuel to be
SAF in 2023.
We have also continued to lead in
innovation, releasing our Zero Emissions
Aircraft Product Requirements
Document to the market signaling our
ambition to fly zero emissions aircraft
in New Zealand. It outlines what we
as an airline require to introduce this
technology into our fleet, and further
solidifies that when the technology
is ready, we are too. Along with
the learnings from our first year of
partnership with Airbus researching the
operation of hydrogen powered aircraft,
we firmly believe both New Zealand and
Air New Zealand are uniquely placed to
lead the world in the deployment of zero
emissions aircraft.
There’s also been innovations made
inflight. We’re introducing more
sustainable serviceware on our
international flights this October allowing
us to reduce both our single-use plastic in
our Economy cabin and the weight of our
serviceware in the Premium cabins.
Once more, the Air New Zealand
whānau has continued to go above
and beyond, restarting the airline at
scale, dealing with complex operational
challenges, launching and completing a
significant capital raise and progressing
our ambitious sustainability agenda.
The collective mahi, resilience and
commitment of our people continues to
inspire us and we are immensely proud of
all we have achieved.
Our Sustainability Advisory Panel,
continue to walk beside the Board and
Executive on our journey bringing robust
critique, inspiration and a wealth of
knowledge and experience (see page 4).
We are proud of where we are on our
journey, but there remains much more to
achieve. In November we will welcome
our first Chief Sustainability Officer into
the Executive team. This appointment
will build on the foundation we have
already laid and signal a step change for
sustainability at Air New Zealand.
As we reflect on 2022 and look to the
future, we’d like to extend a thank you
to the Air New Zealand team for its
unwavering dedication, to our customers
for continuing to challenge us and hold
us to account, and to the Sustainability
Advisory Panel for helping to guide us
towards our goals.
Ngā mihi
Greg Foran
Air New Zealand
Chief Executive Officer
October 2022
Dame Therese Walsh
Air New Zealand
Chair
October 2022
Greg Foran
Air New Zealand
Chief Executive Officer
Dame Therese Walsh
Air New Zealand
Chair
3 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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LETTER FROM THE CHAIR AND CHIEF EXECUTIVE OFFICER
Our reporting approach
This Sustainability Report
provides an update on
progress made to deliver
on our Sustainability
Framework and how the
airline has tracked against
our key targets.
Data and commentary in the Report
is for the financial year ended 30 June
2022 unless otherwise stated.
Air New Zealand’s organisational
boundary for sustainability reporting
encompasses the companies listed
on page 4 of Air New Zealand’s 2022
Greenhouse Gas Inventory Report.
Deloitte Limited was engaged to
provide reasonable assurance over
the scope 1 and scope 2 components
of the 2022 Greenhouse Gas Inventory
Report detailed in this Sustainability
Report, and limited assurance over
the scope 3, category 3 components.
The remaining categories of scope
3 emissions were not subject to
consideration by Deloitte Limited.
Refer to the Appendix at pages 10
and 11 of the 2022 Greenhouse Gas
Inventory Report for Deloitte Limited’s
Independent Assurance Report.
We welcome feedback and comments
– please contact us at sustainability@
airnz.co.nz
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4 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
Governance of sustainability at Air New Zealand
The Air New Zealand
Board of Directors have
overarching responsibility
for sustainability and
provide direction,
guidance and strategic
consideration of the
sustainability agenda.
The Board meet with our external
Sustainability Advisory Panel on an
annual basis. In addition to regular
reporting from management to the
Board, more detailed oversight of
elements within the Sustainability
Framework is exercised through the
Board’s People Remuneration & Diversity
Committee, Health, Safety & Security
Committee, and Audit & Risk Committee.
In 2022, a Quarterly Business Review
(QBR) process was established across the
airline. Every quarter, business priorities,
including those relating to sustainability,
are identified and agreed, to ensure the
airline is able to deliver its stated priorities
in that quarter. The Sustainability team
reports to the Executive on how we are
tracking against our Kia Mau strategic
priorities each month, and our progress
against our objectives, key results, and
key performance indicators that are set
as part of the QBR process.
Our Sustainability Advisory Panel
meet twice a year to independently
advise and challenge all aspects of our
sustainability journey. Panel members,
with their wide range of expertise, also
provide guidance to Air New Zealand
in between these meetings, including
on the ongoing implementation of our
decarbonisation roadmap. Members of
Air New Zealand’s Board and Executive
team join Sustainability Advisory Panel
meetings. To find out more about the
panel, click here.
Dr Susanne Becken
Director of Griffith Institute for Tourism
and Professor of Sustainable Tourism,
Griffith University, Australia
Sir Jonathon Porritt
Founder of Forum for the Future, Advisory Panel
Chair and sustainability thought leader
Katherine Corich
Chairman and Founder of Sysdoc
and Non Executive Director of the
Civil Aviation Authority (UK)
Sam Mostyn AO
Non-Executive Director and
Sustainability Adviser
Professor Tim Jackson
Professor of Sustainable Development,
University of Surrey, Director of the Centre for
the Understanding of Sustainable Prosperity
N a d i n e To e To e
Director of Kohutapu Lodge
& Tribal Tours
Sustainability Advisory Panel members
GOVERNANCE OF SUSTAINABILITY AT AIR NEW ZEALAND AND OUR REPORTING APPROACH
Q and A with the Chair of the Sustainability Advisory Panel
Q We often refer to the
Sustainability Advisory
Panel as our critical
friends. What do you
consider the most
valuable aspect of
the Panel?
A At one level, this is very simple. All
Members of the Advisory Panel
readily acknowledge the critical
role that aviation plays in the lives
of so many people today – whilst
being more aware than most of the
cumulative impacts of the industry
globally. And all Members of the
Panel are comfortable ‘rooting for’
Air New Zealand, persuaded as we
are of its sincerity of intent – but
without ever giving our Air New
Zealand colleagues an easy time!
At another level, it’s much more
complicated. As completely
independent advisors, we have
to be aware of what lies within
Air New Zealand’s direct control
(where we feel we can push very
hard indeed), and what can only
get sorted in partnership with
government, investors, with a wide
range of partners – and, of course,
with customers. Here it’s much
more nuanced. There’s not much
we can do, for instance, to influence
government policy or to help
customers get more enthusiastic
about Air New Zealand’s excellent
FlyNeutral scheme – which they so
obviously should be!
The line between direct and indirect
control is often blurred. For instance,
it’s disappointing that Air New
Zealand has made little progress over
the last year on its target to reduce
the percentage of its waste going to
landfill (see page 23). But there are
many other players involved – and
some are significantly more proactive
than others. We know that it requires
a special kind of leadership to put up
with the critical bit as well as
the friendly bit!
I’m not sure how many Air New
Zealand colleagues thanked us
for describing its overall challenge
as ‘becoming the world’s least
unsustainable airline’, highlighting
the temporary impossibility for
any airline becoming genuinely
sustainable. But that of course is the
truth of it – and that’s still a pretty
good ambition for Air New Zealand
from our point of view.
Q What are the
greatest challenges
that lie ahead for
Air New Zealand?
A There can be few people who now
doubt that accelerating climate
change represents a massive
challenge for governments and
businesses the world over. But not
many yet understand the true nature
of this crisis, with disruption from
more and more climate-induced
disasters becoming ever more
deadly – and costly.
Air New Zealand has recognised this
challenge for a long time, and is only
too aware of the limitations of the
technological solutions available to
it. In that regard, its most important
decarbonisation commitment is to
source 10 percent of its fuel from
sustainable aviation fuels by 2030,
along the way to its net zero target
by 2050. 10 percent may not sound
much, but given the state of the SAF
industry today, that’s massive.
It’s not like just ordering in a
gallon of SAF rather than a gallon
of conventional jet fuel! Where
is it coming from? Who says
any particular SAF feedstock is
genuinely sustainable? Who verifies
all the data involved all the way
along the supply chain? How will an
airline manage the fact that a gallon
of SAF costs between two and five
times as much as a bog-standard,
climate-wrecking regular gallon?
Q What are the greatest
opportunities for
Air New Zealand to
decarbonise the airline
and what progress has
the airline made so far?
A There will be some airlines that get
really good at this and other climate
challenges, and many that don’t.
Air New Zealand has made a
great start by becoming only the
second airline in the world to have
its science-based target officially
validated back in July – committing
to reduce carbon intensity by 28.9%
by 2030, from a 2019 baseline.
As you’ll have seen from the letter
from the Chair and Chief Executive
Officer, all this lies right at the heart
of Air New Zealand’s strategy. And
that means bringing all Air New
Zealanders together on that climate
journey, and across the whole of
the Sustainability Framework (see
page 8). The Panel has consistently
kept up to date with the latest
developments on all four principal
areas, including the work done by
the airline on Diversity, Equality and
Inclusion, and the critical role of
its employee networks. It’s hugely
encouraging to see the progress
made across that Framework.
