AIA - FY24 Annual Resullts

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Building for
the long haul
Annual Report 2024

It’s underway.
An investment in renewing Aotearoa
New Zealand’s gateway airport to create a
vibrant, seamlessly connected airport that is
easy to navigate, a pleasure to spend time in,
sustainable and filled with enterprise.
This is uplifting, future-fit infrastructure
that, over the long haul, will maintain and
strengthen our country’s interactions with
the world and serve a thriving economy.
The new domestic jet terminal will meet
future demands, ensure longer-term resilience,
and upgrade travellers’ experiences.

Welcome to Auckland Airport – AKL.

About this report
Nau mai, welcome to
our 2024 Annual Report:
Building for the long haul.
About us
The 2024 financial year reflects an extraordinarily busy year
of progress on our re-development programme.
Travellers have expressed strong support for the
development, to ensure Auckland Airport is resilient to
climate-change impacts and has the necessary capacity
and capability to meet Aotearoa New Zealand’s travel,
trade and tourism needs for the long haul.
The airport touches the lives of every New Zealander
in some way, whether as a place of employment, the
millions who travel through the terminals each year, or
the businesses and consumers relying on the country’s
main air cargo hub. It also impacts on the environment
and so, to create the world we want to travel tomorrow,
we put sustainability at the core of planning, design,
and construction.
Globally, airports are making major upgrades to core assets
for the next era of travel, and AKL is no different. This report
gives an update on how far we have come in the past year
in upgrading critical assets and delivering a resilient entry
point that creates value for our community, stakeholders,
investors, and the economy.
We welcome your feedback. Please send any comments
or suggestions to investors@aucklandairport.co.nz
Contents
Overview
04
Our Performance
06
Our Strategy
18
What Matters Most
54
Climate-Related Disclosure
58
Enterprise Risk Management
78
Corporate Governance
84
Financial Report
105
Financial Statements
114
Five-year Summary
175
2Auckland AirportAnnual Report 2024

About us
3Auckland AirportAnnual Report 2024

The evolution of AKL has entered a new era with an
essential infrastructure programme to make the airport
resilient to climate events and fit for future generations
to continue their journey. Every day more than 75,000
people engage in some way with Auckland Airport, and
we want each of those engagements to be seamless.
We are well underway with major projects across
the airfield, terminals and transport systems that will
revitalise the precinct, allow us to meet future demand
as a destination for travel, hospitality, business and trade,
and support a lower carbon future for aviation.
We play a major role in supporting tourism: A daily
wide body flight over the course of a year generates
up to $150 million in tourism spending and carries
more than half a billion dollars in high-value freight.
The rest of the decade will deliver thousands of
employment opportunities for infrastructure partners
as we call on them for multifaceted work programmes
that are either underway or are about to start.
For generations Auckland Airport has been the gateway to the
world for Kiwis. With our growing desire to explore, trade and
connect, Auckland Airport has evolved to become a cornerstone
of Tāmaki Makaurau Auckland’s economy and a key contributor
to national prosperity.
About us
About us
4Auckland AirportAnnual Report 2024
About us01

1,500
ha
24/7665
land holdingfull-time and 81 part-time Auckland
Airport employees with diverse skills
and capabilities
aviation fire, medical, and marine search
and rescue services
$3.1b
of logistics and distribution warehouses,
office buildings and shopping centres
$162.4m
of contractual rental
income per annum
99%
average
occupancy rate
320
businesses on
precinct
$874m
of assets under
development
3 hotels
with a combined
772 rooms
2 hotel
joint ventures in
partnership with
Tainui Group
Holdings
20,000
people work in and around the airport
4,450
students and job seekers assisted through
Ara Auckland Airport Job and Skills Hub
programmes since 2017
airlines
158,000
aircraft movements
in FY24
18.5m
passenger
movements
in FY24
158,359t
of international
cargo
170,000
sqm of floor area
over two terminals
24km
of roading network
42
international
destinations
23
New Zealand
destinations in FY24
3,635
metres runway
capable
of handling all
commercial
aircraft types
27
We own and operate
Auckland Airport
We are a substantial employer
and enabler of employment
We are a property developer
and owner
We provide important services to
travellers, airlines and our
commercial partners
A
SupportingOperating to
5Auckland AirportAnnual Report 2024
About us01

Our Performance
Our
Performance
6Auckland AirportAnnual Report 2024

Our Performance
7Auckland AirportAnnual Report 2024

2024 key numbers
Our performance in the
12 months to 30 June 2024
18.5m
8.5m9.3m
0.8m
Passengers
DomesticInternationalInternational transit
$895.5m
$276.6m
1
13.25¢6.5¢6.75¢
$614m$5.5m
Revenue
Underlying profit
Operating EBITDAFI
Net capex additions
Reported profit after tax
Dividend per shareFinal Interim
18.75¢
Underlying earnings per share
-4.3%$1,158.7m
Five-year average annual
shareholder return
▲

5%
▲

43%
▲

87%
▲

231%
▲

63%
▲

79%
N/A
▲

30%
▲

55%
▲

26%
▲

17%
▼
87%
1 Auckland Airport recognises underlying profit is a non-GAAP measure and a
reconciliation between reported profit after tax and underlying profit after tax is
included in the Financial Report section of this annual report.
Our Performance
(vs FY23)
8
Auckland AirportAnnual Report 2024
Our Performance02

2 Mixture of cash donations and contributions
in kind.
3 A PCBU (Person Conducting a Business or
Undertaking) is an individual or organisation with
the primary duty of ensuring the health and safety
of workers and others affected by their work.
4 Each senior leader completes at least one walk
a month to increase visibility, address any safety
issues raised by workers, and explore opportunities
for improvements.
5 Direct reports to the leadership team with
substantive roles.
6 Staff members with at least one direct report.
384k m
3

potable water used (22% increase
from 2019 baseline)
2,103t
waste to landfill (15% reduction
from the 2019 baseline)
4,404t
CO
2
e
Scope 1 and Scope 2 emissions
(25% reduction from 2019 baseline)
$568,943
2

in support to Ara Education
Charitable Trust in FY24
1,400
households offered noise mitigation
packages, above statutory requirements
$444,376
granted to the Auckland Airport Community
Trust for projects to support learning,
literacy and life skills in our location
South Auckland
As of end June 2024, more than
50 PCBUs employing in excess of
20,000
workers fell within Auckland Airport’s health,
safety and wellbeing umbrella.
3
Annual Safety Performance
Metrics (vs FY23):
Total number of employee injuries
39 (80)
Total number of employee
Lost Time Injuries
4 (5)
Total number of
contractor injuries
57 (99)
Total number of
contractor Lost Time Injuries
13 (20)
Total Recordable Injury Frequency Rate:
1.92
Total number of
public injuries
69 (63)
Leaders’ Safety Walks
4
604
Integration of Aviation Safety Management
and Health, Safety & Wellbeing
Management functions completed.
Environment
CommunityHealth, Safety & Wellbeing
We work in partnership with local
iwi, engaging on tikanga for events
within our operations, stages of our
infrastructure build, and sharing
information and understanding through
regular kaitiaki hui covering resource
management processes, and future
airport development. This has resulted
in projects such as the whaariki designs
in the terminal precinct area adjacent to
the Transport Hub, the Park & Ride South
bus shelters, and sourcing of plants
from iwi nurseries. We also value the
kaitiakitanga role of iwi in developing our
environmental and biodiversity plans.
Iwi
50%
Auckland Airport
Board of Directors
8.2%
of people leaders
6
self-identify as Māori
or Pasifika
32
ethnicities across
our workforce
50%
Executive
Leadership team
43%
Overall workforce
44%
Senior leaders
5

Diversity and inclusion
Proportion of women
Diversity
Our Performance
per 200,000
hours worked
(0.86)
9Auckland AirportAnnual Report 2024
Our Performance02

We continue to create
opportunities to connect visitors
to Aotearoa New Zealand, and
New Zealanders to the world.
The addition of new routes and new airlines flying to
Auckland helped reinvigorate our tourism industry and
bring trade opportunities, which resulted in overall
passenger numbers in the 2024 financial year increasing
by 17% to 18.5 million. International passenger numbers
(including transits) were up 29% to 10.1 million and
domestic passenger numbers increased 5% to 8.5 million.
We continued to see a strong recovery in capacity
available for long-haul travel, and in the past year 53%
more international long-haul passengers passed through
our terminals. In January alone, one million international
passengers travelled through the international terminal,
representing a monthly level not experienced since
January 2020. The arrival of 38% more North American
visitors over the last 12 months was a highlight and
contributed to a year of strong growth. We also welcomed
new routes for tourism and trade with China.
From the Chair
and Chief Executive
Patrick Strange
Chair
Carrie Hurihanganui
Chief Executive
Auckland Airport welcomes 75% of all international arrivals
to New Zealand. As traveller numbers ramped up during
the first half of FY24, we recognise that some customers
experienced long delays in the international arrivals
process – something our team worked hard to resolve.
Alongside border agencies, airlines and ground handlers,
we made significant improvements that have continued
to support smooth journeys for travellers throughout the
second half of the financial year.
Air travel has not been immune to the economic
headwinds that have been felt across all parts of the
domestic economy over the second half of the year. This
has been compounded by a shortage of aircraft capacity
globally driven by ongoing supply chain, production
quality and regulatory issues that have restricted new
aircraft deliveries to airlines, limiting opportunities for
growth for some of our airline customers. Further, our
largest carrier, Air New Zealand, has faced challenging
engine issues on both its international and domestic fleets.
We are very confident of longer-term growth as these
issues are resolved but continue to actively manage our
costs against the volatility we are seeing in the market to
ensure we remain match fit for FY25 and beyond.
Our Performance
10Auckland AirportAnnual Report 2024
Our Performance02