Sir Jonathon Porritt
Chair of Air New Zealand’s
Sustainability Advisory Panel
October 2022
Sir Jonathon Porritt
Chair of Air New Zealand’s
Sustainability Advisory Panel
5 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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Q AND A WITH THE CHAIR OF THE SUSTAINABILITY ADVISORY PANEL
domestic network
regions serviced across
New Zealand
20
tonnes of cargo carried
around the globe and a
further 7,000 tonnes carried
on the domestic network
108,000
Airpoints™ members, up 4.5
percent from the prior year
3.8M
Air New Zealand is
a constituent of the
FTSE4Good Index Series²
FTSE4Good
customers flown
7.7M
About Air New Zealand
With borders reopening
and significant appetite
from New Zealanders
and the rest of the world
to reconnect, Air New
Zealand is firmly in the
revive phase of its recovery.
In 2022 we flew more than 7.7 million
customers, operated 123,614 flights,
and carried 108,000 tonnes of cargo
around the globe, including close to
44,000 tonnes of New Zealand exports,
and a further 7,000 tonnes flown on the
domestic network.
Air New Zealanders have gone above
and beyond to restart the airline,
working in a complex and ever-changing
operational environment. It is this resolve
and passion that Air New Zealanders
have exhibited that make the airline well
placed to face even greater challenges,
like the climate crisis.
Over the last two years, the airline has
taken the opportunity to set itself up for
success. With a robust Sustainability
Framework in place and ambitious targets
to guide its delivery, the airline has a flight
path to a sustainable future.
international ports Air New
Zealand flies to across
Australia, the Pacific Islands,
North America and Asia
28
1 As selected by AirlineRatings.com in 2022. 2 The FTSE4Good Index Series is designed to measure the performance of companies demonstrating strong Environmental,
Social and Governance (ESG) practices.
World’s safest airline¹
#1
social media fans
3 .1M
ABOUT AIR NEW ZEALAND AND OUR SUSTAINABILITY FRAMEWORK 6 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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Sustainable Development Goals
The Sustainable
Development Goals were
adopted by the United
Nations in 2015 as a
universal call to action to
end poverty, protect the
planet, and ensure that
by 2030 all people enjoy
peace and prosperity.
Air New Zealand has the ability to
positively impact ten of the sustainable
development goals through the four
priorities of our Sustainability Framework.
Our Sustainability Framework
Our Sustainability
Framework was renewed
in 2021 and details the
four priorities of our
sustainability agenda,
which this Sustainability
Report is framed around:
• Caring for
New Zealanders
• Genuine climate action
• Driving towards
a circular economy
• Sustainable tourism
Each pillar of the Framework contains
key focus areas and targets to drive
ambitious action and hold us to account.
The focus areas and targets are reviewed
and externally reported on annually to
ensure activity related to the airline’s
most material issues remains relevant,
targeted and has the most significant
positive impact.
In addition, initiatives to progress our
sustainability agenda are identified each
quarter as part of the Quarterly Business
Review process.
Framework development
To develop Air New
Zealand’s Sustainability
Framework, we considered
feedback from our
stakeholders, including
customers, investors,
communities and partners,
as well as the following
stakeholder groups:
• Air New Zealand’s
Board of Directors
• Air New Zealand’s
Executive
• Air New Zealand’s
Airline Leadership Team
• Air New Zealand’s
independent
Sustainability
Advisory Panel
• Key industry and
sustainability bodies
3
This consultation provided a foundation
for our materiality assessment and
enabled us to consider the feedback
alongside the company’s strategic
priorities, key risks and opportunities,
and competitive environment.
We then interviewed key internal subject
matter experts from across the business,
and asked stakeholders to identify
environmental, social and governance
opportunities and risks related to Air
New Zealand’s operations over the short,
medium and long-term, as well as rate
the extent to which these impacted the
following factors:
• Significance of the issue to
stakeholders
• Importance of the issue to
Air New Zealand
• Air New Zealand’s ability to control
and/or influence the issue
The material issues identified through
this consultation process were then
shared with our Sustainability Advisory
Panel, the Executive and the Board of
Directors for further consultation as
part of Kia Mau, our company-wide
strategy reset.
The insights gained from this materiality
assessment and continued engagement
with our key stakeholders enabled
us to identify the four priorities of our
Sustainability Framework.
3 For more information on our stakeholder engagement, click here.
7 —
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AIR NEW ZEALAND SUSTAINABILITY REPORT 2022ABOUT AIR NEW ZEALAND AND OUR SUSTAINABILITY FRAMEWORK
Te whakakaha i te manaakitanga o te tangata, o te hapori, o te motu whānui me te ao hoki
Empowering care of our people, communities, country and planet
Our
priorities
Te manaaki i ngā tāngata
o Aotearoa
Caring for New Zealanders
He mahinga taiao tūturu
Genuine climate action
Te whai i te ōhanga whai hua
Driving towards a circular
economy
He Tāpoi Mau Roa
Sustainable tourism
Our focus
areas
• Care for Air New Zealanders
and nurture a diverse, equitable
and inclusive workplace
• Care for our customers
and communities
• Support New Zealand’s social
and economic revival
• Decarbonisation target
and roadmap
• Customer education and
engagement on climate action
• Strong governance and
climate-related disclosures
• Support biodiversity and native
forestry offsetting
• Design and procure with
a circular mindset
• Reduce single-use plastics
• Support new infrastructure
and innovation
• Drive waste minimisation
culture and awareness
• Diversion from landfill
• Sustainable tourism thought
leadership for New Zealand
• Endorse Qualmark
• Embrace Tiaki Promise
and conservation in regions
• Support regional
and Māori tourism
Our
targets
Air New Zealand’s employee
engagement score being in Glint’s
Global Top 20% Engagement Index
1
.
Grow access to employee
wellbeing tools.
Establish a baseline of Air New
Zealand spend with Māori and
Pasifika-owned businesses and social
enterprises by 2022.
Better connecting New Zealand
exporters to the world by increasing
cargo load factors on our widebody
international network to 85%
2
by 2025
(from 67% in 2019).
Set a science-based carbon
reduction target.
Net zero emissions
by 2050.
10% of Air New Zealand’s total fuel
uplift is SAF by 2030.
Removal of 50% of forecasted
single-use plastic items on our
international flights by 2023 from
a 2021 baseline
3
. This amounts to
the removal of over 28 million
forecasted single-use plastic items.
65% of total solid waste diverted
from landfill by 2023
4
.
Increase annual growth in bookings
for Qualmark awarded operators
on Air New Zealand’s website by
100% by 2023 from a 2021 baseline.
60% of New Zealanders aware of
Tiaki Promise by calendar year 2023
5
.
1. Glint’s Global Top 20% Engagement Index is based on employee
survey results across more than 750 companies surveyed
around the globe and 175 million data points.
2. Based on the volumetric utilisation of available belly capacity
(including passenger bags) unless a 100% gross weight load
factor is achieved sooner.
3. The 2021 baseline value was adjusted to reflect the updated
forecasts for passenger volumes as of May 2020.
4. This target covers Air New Zealand’s domestic ground sites
and airports serviced by our main waste provider.
5. As measured by Air New Zealand’s Market Monitor that
surveys 300-400 New Zealand travellers each month.
United Nations Sustainable
Development Goals
Sustainability Framework
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It has been a year of recovery and regrowth for the airline as borders have reopened and we have
welcomed people back to our Air New Zealand whānau and the country. Nurturing our employees
through this extensive time of change has been paramount. Supporting local businesses and
communities is something we are proud of. This year the focus has been on keeping Kiwi exports
moving around the motu and the globe, and building a solid foundation to grow our engagement with
Māori and Pasifika-owned businesses and social enterprises.
Te manaaki i ngā tāngata
o Aotearoa
Caring for New Zealanders
Grow access to employee
wellbeing tools.
2022 progress:
The utilisation rate of support
tools was 21.3% in 2022
3
, up from
15.6% in 2021.
Air New Zealand’s employee
engagement score being in Glint’s
Global Top 20% Engagement Index.
2022 progress:
Air New Zealand’s engagement
index score as at May 2022
was 68
1
(compared with the
Global Top 25%
2
benchmark of 79).
1 This score is out of 100 and based on the responses to two questions in our Employee Survey which is run quarterly on the Glint platform – “How happy are you working at Air New Zealand” and “I would recommend Air New Zealand as a great place
to work”. Responses are measured on a 5-point scale. 2 In 2022, Glint amended its top engagement threshold from 20 percent to 25 percent. As at 30 June 2022, the Glint Global Top 25 percent engagement threshold was an engagement index score of 79.
3 The EAP Association guidelines suggest that a utilisation rate over 6 percent is an indication of EAP being used as a proactive wellbeing service, whereas less than 6 percent indicates it is more reactive. Air New Zealand aims to maintain a utilisation
rate of support services above 10 percent.
Establish a baseline of Air New
Zealand spend with Māori and
Pasifika-owned businesses and
social enterprises by 2022.
2022 progress:
Baseline data collection has
commenced, and the airline will
establish a supplier diversity target
by the end of calendar year 2022.
Better connecting New Zealand
exporters to the world by increasing
cargo load factors on our widebody
international network to 85% by
2025 (from 67% in 2019).
2022 progress:
82% load factor for 2022 on our
widebody international network.