Auckland Airport is now the region’s most active
construction site with 1,200 people working on projects
to upgrade the airport, with more than 1,000 of those
focused on advancing our integrated terminal and
associated works.
This period of transformation will inevitably cause
disruption, and we thank everyone who uses the airport
precinct for their patience. The outcome will be worth it.
In April, we opened the ground floor of our Transport
Hub, providing travellers with a more spacious, covered
public pick-up and drop-off zone. This allows the
temporary closure of the inner terminal road to make way
for upgrades to essential services and stormwater, and
new public areas ahead of the eventual return of public
transport and commercial drop-offs to the area.
Elements of the upgrade programme on the terminal
forecourt are being accelerated so taxi and rideshare
pickups can be brought closer to the terminal much
earlier than originally planned, making it quicker and more
convenient for customers to meet their ride. We thank
travellers and transport operators for their patience as
we operate from the temporary pick-up location until
the new forecourt area is up and running.
On the airfield, we are almost halfway through completing
our 250,000sqm airfield expansion, which includes
delivery of vital stormwater upgrades to boost our
defence against major weather events.
These developments are all supportive of and consistent
with the development of a second parallel runway. This
runway is designated, and the land required protected.
The airport does not have a current view on when it will
be required.
Regulatory environment
In July 2024, the Commerce Commission provided an
objective and independent assessment of our plans in a
draft report on our aeronautical pricing changes for Price
Setting Event 4 (PSE4).
We welcomed the Commission’s draft conclusion that
Auckland Airport has carried out extensive consultation
with airlines and the rigour applied to planning and costing
the investment, which benchmarked well internationally.
The Commission also acknowledged the importance of
timely investment to ensure Auckland Airport is a resilient,
efficient and well-functioning airfield and international
gateway for New Zealand, saying: “Our draft conclusion
is that there appear to be operational and financial
reasons for Auckland Airport to proceed with the TIP
(terminal integration programme) now... If the investment
is deferred because the cost to build and associated
increases in airport charges are considered too high,
postponing the same investment into the future is unlikely
to address this concern.”
Financial results
The 2024 financial year has provided a solid result
compared to the year prior due to the strong recovery
in international travel and the impact of the airport’s
continued investment in commercial activities.
Revenues in the year to 30 June 2024 increased by 43%
to $895.5 million. This was also reflected in an increase in
earnings before interest, expense, taxation, depreciation,
fair value adjustments and investments in associates
(EBITDAFI) of 55% to $614 million.
Total reported profit after tax decreased by 87% to
$5.5 million while underlying net profit after tax was
up by $128.5 million to a profit of $276.6 million. This
resulted in an underlying profit per share of 18.75 cents
for the 2024 financial year.
The continued strong appetite from international
travellers to visit New Zealand has been pleasing to see
and resulted in higher revenue across all passenger-driven
lines of business including aeronautical, retail, parking and
hotels. Our property investment business also continued
to deliver strong results. The property rent roll increased
10% in the year and the investment property portfolio is
now valued at $3.1 billion.
We are pleased to declare a final dividend for the 2024
financial year of 6.5 cents per share. Including the interim
dividend, the total distribution in the year of 13.25 cents
equates to a 71% payout of underlying profit for the
2024 financial year. The dividend reinvestment plan
will again be available for the final dividend, offering our
shareholders the opportunity to reinvest the dividend into
further shares in the company.
Infrastructure progress
We are very focused on implementing our infrastructure
development plan. By the end of the 2024 financial year,
we had completed more than 20% of our integrated
terminal programme. After Covid delays, timely
completion of this programme is essential to avoid
major operating constraints that would have far-reaching
impact for the airport, airlines and New Zealand.
We are cognisant of the need to balance the high cost
of infrastructure post-pandemic against the need for
additional capacity, a better customer experience,
operational safety and resilience, and protecting the
airport against adverse weather events.
Air New Zealand withdrew its previous support for some
of the build, stating it was too expensive in their view. We
have engaged with them to understand and address their
concerns and to share more information about our careful
and cost-effective approach to the build.
From a customer perspective, the results of a survey
released in May told us more than 75% of people want to
see the airport development happen, with nine in 10
travellers wanting increased capacity to allow more flights
and potentially more airline competition.
Our Performance
11Auckland AirportAnnual Report 2024
Our Performance02

In its draft report, the Commission questioned the
weighted average cost of capital (WACC) Auckland
Airport used to set prices, suggesting a lower value may
be appropriate. In particular, the Commission shared a
different interpretation regarding how the effects of the
pandemic should be considered.
We are committed to fully engaging with the next round
of submissions on the Commission’s draft report, including
providing further context on how we considered the
impact of the pandemic. The Commission’s final report is
expected no later than quarter 1 2025. Auckland Airport
will consider lowering pricing if the Commission’s final
report continues to say our WACC is materially too high.
Any changes to charges would take place from 1 July 2025
and apply for the remainder of the pricing period, which
ends in June 2027.
Sustainable approach
We recognise that aviation needs to play its part in
a lower-emissions economy. Our decarbonisation
pathway is integrated into the capital plan and sets
a target to reduce direct emissions by 90% from
2019 levels by 2030. We are already delivering some
significant cuts. We have achieved a 25% reduction in our
direct carbon emissions compared to 2019, and although
this is a slight increase from FY23, we are closely aligned
to the forecast of the decarbonisation pathway. This year
we were proud to be recognised for our efforts in carbon
management and reduction through the Airport Carbon
Accreditation scheme.
Looking ahead to a lower-emissions aviation future, we
are putting the right infrastructure in place, such as the
installation of ground power units and electric ground
support equipment chargers on the airfield. Aircraft
emissions are the largest contributor to Auckland Airport’s
emissions (96%) and as well as decarbonising our own
operations, we continue to ensure the precinct can
respond to the adoption longer-term of new technology
employed by airlines, particularly in areas of hydrogen,
electric and hybrid aircraft. We are pleased with the recent
government announcement to increase New Zealand’s
engagement with Australia to decarbonise aviation and
investigate a regional approach to sustainable aviation
fuel production.
We have an opportunity to move the dial within the
industry on carbon reduction within our infrastructure
programme, with carbon reduction and sustainability an
important part of the design, construction and operation
of our airport upgrades. The integrated terminal building
has a selection of features that will deliver carbon savings
throughout the construction and operation, including
in the baggage systems, the lighting design and in
material selection.
Auckland Airport recognises underlying profit
is a non-GAAP measure and a reconciliation
between reported profit after tax and
underlying profit after tax is included in the
Financial Report section of this annual report.
Underlying net profit after tax
$276.6 million
An improvement of
$128.5 million
compared with the $148.1m
profit in the prior year
The directors and management of Auckland
Airport understand the importance of
reported profits meeting accounting
standards. Because we comply with
accounting standards, investors can
confidently compare different companies
knowing there is integrity in our reporting
approach. However, we believe that an
underlying profit measurement can also assist
investors to understand what is happening in a
business like Auckland Airport, where
revaluation changes can distort financial
results or where one-off transactions, both
positive and negative, can make it difficult to
compare profits between years.
For several years, Auckland Airport has
referred to underlying profit alongside
reported results. We do so when we report our
results, and when we give our market
guidance (where we exclude fair value
changes and other one-off items) or when we
consider dividends and our policy to pay 70%
to 90% of underlying net profit after tax
(excluding unrealised gains and losses arising
from revaluation of property or treasury
instruments and other one-off items).
In referring to underlying profits, we
acknowledge our obligation to show investors
how we have derived this result. You can find
the reconciliation between underlying profit
and reported profit for the current reporting
period in the Financial Report section of this
annual report on page 110.
12Auckland AirportAnnual Report 2024
Our Performance02

A thriving precinct
We continue to pursue quality developments that take us
beyond terminals and travel, and in December 2023 we
were proud to open Te Arikinui Pullman Auckland Airport
Hotel in partnership with Tainui Group Holdings, which
adds 311 five-star hotel rooms on the doorstep of the
international terminal.
Next month, we look forward to the opening of our new
premium outlet shopping centre on the edge of the
Manukau Harbour that borders our airport. Some of the
world’s most desired brands and several iconic Kiwi labels
will be found at Mānawa Bay, underneath what is expected
to be the largest rooftop solar array in New Zealand.
He tāngata
Our people are rising to the challenge of delivering the
most complex building programme in our history, while
operating the airport 24 hours a day, seven days a week.
We have embedded our commitment to safety, risk,
resilience, and compliance at the heart of the business,
and this year we invested in an integrated Safety & Risk
team to deliver on better health, safety and compliance
outcomes in our daily operations, and to provide internal
assurance to the Board and Chief Executive.
We enter our new financial year with a fresh set of values
that reflect what makes us unique. There is still a way
to go with building the airport New Zealand needs, but
the values of Tātou tātou - All in, Kōkiri Tahi - Know how,
and Karawhiua - Let’s go, will support our people on the
journey ahead.
Looking ahead
While the expansion of international routes and growth
in overseas visitors was positive in this financial year,
our focus will be on helping retain New Zealand’s
attractiveness as a destination, including efforts to
encourage airlines to commit capacity to meet demand
to fly to Auckland and New Zealand. A particular focus will
be on supporting the return of travellers from across the
Tasman, which was at 83% of pre-pandemic levels at the
end of June 2024.
We are providing guidance of underlying profit after tax
to between $280 million and $320 million for the 2025
financial year, with expected total passenger numbers
of circa 19.1 million, and capital expenditure of between
$1,000 million and $1,300 million for the period.
We look forward to unveiling more of the projects
happening behind the hoardings in the coming year, and
to delivering enhancements to our services for customers
and travellers as we build for the long haul.
Ngā manaakitanga
Patrick Strange Carrie Hurihanganui
Chair Chief Executive
Leadership
Auckland Airport’s journey will continue under new board
leadership in the 2025 financial year, with Patrick Strange
retiring in October.
Patrick has served on the Board since 2015 and held the
title of Chair since 2018, leading the company through
the challenges of a pandemic, the recovery, and the
ramping up of our infrastructure programme. He has the
heartfelt thanks of our entire Auckland Airport team for his
outstanding and unwavering guidance and service.
Patrick will be succeeded as Chair by Julia Hoare, who
joined the Board in 2017.
Julia Hoare
Incoming Chair
13Auckland AirportAnnual Report 2024
Our Performance02

Executive
Leadership Team
The strategic management of commercial and operational
activities ensures continuous and sustainable growth of
Auckland Airport for the wider community, customers,
employees, and shareholders.
This year the team was further bolstered with the
appointment of key people following global searches.
Susana Fueyo Suarez joined in February as Chief
Infrastructure Officer and brings a track record of
disciplined delivery in complex infrastructure projects in
Australia and around the world.
Darren Evans was appointed to the newly created position
of Chief Safety & Risk Officer and brings 30 years of
safety and risk management experience across multiple
industries, including aviation and construction.
Stewart Reynolds was appointed Chief Financial Officer
in July 2024 after acting in the role since December
2023. Stewart joined Auckland Airport in 2016 as Head of
Strategy, Planning and Performance.
Susana, Darren, and Stewart join a strong management
team overseeing multiple projects in a development
period that is incomparable in our almost-60-year history.
The leadership team develops and drives
the implementation of our strategy and
mission to reimagine the travel experience
and become the world’s most welcoming
airport, through the creation of a modern
precinct that will cost-effectively meet the
future needs of travellers and deliver for
business and the economy.
Our Performance
14Auckland AirportAnnual Report 2024
Our Performance02

Mary-Liz Tuck
Chief Strategic Planning
Officer
Carrie Hurihanganui
Chief Executive
Susana Fueyo Suarez
Chief Infrastructure Officer
Darren Evans
Chief Safety & Risk Officer
1
Richard Wilkinson
Chief Digital Officer
Mark Thomson
Chief Commercial Officer
Chloe Surridge
Chief Operations Officer
Melanie Dooney
Chief Corporate Services
Officer
Stewart Reynolds
Chief Financial Officer
Top row
2
Front row
Scott Tasker
Chief Customer Officer
Our Performance
15Auckland AirportAnnual Report 2024
Our Performance02

Our Performance
INPUTS
BUSINESS
ACTIVITIES
Our
customers
• 4 domestic airlines
• 27 international airlines
• 300 commercial tenants
Our
employees
665 full-time and
81 part-time employees with
diverse skills and capability
• 55% males
• 43% females
• 2.5% prefer not to
describe or say
Our
assets
• 1,500ha of land
• 2.8 million sqm airfield
• 1 runway
• 2 terminals
• 24km roading network
• 14,373 car parks
• 4 utility networks
• 578,000sqm of
commercial property
• 3 hotels
• Investment in
Queenstown Airport
Our
community
relationships
• Iwi relationships
• 9 Auckland secondary
schools through Ara Education
Charitable Trust
Stewardship
Creating an airport for
generations to come, taking
tomorrow’s lens today
to ensure our precinct is
enduring and sustainable.
Our business model
Our Business Model reflects how our key inputs
interact with our business activities to create
sustainable and commercial value for our stakeholders
and ultimately the travellers and airport users. The
outcomes of our activities are measured to advance us
towards realising our strategic aspirations and deliver
on our purpose. 
Precinct
Reimagining the
experiences we offer to
every customer across
aeronautical, retail,
transport, hotels and
commercial property
leasing.
16Auckland AirportAnnual Report 2024
Our Performance02

Our Performance
OUTPUTS
AKL is a
thriving
enterprise
• 18.5 million passenger
movements
• 158,000 aircraft movements
• 75% of all international arrivals
to New Zealand
• 64% of all domestic
seat capacity
• 158,359 tonnes of cargo
• 1.6 million exits from car parks
AKL is
seamless
connectivity
• 70,000 vehicles per week
through the Transport Hub
• 33% reduction in arrivals
queue time for majority
of travellers
• 24,000 people
per week using the
green line walkway
AKL is
enduring
infrastructure
• 35% of integrated terminal
project in delivery
• 4,500sqm of baggage
handling infrastructure
• 11km of common services
trenching complete
• Airfield expansion
40% complete
AKL is
empowered
community
• 30 employees in
Leadership Styles
Inventory programme
• 21 people in new
Safety & Risk team
• 51 days of local volunteer work
by employees
AKL is future
resilience
• 25% reduction in scope 1 and 2
emissions against 2019 baseline
• Achieved Level 4 Airport
Carbon Accreditation
• 80% of 3.5km network of
stormwater pipes installed
• 185 tonnes of food waste sent
to composting solution
Infrastructure
Designing and building
fit-for-purpose and
resilient airport that
supports lower carbon
emissions.
Connect
Collaborating with our partners
to connect travellers and cargo
within New Zealand and between
New Zealand and the world.
Community
Cultivating an inclusive and
safe place for people to soar
in their careers. Employment
opportunities for our local South
Auckland community.