01
SECTION 01 — CARING FOR NEW ZEALANDERS 9 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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4 68 in May 2022 vs 71 in May 2021.
Our values
He toa takitini —
care for Air New Zealanders
As an airline we are
all about people, we
endeavour to instil a
culture of manaaki for
our employees so they
can do the same for
our customers and the
communities we serve.
Hearing from our people
To understand how we
can best support our
people, we need to listen
to them. Last year we
introduced a quarterly
Employee Survey to get
regular feedback.
Based on the feedback we have received,
we have made changes to our recognition
and induction programmes, and we have
reworked our strategy to clarify how Air
New Zealanders can help us deliver our
purpose of connecting New Zealanders
to each other and the world – no matter
where they work in the business.
It has been another challenging year
for our people, with uncertainty linked
to Covid-19, and the restarting of large
parts of the organisation bringing
change and pressure. Although we have
seen a slight drop in our engagement
index score
4
over the past year, this
relatively stable engagement score
illustrates the continued pride held by
Air New Zealanders and ongoing belief
in the airline.
We have introduced a new way of working
to help us reach our Full Potential.
Implementing an agile way of working
will allow Air New Zealanders to learn,
grow and connect while improving
collaboration and empowerment. As part
of our Full Potential Transformation, we
have reinvigorated our values as we look
to enhance our culture, sharing how every
Air New Zealander can live these values in
their day-to-day roles, and ultimately help
everyone unleash their full potential.
SECTION 01 — CARING FOR NEW ZEALANDERS 10 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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11 —
Ko au ko koe, ko koe ko au — Supporting and
celebrating our people through our commitment
to diversity, equity and inclusion
Air New Zealand’s vibrant
and diverse workforce is
a snapshot of Aotearoa.
At the heart of our Diversity, Equity
& Inclusion strategy is a vision to
continuously evolve our workplace to
make it an inclusive environment where
every Air New Zealander embodies our
‘Be Yourself’ value each day.
Our ten Employee Networks are the
cornerstone of our strategy, supporting
our people and advocating for positive
change. Not only do they run events for
our people, they support the renewals of
our Gender, Rainbow and Accessibility
Ticks, and advocate for and lead the
launch of initiatives, such as te reo Māori
courses and the introduction of the
Sunflower lanyard in airports and on
board our aircraft to recognise those
with hidden disabilities.
Retention and attraction of diverse talent
is also key to delivering on our strategy.
Over the past year we have continued
our Mangōpare leadership development
programme for aspiring leaders of
Māori and Pacific Islands descent. This
programme is creating a talent pipeline
to help us support our target of 20 percent
Māori and Pasifika representation in
leadership roles by 2025. Our focus for
next year is on supporting alumni of the
programme to take on new opportunities
and grow while embracing their culture
in an authentic way. Currently we
have 15 percent Māori and Pasifika
representation in people leader roles.
As we continue to build our pipeline of
future leaders, our operational teams
are focused on building leadership
capability through the Frontline
Leadership Programme. Two cohorts
have commenced in Cargo, and another
has recently commenced in the Airports
team. Engineering & Maintenance
and Cabin Crew are currently scoping
similar opportunities to build leadership
capability within their teams.
Emphasising wellbeing
Health, safety and
wellbeing of our
employees has remained
a central focus through
this uncertain period.
We have seen an increase in the use of
employee wellbeing tools and resources
including the Employee Assistance
Programme, our Peer Support Network
and our Bullying & Harassment Contacts.
The utilisation rate of these support tools
was 21.3 percent in 2022, an increase of
5.7 percent from the prior year. The Peer
Support Network has grown significantly,
providing a broader, more established
and diverse network of recognised peers
to support our people.
In 2020, the Āwhina Trust was established
to provide employees with hardship
grants, using funds provided through
salary sacrifice and donations from other
employees. The Āwhina Trust continued
to provide hardship grants to Air New
Zealanders in 2022, with 346 grants
being provided
5
.
Connecting Air New Zealanders
In 2022, a new internal
engagement platform,
Workplace, was launched
to make it easier for
Air New Zealanders to
connect with one another.
In addition to a wide range of groups now
active on the platform – including our
Employee Networks, a sustainability-
themed group called ‘The Planeteers’
was launched to provide a forum for
Air New Zealanders to share ideas,
celebrate sustainability champions,
and learn about how they can live more
sustainably and contribute to the airline’s
sustainability goals. The platform, which
85 percent of Air New Zealanders are
now on, provides another opportunity
to harness the passion of our people to
make real change within the airline and
at home, with a lot of great conversations
and ideas already being shared.
5 Due to a reduced number of applications being made to the Trust, further grants were put on hold in November 2021.
Mangōpare leadership development programme graduation
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11 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022SECTION 01 — CARING FOR NEW ZEALANDERS
Caring for our communities
We are working to
develop a robust and
sustainable supplier
diversity programme
with the goal of creating
a supplier network
that better represents
the communities and
customer base the
airline serves.
The initial focus of our programme is
to foster broader partnerships with
businesses that identify as Māori
or Pasifika-owned and/or as social
enterprises. Some of these partnerships
include:
• Whāriki, New Zealand’s largest
Māori business network, being
appointed as an Air New Zealand
collaboration partner
• Tika Learning providing Māori
language translations for our inflight
entertainment content, domestic
quizzes as well as the subtitles for the
most recent Tiaki & the Guardians
safety video
• The Agency Corp, a Māori-owned
and 100 percent female led company
specialising in asbestos management
and deconstruction, being selected
to work on the Airport Campus roof
replacement
• Wines from New Zealand’s first
Māori-owned winery, Tohu Wines,
being offered as part of the Business
Premier™ wine menu
• Will & Able’s eco-friendly cleaning
products created by New Zealanders
with disabilities being used throughout
our office environments
Air New Zealand launched a new supplier
portal, Ivalua, in 2021 allowing data to
be collected directly from suppliers. Via
the portal, suppliers can acknowledge
whether they are Māori and/or Pasifika-
owned and/or identify as a social
enterprise. The data will be periodically
validated by third-party industry experts.
Baseline data collection has commenced,
and the airline will work to establish a
supplier diversity target by the end of the
calendar year.
To further support local communities,
more than 69,000 excess items, such
as duvets and cookies, were donated
by Air New Zealand to local Marae, local
charities and community organisations.
Air New Zealand also has a Special
Assistance Team (SAT), whose primary
function is to provide humanitarian
support to those affected by an Air New
Zealand emergency event, in accordance
with international aviation legislation.
SAT compromises of several hundred
volunteers from across the organisation,
and is also able to provide support for
local communities in times of crisis or in
response to national-scale events. There
were no formal deployments of SAT in
2022. Previous deployments of SAT
members include assisting survivors and
their families affected by the Whakaari
White Island eruption and assisting Air
New Zealanders and their family and
friends affected by the Christchurch
Mosque attack.
Our Cargo operations have continued
to deliver for not only Air New Zealand
as a business, but for Aotearoa’s
critical import and export industries,
with 108,000 tonnes of cargo carried
around the globe, including close to
44,000 tonnes of New Zealand exports,
and a further 7,000 tonnes flown on
the domestic network. In addition to
supporting vital trade links, we are
also looking at opportunities to reduce
emissions within our freight supply chain
by reducing the carbon intensity of our
air cargo operations. One way this is
achieved is by filling underutilised belly
capacity on our aircraft. With cargo load
factors being 82 percent in 2022, we are
well placed to meet our target to increase
cargo load factors to 85 percent by 2025.
“Whilst acknowledging the challenging times, the Whāriki
Māori Business Network is deeply appreciative of the
ongoing support of Air New Zealand to share positive
Māori success stories across their platforms and we look
forward to further collaborations to support our business
community to connect to opportunities, markets and
each other – Mā pango mā whero ka oti te mahi.”
Heta Hudson
Chair of the Whāriki Māori Business Network
SECTION 01 — CARING FOR NEW ZEALANDERS 12 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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Air New Zealand has made ambitious decarbonisation commitments in
2022, setting an interim science-based carbon reduction target and a goal
of 10 percent SAF by 2030. We have taken steps on our Flight NZ0™ journey
towards net zero carbon emissions by 2050, partnering with the government
to scope SAF production in New Zealand and releasing our industry-leading
Zero Emissions Aircraft Technology Product Requirements Document (PRD).
10% of Air New Zealand’s total fuel
uplift is SAF by 2030.
2022 progress:
Established supply chain for first
delivery of SAF, which was received
in September 2022.
Net zero emissions by 2050.
2022 progress:
Commenced journey to net
zero emissions, launching SAF
feasibility study with government
and progressing zero emissions
aircraft strategy.
Set a science-based carbon
reduction target.
2022 progress:
Science-based carbon reduction
target set and validated by the
Science Based Targets initiative.
He mahinga taiao tūturu
Genuine climate action
02
SECTION 02 — GENUINE CLIMATE ACTION 13 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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Flight NZ0
™
This year we launched
Flight NZ0™, our
commitment to find a
more sustainable way to
connect with the world.
Flight NZ0™ is about acknowledging the
impact aviation has on the climate and
taking genuine action to decarbonise
our operation. The campaign aims to
educate and engage the public about Air
New Zealand’s journey to reach net zero
carbon emissions by 2050.
A new Flight NZ0™ website detailing
Air New Zealand’s decarbonisation
roadmap has been developed,
allowing the public to better
understand our plan to decarbonise
and the technologies, initiatives and
partnerships it will take to get us there.
Description
Sustainable
aviation fuel
(SAF)
Zero emissions
aircraft
technology
Continued
fleet renewal
Operational
efficiency
Carbon
removal
solutions
Non-fossil derived jet fuel,
lifecycle carbon reduction
potential of atleast 80%,
compatible with existing
aircraft without modification
Future hydrogen or
battery or hybrid aircraft
technologies
Rollover current fleet to
new jets that achieve greater
fuel efficiency
Optimising carbon
efficiency from flight and
ground operations
Credible carbon removal
solutions aligned to
international best practice
2050
Decarbonisation
Potential
50%20%20%<2%Residual
Our decarbonisation roadmap
Ta r g e t
(2050)
Fleet
renewal
Zero
emissions
aircraft
Operational
efficiency
Sustainable
aviation
fuel
Baseline
(2021)
SECTION 02 — GENUINE CLIMATE ACTION 14 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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A new science-based target
In July 2022, our 2030
interim science-based
target was validated by
the Science Based Targets
initiative (SBTi), the global
accreditation organisation
for endorsing emissions
reduction targets.
A science-based target provides us
with a clear pathway to reduce our
emissions to prevent the worst effects
of climate change.
Air New Zealand’s interim target is to
reduce carbon intensity by 28.9 percent
by 2030, compared to a 2019 baseline.
This equates to a 16.3 percent reduction
in absolute emissions over the period.
Carbon intensity means the greenhouse
gas emissions per Revenue Tonne
Kilometre (RTK). RTK is a measure of
passenger and cargo payload carried
by Air New Zealand. This goal requires
the airline to reduce the carbon intensity
associated with the “well-to-wake”
emissions from the jet fuel it uses –
these are the entire life cycle emissions
of the jet fuel. This includes emissions
from the use of jet fuel in flight (scope
1 emissions) as well as the upstream
emissions generated by the production
and distribution of that jet fuel (known as
scope 3, category 3 emissions).
The 2030 target is a key milestone on
our journey to net zero carbon emissions
by 2050 and makes us accountable
today. Implementing our decarbonisation
roadmap will be critical to achieving
this target – with SAF, continued fleet
renewal, operational efficiencies and
zero emissions aircraft technologies,
all playing a role. Air New Zealand will
annually report on its progress against
this target.
What is SAF?
Our science-based
target
Air New Zealand commits
to reduce well-to-wake GHG
emissions related to jet fuel by
28.9 percent per Revenue Tonne
Kilometre (RTK) from owned
operations, equivalent to a
16.3 percent absolute reduction,
by 2030 from a 2019 base year.
Intensity reduction:
28.9 percent reduction in
carbon intensity from
916gCO₂-e/RTK in 2019 to
651gCO₂-e/RTK in 2030.
Gross emissions reduction:
16.3 percent reduction in
well-to-wake emissions from
4.7M tCO₂-e in 2019 to 3.9M
tCO₂-e by 2030.
2019
2030
1000kg
1 KM
28.9% reduction
in carbon intensity
1 KM
1000kg
916g
CO2-e/RTK
651g
CO2-e/RTK
SECTION 02 — GENUINE CLIMATE ACTION 15 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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Carbon Emissions Data (Tonnes CO
2
-e)
1
20192020²20212022
Scope 1 – International network emissions (Jet Fuel)3,286,5022,649,922817,0781,040,786
Scope 1 – Domestic network emissions (Jet Fuel) 629,876518,607508,737465,303
Scope 1 – Other emissions
3
9,2728,1067,3766,796
Total Scope 1 emissions3,925,6503,176,6351,333,1911,512,885
Scope 2 – Emissions (Electricity)3,0982,8322,7202,736
Scope 3 – Emissions
4
---623,411
Total Scope 1, Scope 2 and Scope 3 emissions ---2,139,032
2022
Emissions
Analysis
Total Scope 3
29.1%
Total Scope 1
70.8%
Total Scope 2
0.1%
84.6%
OF OUR TOTAL
CARBON FOOTPRINT
IS FROM JET FUEL
2022 Emissions snapshot
The airline uses a range
of carbon metrics in
its internal reporting,
strategy formation and
decision making.
This includes metrics related to
assessing the impact of gross carbon
emissions, emissions intensity values
and the value of New Zealand’s carbon
compliance obligations.
Covid-19 has had a significant impact
on the airline’s operations and network
as well as the key metrics that the airline
reports on. As a consequence, it is
difficult to meaningfully compare the
key metrics with prior years.
1 The airline discloses its emissions within its Greenhouse Gas (GHG) Inventory Report. The remaining categories of scope 3 emissions were not subject to consideration by Deloitte Limited.
Full definitions of emission scopes can be found within that Report; extracts from that Report are duplicated here within. Deloitte Limited was engaged to provide reasonable assurance over
the scope 1 and scope 2 components over the GHG Inventory Report, and limited assurance over the scope 3, category 3 components. The remaining categories of scope 3 emissions were not
subject to consideration by Deloitte Limited. Refer to the reporting and communications page on Air New Zealand’s website for the full GHG Inventory and Assurance Report. Gases included
in the carbon dioxide equivalents (CO
2
-e) factor are carbon dioxide (CO
2
), methane (CH
4
) and nitrous oxide (N
2
O). 2 2020 relates to the financial year end 30 June 2020. It should be noted that
for much of the 2020 financial year, the airline's operations were not subject to Covid-19 related border restrictions. 3 Scope 1 other emissions include the combustion of jet fuel from ground
operations, LPG, natural gas, diesel, petrol, and wood pellets. 4 Scope 3 emissions are all indirect emissions (not included in scope 2) that occur in the value chain of the reporting company,
including both upstream and downstream emissions.
Commentary on carbon
emissions data
Total Scope 1 and 2 emissions increased
by 13 percent in 2022. This increase was
due to the increase in Scope 1 emissions
resulting from greater network capacity
as New Zealand’s Covid-19 restrictions
eased through 2022. These emission
levels remain significantly lower than
pre-Covid-19 levels.
This is the first year we have publicly
reported our scope 3 emissions, which
are emissions that result from activities
within the airline’s value chain. In 2022,
scope 3 emissions represented close to
30 percent of the airline’s total
emissions. The reporting of scope
3 emissions is a journey for Air New
Zealand and one that we intend to refine
each year. We acknowledge that the new
mandatory climate-related disclosure
regime will require us to disclose our
scope 3 emissions to a level that is
subject to limited assurance. Around
half of our scope 3 emissions relate to
the extraction, production, and transport
of fuels (referred to as category 3).
This category has been subject to a
limited assurance exercise by Deloitte
Limited¹. The second largest category,
representing around a quarter of scope
3 emissions, relates to purchased goods
and services, including catering, inflight
products and landing fees.
16 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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SECTION 02 — GENUINE CLIMATE ACTION
4
3
2
1
0
Gross Carbon
Emissions
(CO₂-e)
Gross Carbon Emissions
(Tonnes of CO
2
-e) Millions
International
Domestic
2016202120202019201820172022
Carbon Intensity Metrics20192020⁷20212022
Grams of CO
2
-e per Available Seat Kilometre (ASK)85 82 76 75
Grams of CO
2
-e per Revenue Tonne Kilometre (RTK)762 789 1,039 971
Well-to-wake grams of CO
2
-e per Revenue Tonne Kilometre (RTK)
8
916--1,165
1,200
900
600
300
0
2016202120202019201820172022
Carbon Intensity
Analysis
gCO
2
-e/RTK
gCO
2
-e/A SK
gCO
2
-e/RTK
90
85
80
75
70
65
gCO
2
-e/A SK
Carbon intensity data
Carbon intensity data provides a
measure of emissions generated for
each kilogram of payload flown and
each available seat. Payload carriage is
expressed as Revenue Tonne Kilometre
(RTK)⁵ and seat availability is measured
in Available Seat Kilometre (ASK)⁶.
These are both prominent metrics for
benchmarking airline carbon intensity.
The airline aims to improve carbon
intensity by reducing emissions from
flight operations and maximising total
payload carriage.
5 Revenue Tonne Kilometre (RTK) is a measure of the weight that has been paid for on the aircraft (freight and passengers) multiplied by the number of kilometres transported. Freight values are from the airline’s records, and passenger weights are
estimated at 100kg per passenger (including checked and carry-on baggage) as recommended by IATA for generating a fuel-efficiency target. CO
2
-e emissions are from the airline’s use of aviation fuel over the same time period. 6 Available Seat Kilometre
(ASK) is measured by the available seats for sale multiplied by the number of kilometres transported. The airline has participated in the Maintaining International Air Connectivity scheme using passenger aircraft to fly cargo-only flights. The equivalent
ASK’s from these flights has been included in the total ASK number. 7 2020 relates to the financial year end 30 June 2020. It should be noted that for much of the 2020 financial year, the airline's operations were not subject to Covid-19 related border
restrictions. 8 Well-to-wake (WTW) emissions cover the activities and accompanying emissions across the value chain of jet fuel in the aviation sector. WTW emissions can be split into two components: well-to-tank (WTT) which encompasses emissions
from feedstock sourcing, processing and transportation to fuel production and distribution (measured as scope 3, category 3 emissions); and tank-to-wake (TTW) includes emissions from the combustion of fuel (measured as scope 1 emissions).