17Auckland AirportAnnual Report 2024
Our Performance02

Our
Strategy
Our Strategy
18Auckland AirportAnnual Report 2024

Our Strategy
19Auckland AirportAnnual Report 2024

Our Strategy
As custodians of Aotearoa New Zealand’s largest airport, we are guided
by our strategic plan and road map
Building a Better Future to create
a vibrant precinct of travel, trade and hospitality that connects people
and place, contributes to the prosperity to our community and supports
the wider economy.
Our Strategy
20Auckland AirportAnnual Report 2024
Our Strategy 03

Our Strategy
The investment we make today will unlock capacity for
the demands of future travel, present Auckland Airport as
an entry point of national pride and ensure our airfield and
terminals are resistant to climate change events.
As smart technology evolves, we continue to use it to
enhance the experiences, products, and services we
offer across travel, hospitality, commercial property,
entertainment, and trade. It’s about creating a seamless
airport experience, growing the connection to our
community, and caring for the land, sea and sky that
surround our operations.
The airport as an employer brings together a diverse
and multi-skilled workforce that embraces a ‘head,
heart, and hands’ values system to deliver complex
infrastructure projects safely and efficiently within a
24/7 operating environment.
Our aspirations are guided by the foundations of
delivering value for generations to come through
Thriving Enterprise, Empowered Community,
Seamless Connectivity, Enduring Infrastructure and
Future Resilience.
Building a
Better Future
21Auckland AirportAnnual Report 2024
Our Strategy 03

Auckland Airport is for the world we’ll travel tomorrow.
By focusing on the pillars of our sustainability strategy –
through looking after our planet, empowering people and
acting responsibly - we’re committed to creating enduring
value and positive impacts for our communities, economy,
and environment.
Big dreams like these don’t happen by themselves. We
are taking proactive steps to help minimise the impact of
aviation on the environment, building greater resilience
into the airfield to support the decarbonisation of aviation,
and working with airlines to understand their needs and
requirements for low-carbon aircraft. The Auckland
Airport Master Plan, currently being refreshed, intends to
future-proof the precinct for lower-carbon air travel and
road transport.
We’re making significant strides. Already we have
achieved a 25% reduction in our direct carbon emissions
compared to 2019. Although this is a slight increase
(2.6%) from FY23 (caused by increased natural gas use
for heating and cooling in the terminals due to weather
conditions and increasing electricity demands), we
are closely aligned to what was forecast in 2021 in the
decarbonisation pathway. Our Transport Hub and the
soon-to-open Mānawa Bay feature expansive solar arrays
on their rooftops to inject more renewable energy into the
grid; and in the 2024 financial year Auckland Airport had
its electricity supply certified as 100% renewable.
There are still plenty of challenges ahead, but we are
playing our part.
In the 2024 financial year, with the assistance of an
independent consultancy, Oxygen Consulting, Auckland
Airport adopted the 2021 Global Reporting Initiative
Standards to assess the topics that are most significant
to Auckland Airport’s stakeholders and inform our
approach to sustainability. This process resulted in
updating the sustainability strategy which guides our
business. Being a sustainable business for Auckland
Airport means being in it for the long haul and we’re
focusing our efforts around three key themes:
Protect Planet
• Climate
• Natural environment
• Waste
Empower People
• Community
• Our people
• Wellbeing and safety
Act Consciously
• Governance
• Responsible supply chain
• Reporting and disclosures
Our approach to
sustainability
22Auckland AirportAnnual Report 2024
Our Strategy 03

1
Ground power units allow aircraft
to connect to New Zealand’s low
carbon electricity supply instead
of burning jet fuel while at the gate.
2
Mānawa Bay will have what is
believed to be the largest rooftop
solar array in New Zealand.
3
Being a sustainable business means
being in it for the long haul.
23Auckland AirportAnnual Report 2024
Our Strategy 03

Thriving
Enterprise
1
A line-up of some of the 27 airlines offering
connections between Auckland and the
world in the 2024 financial year.
Thriving Enterprise
24Auckland AirportAnnual Report 2024
Thriving Enterprise 03

A destination doesn’t always require a ticket. AKL aims
to be a place of vibrant enterprise and trade - not only a
destination for travel, but a place to stay and enjoy. We
are reimagining the experience we offer every customer
to create a dynamic environment that drives prosperity.
Putting the customer at the centre of our thinking, we are
focused on doing the basics well and driving innovation.
Sustainability is an important element within design
and delivery.
Thriving Enterprise
25Auckland AirportAnnual Report 2024
Thriving Enterprise03

Connecting AKL
The airport’s unique place on the shores of the Manukau
Harbour has long been a launching point to explore the
world and take advantage of trading opportunities, so it is
vital to keep creating ways to connect to the world.
The 2024 financial year saw the touchdown of new
airlines and celebrated the return of important routes,
delivering a strong recovery in long-haul international
capacity to 91% of pre-2019 levels.
With 27 airlines flying to 42 destinations, the number of
international travellers using Auckland Airport increased
29% to 10.1 million. In January 2024 alone, 1 million people
were processed through the international terminal, a
monthly figure not seen since January 2020.
A significant driver of growth came from increased
services by major North American airlines connecting
Auckland to eight destinations in the United States and
Canada, driving up the available seats from North America
to New Zealand by 48%.
“The summer surge delivered record breaking US traveller
numbers with arrivals of American visitors up 40%,”
Auckland Airport Chief Customer Officer Scott Tasker
says. “We also saw 11% more Kiwis flying the North
American routes and enjoying fares 13% down on the
previous year. This affirms the value of our efforts in
encouraging the North American airlines to fly here.
“When you consider that US travellers have the highest
median daily spend of all visitors and contributed $1.4
billion to the economy in 2023, adding more connections
through our country’s main international gateway can
make a significant difference to the economy.”
Sichuan Airlines’ colourful livery featuring a distinctive
giant panda returned to the runway in April and signalled
the sixth airline connecting Auckland to seven
destinations in China. Seat capacity on routes to China
between April and October 2024 is at 114% of 2019 levels,
with the addition of two new routes (Haikou from Hainan
Airlines and Hangzhou from China Eastern Airlines)
helping to grow the connection between Auckland and
New Zealand’s largest trading partner.
Chinese carriers continue to perform an important role in
carrying connecting traffic via their hub airports to and
from destinations across Asia, UK and Europe.
“Auckland Airport is proactive in the development of
international networks and connectivity that services
Auckland and New Zealand. But we want to go beyond
just making those connections, we want every customer
who benefits from their availability to have the most
positive experience along the way,” Scott says.
Thriving Enterprise
2
North American routes were a highlight of
the year, while the return of Sichuan Airlines
brought to six the complement of airlines
flying to seven destinations in China.
26Auckland AirportAnnual Report 2024
Thriving Enterprise03

“We know this wasn’t always the case during the
year and in line with that blockbuster summer we
experienced increased congestion at peak times,
with early or late flight arrival times one of the
contributing factors. We set about fixing this by
working alongside the border agencies, airlines and
ground handlers to make improvements to ease
pressure in the system. Looking ahead, the
investment we’re making now in our terminals and
systems will provide a better customer experience.”
Southeast Asia and the India market remain in our
sights as visitor numbers from India increased by
60% during the year, with 72,000 arrivals, and
visitors from the Philippines also grew strongly,
by 59% to 23,000 people.
Additional international routes on offer this year,
including two new destinations in China, have
provided additional air freight capacity for high
value products to get to market. In the 2024 financial
year, Auckland Airport handled 158,359 tonnes of
international cargo valued at $26.4 billion, accounting
for 89% of New Zealand’s international air cargo.
Our top export markets are China (16,493 tonnes),
Australia (14,912 tonnes) and USA (11,517 tonnes), with
food preparation, salmon and infant formula being
the most traded commodities. The top export growth
products were tomatoes, capsicums, and blueberries.
3
4
Jetstar is among the airlines offering
flight connections to Australia and
around New Zealand.
Short-haul and domestic
Auckland Airport has direct flight connections to eight
destinations in Australia. Overall seat capacity offered
by airlines on the trans-Tasman routes recovered to 88%
during the financial year with 87% of the seat capacity
on the Auckland-Australia routes operated by Air
New Zealand and the Qantas Group (Qantas, Jetstar).
“While international tourism has surged back to life, the
Australian inbound market is taking longer to recover,
prompting a renewed focus on accelerating the return of
travellers from across the Tasman,” Scott says.
While 1.3 million Australians visited New Zealand in the
year to June 2024, representing an 86% recovery of
pre-pandemic levels, there is a shortfall in volume that
creates an opportunity for growth in our number one
tourism market.
“Auckland Airport is working with tourism industry
partners to ensure New Zealand retains its destination
appeal to Australian tourists, who face trans-Tasman
airfares that over the last year have varied from 50% to
90% higher than 2019 on routes to Auckland, Wellington
and Christchurch.”
Total domestic seat capacity operated by airlines at
Auckland Airport during the year was 13% lower than 2019,
but domestic flights were seen to have high load factors
at 85.7%, which was 1.1% higher than 2019. Overall, the
domestic terminal processed 8.5 million passengers, an
increase of 5% on the previous year.
Game On
AKL was proud to play a part in building momentum
around the FIFA Women’s World Cup when players
and fans flooded the country in July 2023. A large
welcome sign on the approach to the runway let
travellers know it was “Game On!”, and the
international arrivals area was transformed with a
grandstand and mock football field welcoming
players and fans.
27Auckland AirportAnnual Report 2024
Thriving Enterprise03

A new welcome
Improving the customer experience saw a uniquely
Aotearoa New Zealand welcome take shape outside the
international terminal during the year.
The development of a 19,000sqm outdoor plaza, featuring
extensive landscaping with native plants, now wraps
around covered walkways linking the terminal to the
new Transport Hub, hotels and long-term parking. Home
to 22 Pōhutukawa trees re-located from other areas of the
precinct, the plaza is also the new location for a 35-year-
old cast bronze statue of celebrated aviator Jean Batten.
“Many international visitors come here to experience
New Zealand’s landscape, so we wanted to give them
a taste of that as soon as they step foot outside the
terminal,” Chief Commercial Officer Mark Thomson says.
The plaza provides the connection point from the terminal
to the five-star Te Arikinui Pullman Auckland Airport Hotel,
located a short walk away. The architecturally striking
311-room hotel opened in December with several hundred
guests attending a karakia for the hotel led by Kiingi
Tuheitia Pootatau Te Wherowhero VII, mana whenua
and leaders of Waikato-Tainui.
Kiingi Tuheitia Pootatau Te Wherowhero VII gifted
the hotel name, meaning ‘Supreme Ariki’ or ‘Supreme
Paramount Chief’, in honour of his late mother, Dame
Te Atairangikaahu.
Te Arikinui Pullman reflects the mana of the iwi throughout
with designs by Renata Te Wiata (Tuurangawaewae
Marae), with reference to Kiingitanga, celestial voyages
and stories of taniwha incorporated in patterns
throughout the construction, from wall fabrics to
glass and timber.
5
An elevated view of the outdoor plaza
which showcases Tāmaki Makaurau
Auckland within an airport environment.
6
The architecturally striking Te Arikinui
Pullman Auckland Airport Hotel
opened in December 2023.
“Te Arikinui Pullman is uniquely Aotearoa, from the cultural
elements incorporated throughout the design to
construction with natural materials,” Mark says. “It also
builds upon our successful hotel partnership with Tainui
Group Holdings, which includes the joint venture Novotel
Auckland Airport next door.
“It is pleasing to see how well received it has been by
travellers, with guest feedback ranking it in the top 10 of
Accor’s hotels in New Zealand and Australia, and number
two in New Zealand, within the first six months of trading.”
The airport’s new purpose-built premium outlet centre,
Mānawa Bay, to the east of the precinct is also unique in
both the concept and the site. Mānawa Bay (Mānawa is
one of the words in te reo Māori meaning mangroves) is
set to bring an outlet experience that, while often seen
overseas, has not been delivered in New Zealand before.
“We’re delighted with the interest we’ve had from
retailers,” Mark says. “Opening in September 2024,
Mānawa Bay will see international brands Nike, Tommy
Hilfiger, Swarovski, and Calvin Klein alongside iconic local
names like Huffer, Icebreaker, ilabb and Glassons.”
The 35,000sqm building has achieved a 5 Green Star
design rating from the New Zealand Green Building
Council and supports what is believed to be the largest
rooftop solar array in New Zealand, with roof-top panels
expected to generate 2.3MW of energy and supplying up
to 80% of the anticipated power used by stores.
The centre will provide up to 750 retail and hospitality
employment opportunities, with more jobs created
through logistics and support functions.
28Auckland AirportAnnual Report 2024
Thriving Enterprise03

Landing well
Auckland Airport has maintained its focus on
delivering high quality, sustainable builds for tenants
at The Landing Business Park and this year saw the
completion of projects totalling 45,000sqm.
Hellmann Worldwide Logistics was handed the keys
to their third logistics facility that Auckland Airport has
delivered for them in The Landing, and two temperature-
controlled logistics facilities were completed for an
NZX/ASX listed entity. ASX-listed Reece Group moved
into their new national logistics hub, as did Azi’s
Global Logistics.
Projects currently underway include a 20,000sqm
logistics hub for IKEA, which is on track to complete in
January 2025, along with a 20,000sqm pharmaceutical
facility for DHL which, once complete, will be the fifth
building for the Germany-based logistics giant. These
market-leading facilities are forecast to have a combined
completion value of $160m.
The airport investment property portfolio ended the
year having a total value of $3.1 billion and a rent roll
increase of 10% with occupancy levels at 99%. Our
weighted average lease term (WALT) currently sits at
eight years and is one of the highest WALT’s relative to
the New Zealand listed property sector.
7
An artist impression of the dining
precinct at the new premium outlet
shopping centre, Mānawa Bay.
8
Improving the duty-free offer and
experience for customers at the
international terminal.
Reinvigorating terminal-based retail
A busy year of upgrades and expansion saw about 60 of
the airport’s 115 tenancies undergoing renewals, tendering
or new fit-outs.
Aelia Duty Free (operated by Lagardère/AWPL) extended
its retail space to make it New Zealand’s largest duty-free
offering through a substantial upgrade, to improve the
experience of airport customers as the single operator of
core duty-free categories.
“We are delighted with how our duty-free partner, Aelia,
operating under the single-operator model, has delivered
a vibrant new offer to our customers that showcases
both international brands as well as products that are
unique to Aotearoa,” Auckland Airport’s Head of Retail
Lucy Thomas says.
A tender process is currently underway to appoint a
duty-free operator for the next duty-free licence period,
from mid-2025.
“Auckland Airport is looking for a distinctively Aotearoa
New Zealand offer that resonates with customers and
places significance on representing both the best of
New Zealand and the world,” Lucy says. “We’ve been
really heartened by the response and interest so far.”
At the domestic terminal, a multi-stage redevelopment
of the dwell and dining precinct prior to security screening
is underway to optimise space, improve ambience, and
upgrade the dining options. This will include the
introduction of several new food and beverage offerings
and increased seating. This will help the terminal remain
fit-for-purpose until domestic jets move to the new
Integrated Terminal when it opens in 2028/2029.
29Auckland AirportAnnual Report 2024
Thriving Enterprise03

Empowered
Community
1
Anna Kolodeznaya – AES Officer, Emergency Response & Security
Fintan Richardson – AES Officer, Emergency Response & Security
James Bell – AES Officer, Emergency Response & Security
Rick McCamish – AES Officer, Emergency Response & Security
Empowered Community
From left
30Auckland AirportAnnual Report 2024
Empowered Community03

Metres of scaffolding surrounding our physical structures can
be seen throughout the precinct, but the structures in place to
support our people and community are woven throughout - whether
it’s connecting our South Auckland community to employment
opportunities, or ensuring our people have the support to be safe and
soar in their careers. We seek a deeper understanding of what makes
them unique so we can continue to cultivate an inclusive place of work
that contributes to the success of our business and the economy.
Empowered Community
31Auckland AirportAnnual Report 2024
Empowered Community03

Team building
Bringing together a team of collaborative and solutions-
focused people will help deliver what is Tāmaki Makaurau
Auckland’s largest private infrastructure programme
and meet the airport’s ambition to be a thriving
aviation precinct.
To achieve this, Auckland Airport is focused on building
diversity, equity and inclusion across all parts of the
business, including the ambition for 20% of people leaders
to come from a Māori or Pasifika background by 2030, in
line with the projected ethnicity makeup of Aotearoa
New Zealand. Today leadership comprises 8.2% Māori
and Pasifika.
”Part of our work this year has been to build greater
understanding of our people from a neurodiversity and
cultural heritage perspective. The more we understand
about the rich tapestry of our people the more it will help
us create a more inclusive and supportive environment,”
Auckland Airport’s Chief Corporate Services Officer
Melanie Dooney says.
There continues to be a strong focus on reducing the
gender pay gap and this year saw a 6% reduction to 21%,
compared to 27% the previous year.
There is a high level of female participation in the
business, with 50% female representation at Board and
Executive levels, and a broader senior leadership team
that is nearly 44% female. However, there are imbalances
in some areas that are being addressed.
Empowered Community


2
Health, safety and wellbeing partner
Pip Wellis and lead architect John
MacKenzie with senior construction
manager Stuart Gibbs.
32Auckland AirportAnnual Report 2024
Empowered Community03

Dignity Initiative
The People Experience team and Airport Emergency
Services joined forces to champion the introduction
of period products to 11 employee bathrooms this year.
The initiative, in partnership with social enterprise
Dignity, has made complementary products available
to employees to support wellbeing, diversity and
inclusion while removing barriers to accessing the
essential products, including for women working in an
airside environment.
“I think it shows the development in the equity space,
that we have a team who is willing to invest in our
wāhine,” says AES officer Laura Andrews, who came up
with the idea.
“The key contributor is gender representation across
particular salary bands or within particular business units
where women represent just under 40% of people,”
Melanie says. “Our ambition is to ensure diversity across
all parts of our business, and seeing more women in
infrastructure and operations roles will be a key part
of this.”
The launch of the Wāhine Toa Career Mentorship for
Women programme is an initiative to support women into
those more senior roles. With an initial 13 participants
identified as having potential for career progression, the
programme creates an opportunity to accelerate the
pipeline for female talent within the business.
“Through programmes like Wāhine Toa we continue
to work towards reducing the gap by championing
gender diversity and supporting women in our teams,”
Melanie says.
Additional support for families began during the year
through the parental leave policy that offers support
above the government-funded rate.
The People Experience team also put a strong focus on
supporting leadership capability with the introduction of
an organisational tool to help unlock effective leadership.
As a result of the initiative, six accredited coaches are in
place across the business and by early July there will be
30 people involved in the programme.
People first, safety always
Auckland Airport’s goal is to become New Zealand’s safest
and healthiest airport while also leading the way in safety
and risk management.
A new integrated Safety & Risk Team is a critical
addition to continuing to drive the airport’s commitment
to safety, risk, resilience, and compliance into the heart
of the business.
The team fulfils a dual role, Darren Evans, the airport’s
Chief Safety & Risk Officer, says.
“First, we are supporting our business units in achieving
the best possible outcomes in their daily operations
via robust systems and processes, as well as helping
to build knowledge and capability. We also act as
the organisation’s second line of defence from a risk
management perspective.”
Building a great culture of health, safety and wellbeing
also means giving people the tools they need to do their
work well, Darren says.
The Senior Leadership Walk Programme - where leaders
capture key insights to help foster a safer and healthier
work environment - became easier to deliver during the
year, with the switch from an intranet-based reporting
system to an easy-to-use mobile app, allowing leaders to
capture key insights in real time, which are in turn fed back
to teams and Health & Safety Representatives.
3
AES Officer Laura Andrews, who
suggested an initiative now in place
throughout the precinct.
33Auckland AirportAnnual Report 2024
Empowered Community03

4
New staff welcomed at
Te Manukanuka o Hoturoa
Marae in June 2024.
5
One of the endangered New Zealand dotterel /
tūturiwhatu which nest at the airport.
Auckland Airport is lucky to have a
place of cultural connection at the
heart of the precinct. Te Manukanuka
o Hoturoa Marae is a treasured space
to come together. During the year,
we hosted four whakatau where we
warmly welcomed new airport kaimahi
and talked about the connections the
airport has with iwi and the whenua. A
senior leaders forum held at the marae
in June focused on building cultural
understanding, including tikanga
and waiata.
34Auckland AirportAnnual Report 2024
Empowered Community03

Supporting the next generation
Auckland Airport has an eye on the future prosperity
of its local community and businesses by supporting
programmes designed to inspire and unlock the potential
of people seeking to upskill and find employment.
For 80 young women from high schools across the region,
that involved a look behind the scenes of infrastructure
projects as part of the Girls in Infrastructure® programme,
encouraging females to consider a career in the sector.
Participants from 10 schools visited three project sites
and heard from Chief Infrastructure Officer Susana Fueyo
Suarez, who was keen to inspire potential future leaders in
the field.
The 16–18-year-olds were also welcomed to the Ara
Auckland Airport Jobs and Skills Hub to meet women
operating heavy machinery in the industry, and to hear
about their pathway into the workforce.
Through our support of the Ara Education Charitable
Trust, Auckland Airport’s jobs and skills hub, we continue
to support the development of South Auckland talent and
connect people to employers. Future workers may come
through several pathways, including a skills-based work
experience programme for Year 13 students from local
high schools.
This was the path taken by Allan Taupau, 18, who says
he found a place of belonging at Ara after leaving
Ōtāhuhu College.
At the Ara renovation site, homes once destined for
demolition are getting a second chance through rangatahi
youth like Allan, who work on them to hone practical skills.
By dismantling and salvaging timber and other building
materials, approximately 50 tonnes of construction waste
from each house has been saved from going to landfill.
It was obvious to team facilitators that Allan had a strong
work ethic and drive to go further, so before the 12-week
programme was up, they asked if he would be interested
in a job with Alaska Construction Interiors, working on the
domestic terminal upgrades.
He is now inspired to become a site manager by age 20.
“Honestly, if I got one thing out of Ara, the important
thing was speak up and ask questions,” Allan says. “It took
me a few days to get used to the environment and then I
became the loudest one there. When one of the leaders
asked us to do something, I put my hand up straight away.
I always volunteered. It’s better to experience and learn
from your mistakes than not trying at all.”
Custodians of the future
The airport’s approach to preserving and enhancing the
environment in balance with aviation operations was the
focus of a visit from New Zealand’s next generation of
environmental leaders during the year.
The high school students from the BLAKE Inspire
leadership development programme joined a special
outing to see first-hand the airport’s work to look after
the endangered New Zealand dotterel/tūturiwhatu
during their nesting season (starting in October).
The airport’s protected, pest-free environment is popular
with nesting dotterels and the tiny birds are welcome
guests at Auckland Airport because they are too small
to pose a risk to aircraft safety.
The wildlife management team is responsible for
protecting the eight to 12 visiting birds and this year
partnered with certified bird banders to band the
endangered dotterels so they can be tracked to see
if they return to the airport each year.
6
Allan Taupau credits the Ara Auckland
Airport Jobs and Skills Hub for helping to
kick-start his career.
35Auckland AirportAnnual Report 2024
Empowered Community03