Commentary on carbon
intensity metrics
The airline’s carbon intensity (measured
in gCO₂–e/RTK) decreased 7 percent
compared to 2021. This improvement was
largely due to easing New Zealand border
restrictions leading to higher load factors
on the network. However, this metric still
remains elevated when compared to
pre-Covid-19 levels due to the national
lockdowns and border restrictions in
place at various times throughout 2022.
While the airline’s carbon intensity
(measured in gCO₂–e/RTK) has been
elevated through the Covid-19 impacted
period, carbon intensity (measured in
gCO₂–e/ASK) has continued a downward
trend, decreasing 12 percent between
2019 to 2022. This reduction has been a
result of the improved efficiency achieved
through the retirement of the Boeing
777-200ER fleet and continued efforts to
improve operational efficiency.
17 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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SECTION 02 — GENUINE CLIMATE ACTION
Sustainable aviation fuel
SAF is the most significant
decarbonisation
technology the airline
can use to reduce its
carbon emissions.
Globally SAF supply remains limited, and
the cost is high - around two to five times
more than conventional fossil fuel derived
jet fuel. There is currently no SAF supply
in New Zealand or the Asia Pacific region.
This year, Air New Zealand joined the
World Economic Forum’s Clean Skies for
Tomorrow Coalition, an initiative of high-
ambition companies and organisations
across the global aviation sector, working
to accelerate the scaling and uplift of SAF
globally. In addition, Air New Zealand
signed the Clean Skies for Tomorrow
2030 Ambition Statement, pledging
our commitment to help accelerate the
supply and use of SAF to reach 10 percent
of global jet aviation fuel supply by 2030.
The airline’s SAF strategy includes
working to import SAF to New Zealand,
investigating domestic SAF production,
sourcing SAF at the international ports
that we fly to, and collaborating across
the aviation sector worldwide to address
the issues of cost and supply. To guide us
towards this target, Air New Zealand is
working towards achieving 1 percent SAF
uplift across its network in 2023.
Over the past year, Air New Zealand has
been working to establish a SAF import
supply chain. In September 2022, we
received our first shipment of SAF into
New Zealand for commercial use. The
1,000 tonne shipment was delivered to
Auckland from the world’s largest SAF
producer, Neste, in Finland, in partnership
with Z Energy. Designed to test the
supply chain and trial the use of SAF in
domestic fuel infrastructure, this import
also provided a real example as to the
true cost of importing SAF into New
Zealand, that will be useful in business
planning and in informing our advocacy
for enabling SAF policy settings.
In September 2021, Air New Zealand,
in partnership with the Ministry of
Business, Innovation and Employment
(MBIE), launched a process inviting
leaders in SAF innovation to demonstrate
the feasibility of producing SAF from
waste products in New Zealand.
Responses are currently being reviewed.
If a suitable production path is identified,
there will be further investigation into
whether it is commercially viable. Once
this is ascertained, it is hoped that a plant
would be constructed and SAF would be
available in New Zealand from calendar
ye ar 202 7.
Commercially producing SAF in New
Zealand would not only help lower
the country’s emissions, provide
enhanced fuel security, and reduce
waste but it would also create jobs and
economic opportunities in our regional
communities.
Air New Zealand continues to actively
engage with the New Zealand
government to advocate for the policy
and regulatory settings needed to
establish a SAF market and address the
price premium SAF commands.
What is SAF?
SAF is fuel made from a variety
of sustainable resources, such
as used cooking oils, landfill
waste, forestry waste, carbon
captured from the air, and
green hydrogen. SAF has the
potential to dramatically reduce
lifecycle carbon emissions by
up to 80 percent or more
compared with traditional jet
fuel. Find out more here.
“Sustainable aviation fuel is key to helping aviation
achieve its emissions reduction goals, while continuing
to serve the purpose of connecting people and
businesses. I am excited about our first shipment of
Neste MY Sustainable Aviation Fuel to Air New Zealand
in collaboration with our partner Z Energy. We look
forward to continuing to support Air New Zealand on
its Flight NZ0™ journey, as we are expanding our global
SAF production capacity to 1.5 million tonnes by 2023,
and further to 2.2 million tonnes by early 2026.”
Sami Jauhiainen
Vice President APAC, Renewable Aviation at Neste
SECTION 02 — GENUINE CLIMATE ACTION 18 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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“Partnering with Air New Zealand enables Airbus to
gain valuable operator insights for our ZEROe aircraft
development. With our combined efforts over the last
12 months, we have gained a deeper understanding of the
network potential for hydrogen aircraft deployment in
New Zealand, and also advanced our collaboration with
regard to the hydrogen hub ecosystem in the country.
These activities will inform our global strategy to
bring zero emission aviation to reality.”
Glenn Llewellyn
VP Zero Emission Aircraft at Airbus
Zero emissions aircraft technology
New Zealand is uniquely
placed to lead the world
in the deployment of
zero emissions aircraft
technologies. Our
domestic network is made
up of mostly short-range
routes under two hours in
duration, making it ideally
suited to adopt these
novel technologies.
Air New Zealand released an industry
leading PRD in December. Designed to
inform aircraft developers as to our future
aircraft ambitions and requirements,
the PRD sought responses from those
companies working on technologies
that could operate on our network. This
includes battery-electric, hybrid-design,
and/or hydrogen-electric aircraft.
Responses to the PRD have allowed Air
New Zealand to understand technology
readiness and pinpoint technology
leaders for ongoing engagement.
We are now developing the next stage of
the programme, focused on testing the
most viable technology options in the
years before 2030.
The partnership between Air New
Zealand and the Airbus Hydrogen ZEROe
project is continuing into its second
year. To date the partnership has aided
Air New Zealand in understanding the
opportunities and challenges hydrogen
aircraft present to our domestic and
short-haul international networks. It has
been encouraging to see the progress
the Airbus ZEROe programme has made
in addressing the complexities hydrogen
aircraft face, with the recent flying of test
engines testament to that progress.
Globally, Air New Zealand has joined the
World Economic Forum’s Target True
Zero Coalition, a community of leaders
working to accelerate the deployment
and scaling of zero emissions aviation,
leveraging electric and hydrogen
flight technologies. Air New Zealand
is a signatory of the Target True Zero
Airline Demand Statement, pledging our
ambition to work towards 30 percent of
all new acquisition aircraft serving routes
under 750km to utilise electric, hydrogen
or hybrid technology from 2030.
(c) Airbus 2020 – All Rights Reserved
SECTION 02 — GENUINE CLIMATE ACTION 19 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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Continued fleet renewal
Air New Zealand operates
one of the youngest and
most fuel efficient fleets in
the world
9
, and continues
to invest in modern, more
efficient aircraft.
At the end of this calendar year, the
airline will start welcoming the Airbus
A321neo aircraft into its domestic fleet.
Work is also underway to prepare for the
calendar year 2024 delivery of the more
fuel efficient Boeing 787 Dreamliners,
featuring the recently announced
revolutionary cabin products. Air New
Zealand continues to move towards the
phasing out of its legacy Boeing 777-
300ER fleet by calendar year 2027.
Operational efficiency
Although the continued
impacts of Covid-19
have limited our ability
to implement new
initiatives, our Carbon
Reduction Programme
remains a priority.
We continue to enhance current initiatives
such as onboard weight reduction and
non-essential fuel burn during layovers.
We are also increasing our focus on the
potential fuel reduction benefits of the new
flight planning systems being introduced
in the coming year. These flight planning
systems will enable smarter flight planning
on our jet and turboprop fleets leading to
further emissions reductions.
We understand the critical role our pilots
play in making our operations even more
efficient. Supported by Air New Zealand,
regional pilot, Susan MacLachlan,
conducted research in this field as part of
her Master of Sustainable Development
Goals at Massey University. Susan’s
research explored how the airline could
engage pilots in climate action to help
achieve our 2050 ambition.
Advocacy to support aviation decarbonisation
Air New Zealand
is committed to
decarbonising its
operation. However, the
airline cannot solve this
challenge alone.
Decarbonisation will require coordinated
decision-making across the transport,
energy, and tourism sectors. It will be a
journey that Air New Zealand shares with
the government and other stakeholders
across the economy.
We continue to actively participate in
government consultations on climate
change policy, advocating for research,
policies, and investment to support the
airline’s SAF strategy and the timely
deployment of zero emissions aircraft
technologies.