Seamless
Connectivity
1
Park & Ride South offers travellers
another option for making their way to
and from the terminals.
Seamless Connectivity
36Auckland AirportAnnual Report 2024
Seamless Connectivity03

Our vision of a seamless aviation precinct is taking shape with
better connections and upgrades to travel routes for customers to
enjoy smoother journeys every day. We continue to innovate and
enhance airport services to improve the passenger experience
and respond quickly when improvement is needed. By supporting
the introduction of smart technology for traveller management
and working collaboratively with our partners, we can prioritise
solutions and target resources where they have the most impact.
Seamless Connectivity
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Seamless Connectivity03

Transport Hub has travellers covered
It was goodbye to all-weather, rushed farewells at the old
pick-up and drop-off area and hello to a vastly improved
customer experience with the opening of the first stage of
the Transport Hub during the year.
With 320m of covered kerbside access close to the
international terminal, the ground floor of the hub officially
opened in April with a campaign to capture the special
moments Kiwis will often only share at the airport.
More than warm feelings, however, the $300 million-plus
Transport Hub marks the biggest change to transport
flows in 50 years and a vital step towards making the
journey from road to plane a more efficient and modern
airport experience.
Currently serving 10,000 vehicles arriving and departing
with passengers each day, through separate car, bus, taxi
and rideshare drop-off lanes, the Transport Hub will offer
four levels of parking above the public pick-up/drop-off
zone, an additional 2,000 parking spaces. The first upper
levels will open from October 2024 with the rest of the
building progressively coming online before the end
of 2024.
The Transport Hub is complemented by an adjoining
three level office building that targets a 5 Green Star
sustainability rating. The Transport Hub itself also aims
to meet the threshold for a Gold Parksmart sustainability
rating, in part due the inclusion of a 1.2-megawatt solar
Seamless Connectivity
2
A 1.2-megawatt rooftop solar array installed
on the roof of the Transport Hub.
38Auckland AirportAnnual Report 2024
Seamless Connectivity03

“Resilient roading and transport infrastructure is critical to
creating more seamless journeys around the airport
precinct, whether accessing the terminals, shoppers
wanting to visit Mānawa Bay or keeping freight moving,”
Chief Infrastructure Officer Susana Fueyo Suarez says.
Improvements to travel routes around the precinct during
the year saw the opening of Te Ara Kōrako, linking George
Bolt Memorial Drive with Nixon Road, as an alternative
route for freight-related traffic, and terminal-bound transit
lanes on Laurence Stevens Drive opened in December
2023 as part of the first stage to upgrades to southern
connections. The roundabout at Puhinui Road, Tom Pearce
Drive and Hape Drive is due to be replaced by a signalised
intersection in late August/early September 2024.
system on the building’s 14,000sqm roof, and EV charging
stations. Five underground 25,000 litre rainwater tanks
will also provide non-potable water to the office floors
when they are ready for tenants, planned for the end of
March 2025.
The Transport Hub will also adopt the latest generation of
licence plate recognition (LPR) technology for easier entry
and exit. LPR technology has also been rolled out to car
parks D and E, and at the newly opened Park & Ride South.
With 40% of airport traffic coming from the south and
east, the Park & Ride South on Puhinui Road/SH20B is well
positioned to ease traffic pressure around the precinct.
The 17ha site opened to the public in June and adds about
3,000 parking spaces. It is also expected to be used by an
estimated 3,500 airport workers who previously travelled
through the precinct to use Park & Ride North, further
easing pressure on the roading system.
The airport’s first fully electric bus fleet is arriving at the
end of 2024 and by February 2025 will be transporting all
customers of Park & Ride South between terminals,
running every 10 minutes. The buses will use transit lanes
funded by the airport and New Zealand Transport Agency,
along with upgraded connecting roads such as Laurence
Stevens Drive. A public drop-off and pick-up area can also
be operated at peak times such as school holidays to
provide an alternative option for travellers.
3
Licence plate recognition technology
has been rolled out at airport parking
facilities during the year.
4
Park & Ride South opened on SH20B/
Puhinui Road in early June 2024.
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Creating better journeys
Changes to navigating around the domestic terminal,
upgrades to WiFi, and better management in passenger
processing at the international terminal have helped
deliver an improved customer experience from front
door to gate lounge this year.
Ahead of moving domestic jet operations to the new
integrated terminal, the airport has used existing space
within the domestic terminal to create additional dwell
areas, as well as boosting wireless connectivity, and
introducing new wayfinding signage for a more intuitive
airport experience.
With approximately 20,000 people passing through the
doors daily, the almost 60-year-old domestic terminal is at
capacity during peak times. The way people navigate their
way through the terminal has been overhauled to simplify
the check-in and departure process, starting with clearly
marked entry portals to the terminal.
Passenger processing during peak times continues to be
a challenge as tens of thousands of people pass through
the airport. At the domestic terminal, 22 March 2024
witnessed the highest number of passengers, with more
than 29,000 arrivals and departures.
The busiest day at the international terminal, 7 January
2024, saw more than 36,000 traveller arrivals
and departures.
6
Technology upgrades were carried
out to boost connectivity at the
domestic and international terminals.
5
Making it easier for travellers to
navigate the domestic terminal with
the introduction of zones A, B & C in
August 2024.
40Auckland AirportAnnual Report 2024
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Green line
It may not come as a surprise in a country that loves
the great outdoors that an estimated 24,000 travellers
a week prefer to stretch their legs between flights
by using the walkway between the domestic and
international terminals. In June, the iconic green line
walk was re-routed to make way for construction of
the integrated domestic jet and international terminal.
While inter-terminal buses still operate, the airport has
designed a safe and welcoming environment for people
wanting to take the 950m pathway. A collaboration with
the Department of Conservation saw stunning imagery
of some of Aotearoa New Zealand’s beautiful walks put
on display, to make the journey a little more enjoyable
and perhaps inspire thoughts of future travel.
“Our task now is to keep building on the momentum we
have, and grow and strengthen our decision-making on
the day, as well as using data insights more effectively to
manage the complex flow of traffic, travellers, baggage
and aircraft.”
The airport operations team continues to plan for busy
periods. More than 70 additional customer services staff
were employed during the year, and separate to airport
operations, the number of airline ground handling staff
exceeded 2022 levels.
“Airline on-time performance also contributes to
processing times, and while we saw an improvement
during the year, with 52% of international arrivals on time
(15 minutes either side of scheduled time) compared to
48% the previous year, there are on-going discussions
with airlines about how on-time performance can be
further improved,” Chloe says.
The airport continues to engage with border agencies to
improve processes and support initiatives such as the
implementation of new scanning technology at Aviation
Security, expansion of eGate eligibility at New Zealand
Customs as well as promoting the increased use of the
electronic New Zealand Travellers Declaration.
“While we build for extra capacity by integrating domestic
jet operations and international travel under one roof,
the operations team is constantly working with airlines,
ground handlers, aviation security and border agencies
to troubleshoot pressure points and ease congestion,”
Chief Operations Officer Chloe Surridge says.
Queue times for international arrivals in the 2024 financial
year improved by 43% at the median (50th percentile)
compared to the previous year (from 31.3 minutes to 17.7
minutes), in part due to the implementation of a low-risk
biosecurity arrivals pathway with the Ministry for Primary
Industries in late 2023.
The pathway’s impact was evident in the final seven
months of the financial year, with queue times down 28%
compared to July-Nov 2023 when it was not in place.
When looking at queue times for the majority of travellers
(the 95th percentile) during the financial year, there was
a 33% reduction.
“This year we have looked at streamlining processes
and teams, ensuring they are providing maximum
effectiveness within the ecosystem and greater
collaboration with our stakeholders and partners,”
Chloe says.
7
8
Margaret Muzondiwa, Safety, Risk and
Compliance Co-ordinator, Compliance &
Assurance. Jian Bautista, Airport Operations
Duty Supervisor, Terminal Operations.
41Auckland AirportAnnual Report 2024
Seamless Connectivity03

Enduring
Infrastructure
1
Overseeing a concrete pour as part of the
airfield pavement renewal programme.
Enduring Infrastructure
42Auckland AirportAnnual Report 2024
Enduring Infrastructure03

For almost 60 years Auckland Airport has managed resilience
upgrades to airfield, terminal and transport infrastructure. As Aotearoa
New Zealand’s main gateway, we also respond to customers when
they ask for a better airport experience. By investing in building the
capacity and creating efficiency, we can create easier movement
through the airport system. The future of travel is a more sustainable
and resilient airport that supports lower carbon aviation - AKL is on
the way there.
Enduring Infrastructure
43Auckland AirportAnnual Report 2024
Enduring Infrastructure03

Construction activity well underway
Structures are going up and foundation piles are going
down. Earth is moved and pavement is renewed. As the
hive of activity happening around the airfield intensifies,
there is one structure that catches the eye.
The three-storey ‘Stitch’, or East Terminal Expansion, will
link the international terminal and the new domestic jet
terminal, providing a short, covered connection between
the two.
The Stitch represents the first major component of the
terminal integration programme and by the end of the
financial year more than 20% was complete. To the east of
the Stitch is the location for the new domestic jet terminal,
which will offer 26% more seat capacity through the
ability to accommodate both widebody and narrowbody
aircraft into some gates.
“We have a phenomenal team of talented people across
the industry involved,” Terminal Integration Programme
Director Tim McKenzie says. “The Stitch is the work of
hundreds of people both onsite and across design and
delivery, and represents an investment of hundreds of
millions of dollars so far.”
On the ground floor of the Stitch, the former Eastern Bag
Hall has been demolished and reconstructed as part of
the journey to a new, modern baggage handling system.
Three new carousels commissioned in October 2023
form part of the system that will incorporate world-class
technologies, the design and construction of which will
continue over the coming year.
2
Windows being installed on ‘the Stitch’ in
August 2024. The structure will provide
a seamless link between international
and domestic jet travel.
Enduring Infrastructure
44Auckland AirportAnnual Report 2024
Enduring Infrastructure03

Welfare in mind
Creating a culture in construction where workers can
share a problem, raise a concern, or simply enjoy some
downtime away from their work is behind a unique
space established during the year. The welfare facility
has the support of MATES In Construction, who offer
training and talks on mental health and well-being. With
construction workers six times more likely to lose a
colleague through self-harm than a worksite accident,
there’s a huge need for support and initiatives like
"What’s my why?”, where people talk about what
motivates them to get home safely each day. The area
can accommodate about 175 people and features a
kitchen, tables and seating for eating lunch, plus
foosball, table tennis and air hockey tables for
downtime recreation. According to the site managers,
the welfare facility has boosted morale and the overall
well-being for hundreds of crew on site, making it a
place they really want to come to.
Inside view
A glimpse of future travel through the new domestic jet
terminal was revealed during the year with an animated
walk-through revealing the elements that will transform
the traveller experience by offering self-service check-in,
and shorter queuing times through 44% more capacity for
passenger processing per hour.
The animation brought to life the simplicity of navigating
a five-minute walk between domestic and international
flights and showcases functional design and sustainability
elements. “It has been fantastic to publicly share the
Integrated Terminal project after years of refining the
design,” Lead Architect John MacKenzie says. “It’s hugely
exciting to see the project come to life both digitally
through our Spatial Information Team and the significant
physical progress on site.”
The design incorporates several sustainability features
and uses sustainable, low-carbon materials such as
a laminated timber floor structure in the pier, and a
cost-effective mix of durable wool-blend carpet and
rubber flooring.
The interior design is inspired by the local environment,
drawing from natural elements such as the nearby
harbour, volcanic stone fields, and maunga, John says.
As airports around the world make their own progress
on upgrading infrastructure for a future age of travel,
Auckland Airport can transparently benchmark its
terminal cost of $2.2 billion, with a further $1.7 billion
of related infrastructure, against other projects. For
instance, Brisbane Airport’s capital investment of $5.5
billion and terminal 6 at New York’s JFK airport, where a
slightly smaller terminal with fewer gates will cost around
$6.8 billion.
“We are many things to many people and this
infrastructure programme will add capacity for growth,
with these new assets improving our offering to airlines
and, ultimately, travellers,” Chief Infrastructure Officer
Susana Fueyo Suarez says. “This is happening in the
middle of a very, very busy operational environment.”
“We have a long-haul ahead of us with a five-year complex
programme of works to be delivered while maintaining
the airport’s capacity and operations. We are getting on
with it and have an extensive pipeline of capital works with
more than 85 projects in planning and delivery.”
Cost-conscious planning has seen elements like bathroom
design for the new terminal incorporated into upgrades
at the present domestic terminal, so materials and
design elements can be tested and replicated in a cost-
effective way.
3
“This year significant construction progress has been
made to deliver on our commitment to create a better
airport experience, by bringing the domestic jet terminal
and international terminal under one roof in just a few
years’ time,” Tim says.
“We’re now looking forward to taking delivery of some
of the structural steel that will be used in the terminal
construction. Overall, the terminal will require more than
6,000 tonnes of steel. By way of comparison, the Eiffel
Tower weighs 10,000 tonnes.”
Construction of the integrated terminal is the result of
careful planning and sequencing across multiple projects
and a vast programme of work during the year. Among
them, is the relocation of the truck dock that creates a
new entry point for goods and services from landside to
airside within the international terminal, and more than
11km of common services trenching containing high and
low voltage power and communications services.
45Auckland AirportAnnual Report 2024
Enduring Infrastructure03

4
Preparation for concrete
slabs on the airfield
expansion, an additional
250,000sqm with six
remote stands.
5
Mark Blanchard,
Construction
Operations Manager,
Infrastructure.
46Auckland AirportAnnual Report 2024
Enduring Infrastructure03

6
After extensive preparation,
the airfield expansion was
ready for paving to start in
July 2024.
Paving the way
Like a chess game, that requires exact planning and
forward thinking, several important moves must take place
on the airfield to keep the airport runway fit for purpose
and pave the way for the integrated terminal.
One of them is the airfield pavement renewal programme,
which has covered an area the size of two rugby fields in
the past year. The airport’s original 6m by 6m pavement
slabs on runway areas, taxiways and stands are being
replaced with robust pavement that incorporates
properties for longer life and better durability. The
pavement renewal work is mapped out in detail, since it all
happens around 13,000 aircraft movements a month on
the airfield.
Significant work has gone into the realignment of
Taxiway Bravo to become the main taxiway for the future
contingent runway operations. The realignment will assist
construction requirements for the new domestic jet
terminal and eventually enable essential runway upgrade
work to the main southern runway which must be carried
out towards the end of the decade.
Old concrete is removed and stockpiled, with one
mountain of 45,000 cubic metres already put to use
in the airfield expansion and a second, similar, massive
stockpile now available to be crushed and used in future
projects, including, potentially, the new domestic jet
terminal construction.
Airfield expansion
The weather could not have been more challenging for
carrying out the earthworks necessary for the largest
airfield expansion since the airport opened.
“We have been shifting hundreds of thousands of tonnes
of soil, enough to fill 160 Olympic-sized pools, and
establishing the subgrade, and it rained from January
through to August 2023,” Airfield Project Manager Geraint
Francis says.
Underway to the north of Pier B, it will deliver
250,000sqm of new pavement area dedicated to six
additional aircraft stands and is equivalent in size to 23
rugby fields.
By September 2023, the hard yards of digging and
trimming the land were done and contractors were able
to repurpose 108,000 tonnes of old runway concrete as
backfill material, as part of a lower carbon solution. The
recycled concrete covered approximately 20% of the
required backfill, which not only saved on imported fill
material but diverted the construction waste from landfill
and saved approximately 3,900 disposal truck-and-trailer
movements on local roads.
The site has 60% of required services such as fuel lines
installed, along with 80% of stormwater pipes in place,
and the full-scale deployment of pavement was underway
in July 2024.
“The commencement of the concrete pavement layer is a
real celebration milestone for the team and marks the shift
from the significant underground earthworks, utilities and
drainage work into finishing mode,” Airfield Programme
Director Jason Dardis says. “We have invested in a low
carbon concrete mix with our contractor, which will
reduce carbon output by 16,000 tonnes compared with a
traditional mix.”
Planes will be parking there by the third quarter of 2025.
47Auckland AirportAnnual Report 2024
Enduring Infrastructure03

Future
Resilience
1
Hail on the tarmac, photographed by
airport Wildlife Ranger John Corcoran.
Future Resilience
48Auckland AirportAnnual Report 2024
Future Resilience03

Sustainability is an important element of our airport development,
both through aeronautical and commercial projects. We’re proud
to be recognised as one of the top international airports for our
efforts to decarbonise our own operations, as well as working with
our stakeholders to reduce the impact of theirs. Our targets are
demanding and push us to create an airport that serves the world
we want to travel tomorrow. We look to technology and best
sustainable practices that align with global climate goals.
Future Resilience
49Auckland AirportAnnual Report 2024
Future Resilience03

Playing our part in aviation decarbonisation
With Aotearoa New Zealand’s nearest international
neighbour more than 2,000km away, Auckland Airport
is a vital gateway for travel and trade. However, aviation
also contributes to climate change, and increasingly
extreme weather affects our airport, travellers, and
global communities.
So, while Auckland Airport keeps New Zealand connected,
it has an equally important responsibility to help the
airlines decarbonise aviation.
The first step has been to reduce the impact of operations
through the development of a decarbonisation pathway
providing a clear route to reduce direct emissions (scope 1
and 2) from electricity, natural gas, fuels, and refrigerants
by 90% by 2030 from the 2019 baseline. The remaining
10% (consisting of refrigerants and fuels where there is
currently no alternative) will be offset using an
internationally recognised and certified scheme.
The scope 1 and 2 decarbonisation pathway is well
underway with a work programme to replace the natural
gas boilers and increase electrification across all parts
of the airport operations. In the 2024 financial year,
the airport achieved a 25% reduction in scope 1 and 2
emissions against the 2019 baseline, which, although is a
slight increase (2.6%) from the previous year, is aligned
with the forecast of the decarbonisation pathway. This
year the airport purchased a 100% certified renewable
energy product, known as Certified from Meridian Energy
Limited. The net proceeds of Certified are reinvested into
community projects that support the decarbonisation of
New Zealand, such as the purchase of electric vehicles,
the installation of EV charging facilities and the installation
of solar panels.

Future Resilience
2
An electric tug is prepared for an
aircraft pushback off Gate 6.
50Auckland AirportAnnual Report 2024
Future Resilience03

Global standards
Auckland Airport’s sustainability work has been
recognised as world-class with an accreditation that
puts AKL among the top international airports for
carbon management. The Level 4 Airport Carbon
Accreditation from Airports Council International is
the only global carbon management certification
programme for airports. Achieving Level 4 requires
an airport to align their carbon management
ambition with global climate goals, transform their
operations with absolute emission reduction in mind
and to partner with stakeholders to support their
decarbonisation plans. The council noted the
airport’s approach to carbon management
demonstrated a firm commitment to investing in a
more sustainable future.
4
Further information on Auckland Airport’s emissions can
be found in the Climate-Related Disclosure and
Greenhouse Gas Inventory.
Auckland Airport’s business operations have a significant
amount of scope 3 emissions, compared to scope 1 and 2,
and decarbonising airport operations is only the first step
of the journey. The airport has a role in unlocking aviation
decarbonisation by ensuring the precinct is ready for
infrastructure that will enable airline partners to adopt
lower-emissions technologies as they become available.
Technological advancement and uptake are critical for the
decarbonisation of aviation. As hydrogen, electric and
hybrid aircraft technology improves, they have the
potential to change the way New Zealanders travel
domestically and to contribute to the country’s net zero
2050 target. Airports have an important role in facilitating
this transition as infrastructure providers, and as Auckland
Airport is underway with a refresh of its Master Plan,
it is including elements to unlock the adoption of
new technology.
In the interim, the airport has invested in electric ground
power units at each gate in the integrated terminal,
allowing aircraft to run on electricity while waiting on
the aircraft stand and electric charging for vehicles
on the airfield.
“The decarbonisation pathway for aviation is not
straightforward and there’s no instant answer, but
by working closely with industry partners we can
help each other create solution-based changes,”
Chief Strategic Planning Officer Mary-Liz Tuck says.
3
Ground power units enabling
international aircraft to connect to NZ’s
low-carbon electricity supply.
51Auckland AirportAnnual Report 2024
Future Resilience03