Air New Zealand has continually
advocated for the establishment of a
public-private aviation decarbonisation
body and the implementation of a
SAF-specific mandate to stimulate
demand and encourage investment in
SAF production. The airline has been
encouraged by the government’s
commitment to action these matters in
its economy wide Emissions Reduction
Plan. The government’s actions were
informed by our submission on Te h a u
mārohi ki anamata – Transitioning to
a low-emissions and climate-resilient
future (the government’s Emissions
Reduction Plan consultation).
9 Air New Zealand has an average operating fleet age of 7.3 years
(seat weighted average of the operating fleet as of 30 June 2022).
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Climate-related risks
In 2019, Air New Zealand
committed to supporting
the Taskforce on
Climate-related Financial
Disclosures (TCFD).
Ensuring the airline has effective
governance and an appropriate
decarbonisation and adaptation strategy
in place to manage the risks that climate
change presents remain a priority for
the airline. Our 2022 Climate-Related
Disclosures detail our climate-related
governance, strategy, risk management,
metrics, and targets. This year our
disclosures include enhanced transition
risk and opportunity analysis, derived
from climate change scenario modelling.
Air New Zealand acknowledges
that our disclosures will continue to
evolve in this area and supports the
introduction of mandatory climate
disclosures in New Zealand as being
developed by the External Reporting
Board. Work is underway to ensure
we will be well placed to comply with
these standards when finalised.
Carbon compliance
Air New Zealand is a
participant in the New
Zealand Emissions
Trading Scheme and
has an obligation to
report greenhouse gas
emissions generated
from fuel use on all
domestic flights and
purchase and surrender
to the government an
equal number of New
Zealand Units to match
those emissions.
In the 2021 calendar year, our Emissions
Trading Scheme obligation was 435,578
tonnes of CO₂-e, resulting in a compliance
cost of $14.4 million.
For emissions generated in international
airspace, we continue to participate
in the Carbon Offset and Reduction
Scheme for International Aviation
(CORSIA) requiring carbon neutral
growth from a 2019 baseline.
FlyNeutral
FlyNeutral, our customer
offsetting programme,
continues to enable
passengers to offset
their share of a flight’s
carbon emissions with
carbon credits from
international projects,
while accelerating positive
biodiversity outcomes in
New Zealand.
In 2022 FlyNeutral contributions
permanently offset 59,257 tonnes of
CO₂-e and provided over $1 million to
accelerate the restoration, regeneration,
and production of permanent native
forests. Customer donations to current
FlyNeutral partner Trees That Count,
a conservation charity bringing together
business, community and everyday Kiwis
to help plant native trees across the
country, funded the planting of 89,000
native trees across New Zealand. To find
out more about the projects supported,
visit the Air New Zealand dashboard.
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Despite meaningful enhancements to our international serviceware and
continued diversion success from Project Green, the airline still has much
to achieve in its goal to drive towards a circular economy.
Removal of 50% of forecasted
single-use plastic items on
our international flights by 2023
from a 2021 baseline. This amounts
to the removal of over 28 million
forecasted single-use plastic items.
2022 progress:
On track to achieve.
65% of total solid waste diverted
from landfill by 2023.
2022 progress:
34.2% of total solid waste diverted
from landfill in 2022.
Te whai i te ōhanga whai hua
Driving towards a circular economy
03
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SECTION 03 — DRIVING TOWARDS A CIRCULAR ECONOMY
1 From a 2021 baseline. The 2021 baseline value was
adjusted to reflect the updated forecasts for passenger
volumes as of May 2020.
Instilling a circular mindset
Efforts to instil a circular
mindset and waste
minimisation culture
at Air New Zealand
continued in 2022.
Plastic Free July and Recycling Week
campaigns were run in 2022 on our
new internal platform, Workplace. The
campaigns provided insights on ways
to reduce waste and recycle more
effectively, as well as broader circular
economy principles. Air New Zealanders
were encouraged and challenged to
implement these practices in their day
to day roles in the airline and at home.
Empowering Air New Zealanders to
consider, at the design phase, the
necessity of certain products within our
supply chain and any potential waste
outcomes, will continue to be a key goal of
our circular economy strategy.
Building on our domestic Airbus A320
recycling campaign in 2021, we ran
targeted recycling communications
with our turboprop cabin crew in 2022
to reignite recycling efforts onboard
our turboprop aircraft and to ensure
collection and disposal processes were
running effectively.
Looking ahead, a targeted project focused
on creating a waste minimisation culture
will commence with our Engineering &
Maintenance and Cargo operations.
More sustainable serviceware onboard in October
A more sustainable
serviceware offering has
been developed for Air
New Zealand’s international
flights, launching in
October 2022.
An extensive scoping, review and
testing process was undertaken with
a wide range of internal and external
stakeholders over two years to identify
serviceware items that would meet our
ambitious sustainability objectives,
exceed our customers’ expectations and
meet operational requirements.
Numerous sustainable materials were
investigated and trialled throughout
the scoping phase of the project. This
enabled the team to identify materials that
could withstand the operational demands
required of our inflight products, such
as durability and heat resistance. With
these insights, we agreed on bagasse
(a renewable plant-based agriculture
by-product) as the predominant material
for our new Economy serviceware, with
a PLA (bioplastic derived from renewable
and organic sources) coating for our
ambient and chilled items and a CPET
(fossil-fuel derived plastic) coating for
our heated items.
Air New Zealand will continue to
review innovations in the sustainable
serviceware space that can meet our
demanding operational requirements.
With the Economy serviceware now
selected, the airline is on track to exceed
its goal of removing 50 percent of single-
use fossil-fuel derived plastic across all
cabins by 2023 – with over 28 million
single-use plastic items now expected to
be removed per year
1
.
In our Premium cabins, lighter weight
serviceware was selected following
successful scoping and testing. The
Premium serviceware is approximately
20 percent lighter than our current
offering and will reduce fuel use and the
corresponding carbon emissions on our
international flights.
In 2022, progress plateaued
on our target to divert 65
percent of waste from landfill.
Throughout the year, only
34.2 percent of the airline’s
waste from domestic ground
sites and airports serviced by
our main waste provider was
diverted from landfill.
This was caused by a range of factors including constrained access to recycling
and composting infrastructure, the impact of Covid-19 restrictions further
reducing access to recycling operations, and the dynamic operational demands
facing Air New Zealanders limiting opportunities for effective recycling education.
It will take a concerted effort from Air New Zealand, our waste management
providers, and circular innovators to make substantial gains on our waste
diversion in 2023. Central to this will be embedding a circular culture within the
airline and implementing practical waste diversion projects that lead to circular
economy outcomes across the business and wider supply chain.
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23 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022SECTION 03 — DRIVING TOWARDS A CIRCULAR ECONOMY
Celebrating five years of Project Green
Project Green has been
reducing waste from
inbound international
flights at some of Air New
Zealand’s busiest ports
for over half a decade.
In total, the initiative has diverted more
than 1,200 tonnes of reinjected product
and recycled glass from landfill – the
equivalent to the weight of over 30
domestic Airbus A320 aircraft.
This ongoing initiative is supported by
our cabin crew and our catering partner,
LSG Sky Chefs, who ensure that the
range of sealed and untouched items
classified as “non-biosecurity risks”
are kept separate from waste streams
and reinjected onto future international
flights. Project Green also allows glass
to be separated and recycled.
In 2022, Project Green volumes
were again impacted by our reduced
international network. Around 80 tonnes,
made up of more than 3.5 million units of
products including cans of soft drink and
coffee sachets were diverted from landfill,
and 50 tonnes of glass was recycled. With
all our major domestic ports now back
flying internationally, we expect increased
reinjection volumes across 2023.
Partnering in circularity
Air New Zealand continues
to work with community
partners and innovators
to assist us with our
drive towards a circular
economy.
One example of this is our work with
All Heart NZ, which provides a resource
recovery solution for large corporates.
In 2022, around 1,200 kilograms of
retired (or redundant) furniture from
our Dunedin and Hamilton Lounges
were sustainably collected by All Heart
NZ, creating a circular solution and
supporting community needs.
“It was great being part of the Project Green team back
in 2017 when this initiative was initially launched.
Working with the Ministry for Primary Industries and
Air New Zealand enabled us to develop a process which,
over the five years of the Project’s operation, has diverted
a substantial amount of waste from landfill. It has also
been encouraging to see the number of products we
can reinject grow over the years.”
Stan Slatter
Ramp Safety Officer at LSG Sky Chefs
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24 —
AIR NEW ZEALAND SUSTAINABILITY REPORT 2022SECTION 03 — DRIVING TOWARDS A CIRCULAR ECONOMY
In the most challenging year yet for New Zealand tourism, Air New Zealand
progressed activity to develop a more sustainable tourism future while
focusing efforts on supporting the recovery of domestic tourism.
60% of New Zealanders
aware of Tiaki Promise by
calendar year 2023.
2022 progress:
25% of New Zealanders aware of the
Tiaki Promise as at August 2022.
Increase annual growth in bookings
for Qualmark awarded operators
on Air New Zealand’s website by
100% by 2023 from a 2021 baseline.
2022 progress:
In 2022, there was a 9.5%
annual increase in bookings for
Qualmark awarded operators on
Air New Zealand’s website from
a 2021 baseline.