Waste not
Keeping waste of all kinds out of landfill is a priority
and initiatives put in place throughout the airport are
delivering less – in the best possible way.
Existing efforts to collect and treat food waste has gone
a step further, to include more food operator kitchens
and public food court areas. Starting at the domestic
terminal in August 2023, food-waste collection started
in the public eating areas in the food court and was
extended in October 2023 to include kitchens and
back-of-house areas of eight landside food and beverage
businesses in the international terminal.
The result was 185 tonnes of food waste being diverted
from landfill over the financial year, which made a
significant contribution to Auckland Airport’s target to
reduce aeronautical waste-to-landfill by 20% by 2030
against a 2019 baseline. The food waste is converted into
high-quality compost used by produce growers around
the country.
Waste reduction is also being achieved by repurposing
lost property from the airport and baggage handling
providers if it remains unclaimed after three months.
Almost 9,000kg of suitcases, strollers, clothing, sports
gear, books, shoes, umbrellas, toys and homeware were
donated to community organisation ME Family Services,
that supports families in need.
Bathroom upgrades have also contributed to waste
reduction with the installation of hand dryers. At the
domestic terminal alone, this has the potential to save up
to 10 million paper towels, the equivalent of 40 tonnes of
waste, going to landfill each year.
The combination of these initiatives, and more,
contributed to a 15% decrease in aeronautical waste
sent to landfill against the 2019 baseline. This supports
Auckland Airport’s commitment to reducing waste
produced across the precinct and finding alternative
solutions to landfill.
5
Reusable coffee cups are accepted across cafes
in both terminals, including the new Allpress
Espresso. Compostable cups are provided
where reusable isn’t available.
6
Food waste collection was introduced at the domestic
terminal food court in August 2023, then to kitchens
and back-of-house areas of eight landside food and
beverage businesses in the international terminal.
52Auckland AirportAnnual Report 2024
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Adapting the airport’s
stormwater infrastructure
Alongside climate mitigation measures, Auckland Airport
is undertaking actions to adapt to the changing climate to
ensure the airport remains a resilient gateway for
New Zealand. Significant work was undertaken into
understanding the potential impacts of climate change
and how to adapt to them. Extensive information on the
risks that climate change poses to the airport, and the
work underway to mitigate against these, is provided in
the Climate Related Disclosure chapter.
The development of a new stormwater pond system has
progressed, with an area of land approximately
19,000sqm now readied for the construction of a Coupled
Wetland Biofilter, the first treatment pond of its type and
scale in New Zealand.
Located north of Pier B, the new pond will treat water
run-off coming from a 3.5km network of stormwater
pipes, about half of which measure more than 1.8m in
diameter, which will be completely installed by March
2025. The stormwater network will carry run-off water
through a series of natural water treatment stages, ending
with percolation through the native planted sandy soil
biofilter media.
The biofilter is a spatially efficient means of water
treatment and the new facility is future proofed to cater
for four times the size of the current development of
pavement water capture. The biofilters will use 12,000
native plants and the system is designed to achieve
higher environmental treatment quality before it
discharges into the harbour.
“The treatment pond has multiple benefits,” Mary-Liz
says. “The Coupled Wetland Biofilter caters for planned
land developments expected over the next 20 years and
maximises the land-use efficiency within a much smaller
footprint compared to traditional ponds.
“Climate change has also been factored into the design of
the Coupled Wetland Biofilter, with consideration given to
expected increased rainfall, sea level rise and
storm surge.”
7
Pre-implementation Programme Manager Adrienne Khor
and Mark Blanchard, Construction Operations Manager,
demonstrate the size of stormwater pipes installed as
part of a 3.5km network.
53Auckland AirportAnnual Report 2024
Future Resilience03

What matters most
What matters most
1
Carpenter Howard Riwhi from the
airport Infrastructure team.
With assistance from Oxygen Consulting, Auckland Airport
re-assessed its material topics in the 2024 financial year in line
with the Global Reporting Index 2021 Standard. This involved
engagement with a wide cross-section of internal and external
stakeholders to identify and rank the key material issues.
The outcome was a revised list of material topics,
identifying six highly material and nine material topics.
The top three issues remain unchanged - health, safety
and wellbeing, customer experience, and economic
impact. Sustainable infrastructure and climate change
adaptation are two new topics that have come out as
highly material. Material topics have been linked to
Auckland Airport’s strategic pillars and in this year’s
annual report progress against the topics is covered
throughout the report and summarised in the table below.
54Auckland AirportAnnual Report 2024
What matters most04

Material topics
FY24 material topic
and definition
ResponseDeepdive section
Highly material topics (in order)
Health, safety and
wellbeing
• Formed new integrated Safety & Risk Business Unit.
• Leader Walks in FY24 are at 100% completion, taking a
proactive approach to health and safety.
• Auckland Airport continued to create opportunities to
knowledge-share across the industry, hosting two
contractor forums for senior leaders and three
construction, health and safety leader forums.
Empowered
community
Page 30-35
Customer experience• Upgrades to the domestic and international terminals
to improve the customer experience include two new
bathroom blocks, additional dwell space in the domestic
departures area and refreshed bathrooms in the
international terminal.
• Implemented customer services standards across 10
touchpoints.
• Hosted engagement sessions with key customer groups.
• In the final quarter of the 2024 financial year, the
customer satisfaction score, as measured by the Airport
Council International, was 4.08, increasing from 4.06
in FY23.
Thriving enterprise
Page 24-29;
Seamless
connectivity
Page 36-41;
Economic impact• In the 2024 financial year, Auckland Airport had 27
airlines flying to 42 destinations.
• The total value of exports moved by airfreight through
Auckland Airport totalled $26.4 billion.
• Domestic and international travellers increased,
reaching 8.5 million and 10.1 million, respectively.
• Infrastructure projects underway are supporting more
than 1,200 jobs including contractors and consultants.
Thriving enterprise
Page 24-29
Responsible employer
(staff benefits and
diversity, equity and
inclusion)
• Continued to work on diversity across the business
which included reducing the gender pay gap and
increasing the number of women and Māori and Pasifika
in leadership roles.
• We moved our starting wage to the NZ Living Wage from
1 July 2024. We also proactively lifted any of our people
with wages below it effective 1 July, two months earlier
than the 1 September date.
• Improved the performance and development process to
enable fair and consistent evaluation, and increased the
functionality of our payroll and HR systems.
About us
Page 4;
Empowered
community
Page 30-35
55Auckland AirportAnnual Report 2024
What matters most04

FY24 material topic
and definition
ResponseDeepdive section
Highly material topics (in order)
Sustainable
infrastructure
• Invested into on-site renewable energy generation with
the installation of solar panels on Mānawa Bay and the
Transport Hub.
• Continue to work with our construction partners
to achieve greater outcomes for the environment,
community and employees during construction of key
projects on the precinct.
• Achieved Green Star ratings (design or as-built) for the
Transport Hub, Mānawa Bay and three properties in the
Landing Business Park, working closely with our
customers to achieve their desired outcomes.
Thriving enterprise
Page 24-29;
Seamless
connectivity
Page 36-41;
Enduring
infrastructure
Page 42-47.
Climate change
adaptation and
resilience
• Brought forward investment into stormwater
infrastructure with the construction of new stormwater
ponds and pipes well underway as part of the airfield
expansion project.
• Continued to develop our understanding of climate
change risks and impacts through the Climate Related
Disclosure process aligned with the new XRB
CRD standards.
Enduring
infrastructure
Page 42-47;
Future resilience
Page 48-51
Priority topics
Security and
biosecurity control
• Led the development of a biosecurity industry forum,
creating a network for technical assistance amongst
MPI ports.
• Developed a streamlined internal compliance
and assurance process with a focus of tightening
relationships with stakeholders.
• Built biosecurity capability across our team.
Thriving enterprise
Page 24-29
Transparency and
disclosure
• Auckland Airport’s FY23 Annual Report won the 2024
award for Communication in the Private Sector at the
Australasian Reporting Awards.
• The FY23 Climate Related Disclosure was one of the first
in New Zealand to fully align with the new External
Reporting Board’s climate related disclosure standard.
Future resilience
Page 48-51
Community impact
and tangata whenua
partnerships
• Second hotel joint venture with Tainui Group Holdings -
Te Arikinui Pullman Auckland Airport Hotel.
• Provided financial and in-kind support for local
community groups through the Auckland Airport
Community Trust, the Twelve Days of Christmas
campaign, community volunteering and Ara Auckland
Airport Skills and Job Hub employment programme.
• Work alongside local iwi monthly to share information
and identify opportunities for iwi involvement across
future airport operations and precinct development.
• Auckland Airport hosted student visits to key building
sites and talked about potential career paths.
Empowered
community
Page 30-35
Aircraft noise• Refreshed our noise mitigation programme engagement
material, resulting in sending offers of noise mitigation to
1,400 properties.
• Inspections were completed at 111 properties
and 11 offers were accepted.
• Worked with Airways Corporation on the planned
redesign of the Missed Approach Procedure to minimise
noise impacts.
Empowered
community
Page 30-35
56Auckland AirportAnnual Report 2024
What matters most04

FY24 material topic
and definition
ResponseDeepdive section
Priority topics
Transport and
accessibility
• Developed and opened key pieces of transport
infrastructure including the Transport Hub, Park & Ride
South and Te Ara Kōrako.
• Continued to work with external stakeholders on
improving access and better connections to the
airport precinct.
Seamless
connectivity
Page 36-41
Carbon emissions • Continued to progress our decarbonisation pathway,
targeting a 90% reduction in scope 1 and 2 emissions
from the 2019 baseline by 2030.
• Purchased a 100% certified renewable energy product,
known as Certified from Meridian Energy Limited,
allowing the airport to report its scope 2 purchased
electricity emissions as zero, using market-based
methodology. Achieved Level 4 ‘Transformation’ Airport
Carbon Accreditation.
Future resilience
Page 48-51
Decarbonisation
of aviation
• Continued to take an active role in industry groups in
matters relating to aviation decarbonisation, including
Sustainable Aviation Aotearoa, Heart Aerospace, and
NZ Airports Association.
• Full flight emissions increased with passenger numbers.
FY24 is the first time that year-on-year comparison can
be made and work with our airline partners is ongoing to
ensure Auckland Airport provides the right infrastructure
to support their decarbonisation plans.
Future resilience
Page 48-51
Waste• Developed a Waste Minimisation Strategy
to set priorities to contribute to our target of
20% reduction in waste to landfill for aeronautical waste.
• 15% reduction in waste to landfill, against the 2019
baseline was achieved.
• Waste reduction initiatives implemented during the
year included expanding the organic waste separation
programme and removing hand towels during
bathroom upgrades.
• Increased engagement on waste initiatives with external
stakeholders including MPI, CAA and airlines.
Future resilience
Page 48-51
Environmental
custodianship
• Continued protection of NZ dotterel on the airfield
during their breeding season and partnership with
experts to track nesting behaviour.
• A total of 384,350m³ of potable water was used in the
2024 financial year, an increase from the 2019 baseline.
• Work was underway on an innovative stormwater pond
which treats water to a higher quality before discharge.
Thriving enterprise
Page 24-29;
Empowered
community
Page 30-35;
Future resilience
Page 48-51;
57Auckland AirportAnnual Report 2024
What matters most04

Climate-related Disclosure
Compliant with the NZ XRB's Climate-related Disclosure Standards and aligned with the recommendations of the TCFD
Climate-related
Disclosure
58Auckland AirportAnnual Report 2024
Climate-related Disclosure05

Climate-related Disclosure
As New Zealand’s largest airport, Auckland Airport
Limited is an important economic engine for
New Zealand, making a significant contribution
to the Auckland community and helping to grow
the country’s success in travel, trade and tourism.
Our operations deliver high levels of availability, reliability
and resilience to the aeronautical community and
New Zealand, and we recognise climate change has the
potential to affect our business, both through physical
impacts and in the transition to a low-carbon economy.
We are committed to reducing our carbon footprint,
improving the resilience of our business strategy and
adapting to the predicted effects of a changing climate,
now and into the future. We are also committed to
supporting our partners, particularly in the aviation
sector, to reduce carbon emissions.
Contents
Governance
61
Risk management
64
Strategy
65
Metrics and targets
76
59Auckland AirportAnnual Report 2024
Climate-related Disclosure05
59Auckland Airport