He Tāpoi Mau Roa
Sustainable tourism
04
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25 —
AIR NEW ZEALAND SUSTAINABILITY REPORT 2022SECTION 04 — SUSTAINABLE TOURISM
“Tiaki – Care for New Zealand is a powerful and important
kaupapa, particularly now as we welcome back manuhiri
to New Zealand. It is also a collaborative one and we are
proud to work closely with Araraurangi and the rest of
Te Kāhui Tautiaki on sharing this with our visitors.
It was incredible to see Tiaki come to life in the new Air New
Zealand safety video, reminding us all of the cultural and
environmental values that underpin tiakitanga.”
René de Monchy
Chief Executive at Tourism New Zealand
1 As measured by Air New Zealand’s Market Monitor that surveys 300-400 New Zealand travellers each month.
The Tiaki Promise
The Tiaki Promise is a
collaborative initiative
to inspire all visitors,
both domestic and
international, to act as
kaitiaki (guardians) and
care for New Zealand
by travelling safely and
responsibly.
Air New Zealand has continued to
participate in Te Kāhui Tautiaki, the group
that governs the Tiaki – Care for New
Zealand brand and includes representatives
from the Department of Conservation, Local
Government New Zealand, New Zealand
Māori Tourism, Tourism Holdings Limited,
Tourism Industry Aotearoa and Tourism
New Zealand.
Air New Zealand’s latest safety video –
‘Tiaki & the Guardians’ inspired by the
Tiaki Promise, was released in May 2022.
The video is an invitation for both New
Zealanders and international visitors to
care for our place, our culture and our
people now and for future generations.
Air New Zealand worked closely with Tiaki
Pou Tikanga and storyteller, Joe Harawira,
as well as New Zealand Māori Tourism
and the New Zealand Māori Arts & Crafts
Institute to bring the Tiaki kaupapa (the
principles of Tiaki) to life in a new way.
Find out more about the collaborations
that crafted the safety video. As of 30
June 2022, the video had received more
than 41 million views globally on digital
platforms.
The above initiatives have supported the
growth in awareness of the Tiaki Promise
amongst New Zealanders to 25 percent
as of August 2022, up 4 percent from
September 2021
1
. This is an indicator of
progress towards our goal of increasing
New Zealanders’ awareness of Tiaki-Care
for New Zealand.
SECTION 04 — SUSTAINABLE TOURISM 26 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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Inspiring domestic tourism
Air New Zealand’s
domestic marketing
campaigns have supported
the tourism industry by
encouraging Kiwis to
explore the country.
Through the extensive nationwide
lockdown, we continued to promote
our regions through channels such
as Kia Ora magazine. This included a
feature in the June 2022 issue of Kia Ora
magazine encouraging New Zealanders
to explore Aotearoa through a Māori lens
and discover our living culture through
legend, twilight stroll or adrenaline-
fuelled adventure. We have also
undertaken partnership activity to drive
tourism recovery in the regions via retail
campaigns with Tourism New Zealand,
Northland Inc, Auckland Unlimited,
Hawke’s Bay Tourism, WellingtonNZ,
Nelson Airport and ChristchurchNZ.
2 From a 2021 baseline.
Reigniting sustainable tourism
During the year, Air New
Zealand’s dedicated site
for selling New Zealand
activities (airnz.co.nz/
activities) moved to
only feature tourism
activities and attractions
that have achieved a
Qualmark award for their
commitment to quality,
safety, and sustainability.
Exclusively selling Qualmark awarded
activities will play a key role in delivering
on our ambitions to increase annual
growth in bookings for Qualmark
awarded operators on the website by
100 percent by 2023
2
. In 2022, there
was a 9.5 percent annual increase in
bookings compared to 2021.
Key to reigniting sustainable tourism is
growing the tourism talent pipeline that
has been significantly impacted by the
last couple of tumultuous years for the
industry. Since 2019, our partnership with
Queenstown Resort College (QRC) has
focused on inspiring New Zealanders into
a career in tourism.
In 2022, we continued to support QRC
staff and students to stay connected
through our annual travel fund. The Air
New Zealand Board spent a day at the
QRC campus based in Paihia – an eye-
opening and uplifting experience for all
involved. Our partners, the All Blacks also
provided an extra dose of inspiration –
with All Blacks Scott Barrett and Anton
Lienert-Brown visiting the QRC campus in
Paihia in June.
In August, our first ever QRC awareness
campaign kicked off. The nationwide,
multi-channel campaign showcased
career journeys of former QRC students,
sending a strong signal, now is a good
time to consider a career in tourism.
Going forward, Air New Zealand’s
partnership with QRC will continue to
promote the tourism industry as an
exciting and sustainable sector offering
a variety of career options.
SECTION 04 — SUSTAINABLE TOURISM 27 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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DOC summer staffer Gabe Vink Wackernagel carrying out a kiwi bird count along the Milford Track,
assisted by Greenteam member Victoria Daniell.
Industry collaboration through
the Aotearoa Circle
Air New Zealand is
contributing to the
Aotearoa Circle’s
development of a Tourism
Adaptation Roadmap.
This work considers the climate-related
physical and transition risks the tourism
industry faces in the coming decades and
will develop an adaptation roadmap for
the industry to future proof regenerative
tourism in New Zealand and build a
resilient sector. Air New Zealand Director
Laurissa Cooney is one of the co-chairs
for this project.
Celebrating ten years of partnership with DOC
Recognising the
biodiversity crisis is only
going to be addressed
through taking collective
action, Air New Zealand
formally partnered with
the Department
of Conservation (DOC)
in 2012.
Cemented in the latest science and
proven approaches to protecting
and regenerating New Zealand’s
precious taonga species, the decade
long partnership with DOC has
helped deliver a range of biodiversity
outcomes for Aotearoa. From an
extensive range of biodiversity
projects on six of New Zealand’s Great
Walks (including over 43,000 hectares
of sustained predator control and
critical threatened species monitoring)
to flying over 4,200 threatened species
and Conservation Dogs.
Thanks to the efforts of a range of
partners, as well as iwi, hapū and
whānau, takahē now roam freely on the
Heaphy Track after more than a 100-year
absence, tuatara populations are more
resilient in part to the largest tuatara
translocation ever undertaken (260),
and a greater, more robust scientific
understanding of the threats, including
climate change, to our threatened species
has evolved.
In addition, the partnership has shone
further light on the biodiversity crisis
in New Zealand through various
channels such as our safety videos,
retail campaigns, and features in Kia Ora
magazine – educating and engaging
New Zealanders about the need for our
constant continued efforts to conserve
and regenerate our fragile environment.
Highlights of the DOC partnership in
2022 include sustaining the predator
control on Great Walks, flying over 200
threatened species and conservation
dogs, a kiwi bird count on the Milford
Track conducted by DOC and members
of the Greenteam and promising results
from bird surveys of kākā on the Heaphy
Track and pīwauwau/rock wren on the
Routeburn Track.
Despite this progress, there is still
much work to be done to face the
accelerating biodiversity crisis in
Aotearoa. Air New Zealand looks
forward to building on the momentum
established with the partnership over
the last decade to further support DOC
in its vital endeavours.
SECTION 04 — SUSTAINABLE TOURISM 28 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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Fundamental metrics table
Our Sustainability Framework has key headline targets that we report on. In addition to those targets,
the following fundamental metrics, which detail Air New Zealand’s impact, are also tracked.
PillarMetric202020212022
Te manaaki i ngā
tāngata o Aotearoa
Caring for
New Zealanders
Representation of Māori and Pasifika
in people leadership positions¹
throughout the organisation
17.0%16.0%14.8% (Our Mangōpare leadership development
programme is creating a talent pipeline to support
our target of 20% Māori and Pasifika representation
in leadership roles by 2025. Following the Covid-19
pandemic, our focus for the next year is on supporting
alumni of the programme to take on new opportunities
within the airline and grow while embracing their
culture in an authentic way)
Employee engagementN/A
2
Engagement index score of 71
(September 2021)
3
Engagement index score of 68
(May 2022)⁴ (refer to page 10)
Women in Airline Leadership Team
( A LT )
51.0%
5
51.0%
6
45.5%⁷ (Despite seeing a decrease over 2022, we are
committed to developing our internal pipeline and
ensuring a balanced gender representation through our
recruitment process. This ongoing focus will allow us to
grow the number of women in senior leadership roles)
People Safety Risk Control
Effectiveness (RCE) rating of
substantially or fully effective⁸
N/A⁹84.0%¹⁰84.0%¹¹
Environmental non-compliancesZero environmental non-compliances
as at end 2020
Zero environmental non-compliances
as at end 2021
Zero environmental non-compliances as at end 2022¹²
IEnvA stage 2 certification via IATAIEnvA stage 2 certification achieved. In 2020, the
scope of the certification was extended beyond Flight
Operations and Corporate to include national Cargo;
Maintenance Repair Organisations; Ground Services;
and Auckland Airport
IEnvA stage 2 certification achieved. In 2021, the scope
of the certification was extended to include all New
Zealand airports along with Flight Operations and
national Corporate, Maintenance Repair Organisations
and Cargo operations
IEnvA stage 2 certification achieved
Suppliers providing positive
assurance of our Supplier Code of
Conduct¹
3
Suppliers representing 94.2% of our spend provided
positive assurance
Suppliers representing 92.7%¹
4
of our spend provided
positive assurance
Suppliers representing 92.4% of our spend provided
positive assurance (a minor decrease from 2021,
mainly due to Covid-19’s continuing impact on Air New
Zealand’s spend profile with its strategic suppliers)¹⁵
Annual volume of New Zealand
exports on Air New Zealand
35,045¹
6
tonnes37,600 tonnes43,720 tonnes (refer to page 12)
Full compliance with ICAO noise
standards for aircraft fleet
No notified noise breaches in 2020. Achieved full
compliance with ICAO noise standards
No notified noise breaches in 2021. Achieved full
compliance with ICAO noise standards
No notified noise breaches in 2022. Achieved full
compliance with ICAO noise standards
1 A people leadership position includes any position in the airline which has employees reporting into it. Data is based on ethnicity data collected via our people management system Workday. This is an optional data field and coverage is currently 60.0%. We continue to encourage
employees to complete this data to inform our strategies and programmes. 2 Your Voice employee engagement survey cycle paused due to Covid-19. 3 A new quarterly employee survey was introduced in 2021. As at 1 September 2021, the Glint Global Top 20% engagement
threshold was an engagement index score of 79. 4 In 2022, Glint amended its top engagement threshold from 20% to 25%. As at 30 June 2022, the Glint Global Top 25% engagement threshold was an engagement index score of 79. 5 Across all employees, 57.6% identify as a man,
42.4% identify as a woman, and 0.1% identify as gender diverse. 6 Across all employees, 60.5% identify as a man, 39.2% identify as a woman, and 0.1% identify as gender diverse, with 0.2% unspecified. 7 Across all employees, 58.6% identify as a man, 40.3% identify as a woman, and
0.1% identify as gender diverse, with 1.0% prefer not to say/unspecified. 8 Risk Control Effectiveness (RCE) review and verification is part of the company risk management process and is a framework being implemented to give depth to the risk declarations. The RCE scale ratings
are totally ineffective, largely ineffective, partially effective, substantially effective, and fully effective. 9 In 2020, we developed this new rating tool and the key metrics that underlie it. 10 The remaining 16.0% of People Safety Risk Controls are rated partially effective (the minimum for
compliance). 11 The remaining 16.0% of People Safety Risk Controls are rated partially effective (the minimum for compliance). 12 The Environmental Protection Authority has recently requested information from Air New Zealand and their subsidiary companies to assess compliance
with the Ozone Layer Protection Act. 13 Based on percentage of spend. This excludes fuel, airport fees, aircraft, taxes, and 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. 14 A decrease of 1.5% from 2020 result, mainly due to Covid-19’s impact on Air New Zealand’s spend profile with its strategic suppliers. 15 The new Ivalua supplier portal streamlines the way we collect and monitor positive assurance from
suppliers. As a result, we have systemised an existing policy condition mandating that any new suppliers must provide positive assurance that they comply with Air New Zealand’s Supplier Code of Conduct prior to engagement. 16 The cancellation of Air New Zealand’s Shanghai
service early in calendar year 2020 due to Covid-19 in China, significantly impacted on volumes and the ability to move key perishable products to market in China, such as lobsters.
29 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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FUNDAMENTAL METRICS TABLE
PillarMetric202020212022
He mahinga taiao
tūturu
Genuine climate
action
Tonnes of CO₂-e Emissions
(Scope 1 and 2)
3,179,4671,335,9111,515,621 (refer to page 16)
Tonnes of CO₂-e Emissions¹⁷ (Scope 3)N/AN/A623,411 (refer to page 16)
Well-to-wake grams of GHG emissions
related to jet fuel per Revenue Tonne
Kilometre (RTK)¹⁸
N/AN/A1,165¹⁹ (refer to page 17)
Average annual reduction in carbon
intensity²⁰
3.6% increase compared to 2019²¹31.6% increase compared to 2020²²6.5% decrease compared to 2021²³ (refer to page 17)
Carbon Reduction Programme
implemented in-line with IATA audit
recommendations
The Carbon Reduction Programme saved 3,341t of fuel
or 10,557 tCO₂-e. This is comprised from the following
initiatives: flight path efficiencies 698t fuel (2,203
tCO₂-e), Ground Power 2,372t fuel (7,495 tCO₂-e),
Lightweight LD3 Unit Load Devices 155t fuel (490
tCO₂-e), and 116t of fuel (366 tCO₂-e) from on-board
weight reduction
While carbon reduction initiatives implemented in
prior periods remain ongoing, the impact of Covid-19
restrictions and operational constraints have limited
our ability to implement new initiatives in 2021 and
our ability to accurately report savings by initiative.
This remains a focus going forward
While carbon reduction initiatives implemented in
prior periods remain ongoing, the impact of Covid-19
restrictions and operational constraints have limited
our ability to implement new initiatives in 2022 and
our ability to accurately report savings by initiative.
This remains a focus going forward (refer to page 20)
Tonnes of carbon offset through
FlyNeutral
92,3394 0,74 959,257 (refer to page 21)
FlyNeutral uptake rate²⁴ 7.1%7.0%6.9%
Customer funds donated to activities
that accelerate the restoration,
regeneration, and production of
permanent native forests
N/AOver $350,000²⁵$415,500 has been provided to the Native Forest
Restoration Trust²⁶ and $633,000 has been provided
to Trees That Count²⁷ to support biodiversity outcomes
in New Zealand (refer to page 21)
Reduction in electricity use3.4% reduction compared to 20197.4% reduction compared to 20200.5% increase compared to 2021 (due to an easing of
Covid-19 restrictions)
Electric vehicles in light ground fleet
(where feasible)²⁸
85.0% Electric Vehicles where feasible
55.0% of full fleet are Electric Vehicles
86.0% Electric Vehicles where feasible
55.0% of full fleet are Electric Vehicles
86.0% electric vehicles where feasible
55.0% of full fleet are electric vehicles (while new electric
vehicles have been ordered, due to extended lead times,
they will not enter our fleet until 2023)
Electric Ground Service Equipment
fleet (where feasible)²⁸
69.0%73.0%73.0% (no increase in 2022 due to lack of charging
infrastructure. Expected increases in 2023 with
additional charging infrastructure coming online and
continued focus to exit diesel fleet)
17 Air New Zealand began reporting its scope 3 emissions in 2022. 18 Air New Zealand began reporting it scope 3, category 3 emissions in 2022. 19 Air New Zealand will report on the percentage change from this baseline annually. 20 Percentage change was updated from the
2020 Sustainability Report to reflect updated reporting policies. 21 Increase in carbon intensity predominantly due to the global Rolls-Royce Trent 1000 engine issues resulting in less fuel-efficient aircraft being substituted on routes and the impact of Covid-19 on payloads,
mandated social distancing requirements and network changes negatively impacting fuel efficiency. 22 Increase in carbon intensity largely due to New Zealand border restrictions leading to lower than usual load factors on the international network and multiple national
lockdowns impacting load factors on the domestic network. 23 Decrease in carbon intensity largely due to easing New Zealand border restrictions leading to higher load factors on the network. However, this metric still remains elevated when compared to pre-Covid-19 levels
due to the national lockdowns and border restrictions in place at various times throughout the 2022 financial year. 24 Number of bookings partially or fully offset as a percentage of all bookings through online storefronts where FlyNeutral is available. 25 This represents funds
collected from 20 January 2021 to 30 June 2021 under the amended FlyNeutral programme. 26 This represents funds collected from 1 July 2021 to 19 January 2022 under the FlyNeutral programme. 27 This represents funds collected from 20 January 2022 to 30 June 2022
under the FlyNeutral programme. 28 Where feasible refers to availability of electric models for operational requirements.
Fundamental metrics table
(continued)
30 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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FUNDAMENTAL METRICS TABLE
PillarMetric202020212022
Te whai i te ōhanga
whai hua
Driving towards
a circular economy
Diversion of waste from landfill at
domestic ground sites and airports
serviced by our main waste provider
40.6%41.3%34.2% (refer to page 23)
He Tāpoi Mau Roa
Sustainable tourism
Sustained pest control enabled
on the Great Walks through
partnership with the Department
of Conservation
43,247 hectares45,294 hectares 43,587 hectares (a decrease from 2021 as funding was
redistributed on the Great Walks biodiversity projects
to protect previous critical biodiversity gains as a
result of Covid-19’s financial impact on the business)
Enabling regional connectivity
through flight departures that connect
Auckland/Wellington/Christchurch
to regional centres
96,47996,24791,417 (flight departures impacted in 2022 due to
lockdowns and border restrictions)
Fundamental metrics table
(continued)
31 —AIR NEW ZEALAND SUSTAINABILITY REPORT 2022
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FUNDAMENTAL METRICS TABLE
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Data sourced from publicly available filings. Our datasets may not be complete. Automated analysis can produce errors. If you believe any data on this page is incorrect, please contact us at hello@nzxplorer.co.nz. For informational purposes only. Not investment advice.
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