Auckland Airport has voluntarily published climate-related disclosures for
the past three years. This year, we are required for the first time to comply
with the New Zealand Climate-related Disclosure standards.
Our climate-related
disclosure journey
• Continued to align our climate-related disclosure with TCFD guidelines
• Identified additional physical climate-related risks and improved our understanding of the
potential impacts of the physical risks under different scenarios
• Identified a much broader range of transition risks relating to policy, market and reputation
• Elevated climate-related risks to sit within the company executive-level risks, increasing Board
oversight of climate-related risks and controls
• Matured disclosure to improve compliance against the climate-related disclosure standards
• The charter and remit of the Safety and Operational Risk Committee was strengthened in the
area of sustainability (including climate change) governance, and as a consequence
sustainability was added in the title of the Committee
• Quantified the financial impact of a greater range of climate-related risks
• Conducted climate-related scenario analysis across three possible futures, drawing from the
tourism sector, and property and construction sector-wide scenarios
• Evaluated and quantified the potential financial impact of material climate-related risks
• Measured a broader range of climate-related metrics
• Undertook further modelling of physical climate-related risks
• Complied with the New Zealand climate-related disclosure standards one year before mandated
2022
2023
2021
• Adopted the guidelines of the Task Force on Climate-Related Financial Disclosures (TCFD)
for the first time
• Identified and assessed climate-related risks and opportunities
• Set a suite of new sustainability targets to 2030, including on carbon
Planned:
• Improve understanding of climate-related opportunities and ensure business strategy
maximises opportunities while minimising risk
• Formalise climate-related risk management procedure
• Conduct Board climate-related upskilling sessions to ensure the Board has the skills and
competencies to govern climate-related issues
2025
2024
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Board oversight
Auckland Airport’s Board of directors has ultimate
responsibility for reviewing and ratifying the risk-
management structure, processes and guidelines that are
developed, maintained and implemented by management,
including for climate change. The Board sets the
company’s risk appetite on an annual basis, and tracks the
development of any existing risks and the emergence of
new risks to the company.
Reporting processes and frequency
The Board has delegated risk oversight and monitoring
to the Safety, Sustainability and Operational Risk
Committee (SSORC), which at present comprises four
Board directors. The SSORC is responsible for assisting
the Board in discharging its responsibilities in relation to
risks, and oversees, reports and makes recommendations
to the Board on the safety, environmental, sustainability
(including climate change) and operational risk profile
of the business. The SSORC receives a quarterly report
from management on whole-of-company risks and
controls, including the physical and transition impacts
of climate change on the business. Outcomes of the
SSORC meetings are discussed at full Board level
where necessary.
A separate committee, the Audit and Financial Risk
Committee (AFRC) is responsible for the preparation
of financial and non-financial disclosures, including the
annual Climate-related Disclosure and Greenhouse Gas
Inventory. The AFRC reviews and approves the release of
these two disclosures on an annual basis.
Skills and competencies
The Board assesses the level of experience and
competence each director has across different
categories including sustainability and climate change.
Climate change competency is defined as ‘expertise
and experience of climate-related business threats and
opportunities, including climate science, low carbon
transition across the value chain, and public policy.’ Two
Board members have been assessed as having high
competence in climate change and sustainability, with
a further four having practical and direct experience,
and two with some experience. Gaps in Board skills are
addressed where identified, including through additional
training such as the monthly Board experience sessions,
which cover a range of topics. Climate-related issues have
not yet been covered in the Board experiential sessions,
this topic will be considered for 2025.
Governance
Strategy development
The Board considers climate change in overseeing
the development and implementation of the business
strategy. This is factored into the balanced scorecard
from which the business measures performance/
success, including against sustainability metrics. Each
year, the Board specifically reviews performance against
the company strategy at the annual Board strategy
day using the balanced scorecard as the quantitative
measure. Throughout the year the Board also receives
regular updates on the wider organisational performance,
including sustainability, which helps inform the Board
of the organisation’s success of managing physical and
transition risks.
Remuneration
The Board also considers climate change when setting
management remuneration. In the 2024 financial year,
all members of the executive leadership team (ELT),
including the Chief Executive, had at least 10% of their
short-term incentive linked to specific sustainability KPIs.
KPIs included the delivery of plans and initiatives (specific
to the responsibilities of each ELT member) that would
contribute to a reduction in scope 1, 2 and 3 emissions
and improvement in climate resilience. In addition,
various ELT members have sustainability woven into other
KPIs which form part of their short-term incentive. This
includes delivery of assets that contribute to Auckland
Airport’s sustainability and climate-related targets, such
as commissioning of rooftop solar arrays.
Sustainability metrics and targets (outlined in the Metrics
and Targets section on page 76) are set by management
and approved by the Board, and performance against
these is tracked over time. The targets themselves are
not incorporated into remuneration policies, however ELT
KPIs contribute to organisational performance against
these targets.

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Management’s role
Auckland Airport’s management is responsible for the
identification, assessment and management of risks
and opportunities (including from climate change).
Management has developed an enterprise risk
management process, designed to promote a culture
that ensures a proactive and consistent approach to
identifying, mitigating and managing risk on a company-
wide basis. See the Risk Management section on page
78 for a more detailed description of the enterprise risk
management process.
Reporting processes and frequency
The Chief Executive oversees the risk management
process and quarterly reporting to the SSORC. The
leader of each business unit is responsible for assessing
and monitoring the risks specific to their business unit,
including those related to climate change. Climate-related
risks and opportunities are grouped to sit with the Chief
Strategic Planning Officer. However, each ELT member
is responsible for any relevant individual climate-related
risk, such as changing consumer preferences due to
climate change, which is the responsibility of the Chief
Customer Officer.
The sustainability team oversees the development and
implementation of the sustainability programme across
the business, including material climate change initiatives
and controls. This includes ongoing monitoring of climate
change modelling and research, the development of
a climate adaptation plan, the implementation of our
decarbonisation pathway, and the advancement of our
annual climate-related disclosures.

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Organisational structure and responsibilities
Auckland Airport Board
Executive team
Safety, Sustainability and Operational
Risk Committee (SSORC)
Head of Masterplanning
& Sustainability
Head of Strategy, Planning
& Performance
Head of Risk, Compliance and
Assurance
Audit and Financial Risk Committee (AFRC)
Chief Strategic Planning Officer
Chief Financial Officer
Chief Safety and Risk Officer
• Overall responsibility for business risks and opportunities
• Ensures Auckland Airport has appropriate and effective risk management in place
• Ensures the Board has appropriate skills and competencies to provide oversight of climate-related issues
• Sets the Chief Executive’s annual objectives for short-term incentives, including sustainability objectives
• Oversees the enterprise risk management framework and reporting to the Board and Board committees
• Identifies, assesses and monitors climate-related risk relevant to their area of the business
• Regularly monitors and evaluates the effectiveness of Auckland Airport’s processes and risk plans
• Oversees, reports and makes recommendations to the Board
on the safety, sustainability and operational risk profile of
the business
• Ensures Auckland Airport has an effective sustainability strategy,
targets and reporting, and monitors implementation of the
strategy including emissions reductions over time
• Reviews procedures related to climate-related risk management
• Receives quarterly risk updates from management, including on
climate-related risk
• Assesses the internal processes for determining, monitoring and
managing risks
• Holds management accountable for managing risks
appropriately
• Responsible for the development and
implementation of holistic climate
change mitigation, adaptation and
transition plans to ensure resilience
against climate change and other
environmental issues
• Owns the organisation’s
sustainability strategy and targets
• Reports to the SSORC on a
quarterly basis on progress on
sustainability including climate
change resilience
• Responsible for preparation of the
organisation’s annual Climate-
related Disclosure and
Greenhouse Gas Inventory
• Ensures financial decisions give
appropriate consideration to
climate change
• Facilitates the business planning
processes and ensures climate-
related risks and opportunities
are considered
• Sets the company business plan
and budgets
• Responsible for the quantification of
anticipated financial impacts of
climate-related risks
• Owns the implementation of the
Risk Management Policy and
associated processes
• Facilitates the quarterly risk
management update to the SSORC
• Oversees, reports and makes recommendations to the
Board on the publication of financial and non-financial
disclosures including the Climate-related Disclosure and
Greenhouse Gas (GHG) Emissions Inventory Report
• Responsible for the organisation’s
budget setting process including
ensuring the right level of climate
consideration is included. Leads the
development and monitoring of the
company business strategy
• Monitors the enterprise risk
management framework and the
status of risks across the organisation
Sub-committees of the Board
Key management roles reporting to Executive Management

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Risk management
Our Board risk appetite statement and risk management
company policy guide our approach to climate-related
risk. All of Auckland Airport’s risks (including but not
limited to operational risks, health and safety risks,
construction risks, environmental risks and climate-related
risks) are centralised in an enterprise risk register. This
enables oversight of the status of all risks, including risk
ratings, controls and ongoing progress made to minimise
the risks. Climate-related risks are fully integrated into
the company risk assessment process and are prioritised
holistically as one of sixteen executive-level risks.
Identifying and assessing climate-related risks
Hazards across the value chain are identified at all levels
of the organisation. In the case of climate-related risks, a
cross-company identification process is undertaken every
two years to cover the evolving understanding of the
impacts of climate change on Auckland Airport. The most
recent identification workshop was undertaken across
transition risks in FY24.
Once identified, all risks are assessed through Auckland
Airport’s Risk Assessment Matrix (pictured below). This
matrix assesses the likelihood of the event occurring,
and the impact on the business should it occur, to produce
a total “risk rating”. Risk ratings are described as “residual
risks” and “inherent risks”, reflecting the impact on the
business with or without controls in place to mitigate
the risks.
Likelihood, probability and frequency
A

Rare:
B
Unlikely:
C
Possible:
D
Likely:
E

Almost
certain:
Potential consequence
1.
Insignificant
L (1)L (2)L (3)L (7)M (8)
2.

Minor
L (4)L (5)M (9)M (10)H (14)
3.

Moderate
L (6)M (11)M (12)H (15)C (20)
4.

Major
M (13)H (16)H (17)C (21)C 22)
5.

Catastrophic
H (18)C (19)C (23)C (24)C (25)
Climate-related risks are assessed on an annual basis
by a cross-functional group of management including
representatives from the sustainability, safety and risk,
and finance teams, using the scenarios and timeframes
outlined in the Strategy section on page 65. Annual
climate-related risk assessments are reviewed by the
leadership team in preparation for the quantification
of the financial impact of risks for disclosure. Material
climate-related risks are documented on the enterprise
risk register and assessed by the sustainability team on a
quarterly basis.
Managing physical risks
Auckland Airport has undertaken scientific modelling
1

of physical climate hazards to better understand the
risk to the business. The most significant physical risk
for Auckland Airport, as listed in the Strategy section on
page 65, is flooding of aeronautical infrastructure such as
the terminals and airfield due to the impacts of extreme
weather events and sea-level rise.
A precinct-wide stormwater management plan and sub-
catchment strategies have been developed to inform
the response to the flooding risk. A series of stormwater
infrastructure upgrades will be implemented alongside
our capital development programme. More than three
kilometres of stormwater pipes are being installed as part
of the development of the remote stands to the northwest
of the airfield, with a commissioning date of 2025.
Additionally, a new stormwater pond is under construction
that will use biofiltration, both increasing capacity of
the stormwater network and improving water quality. In
addition, Auckland Airport considers non-airport owned
upstream infrastructure (such as impervious surfaces and
stormwater systems) which may contribute to or mitigate
potential flooding on the Auckland Airport precinct.
Managing transition risks
As an organisation within a high-carbon industry, the
pace and scale of the transition to a low-carbon economy
has the potential to pose significant risk to Auckland
Airport, particularly across the policy and legal landscape,
and reputationally.
To mitigate these risks, we are committed to reducing
our carbon footprint and engaging with others across
the supply chain to collaborate on scope 3 emissions
reduction. Auckland Airport’s decarbonisation pathway
and initiatives to reduce indirect emissions are outlined on
page 74-75.
1. In 2023 Auckland Airport engaged Beca to conduct modelling of flooding and inundation risk using various levels of infrastructure intervention against the
Intergovernmental Panel on Climate Change Representative Concentration Pathway (RCP) 2.6, 4.5 and 8.5

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Strategy
Resilience of business strategy
Auckland Airport has an extensive coastline, given our
unique location next to the Manukau Harbour. As a result,
physical inundation and flooding of assets due to sea-level
rise and extreme weather events is one of our key climate-
related risks. Our business model is built on the operation
and development of aeronautical infrastructure and
commercial property. This means impacts from sea-level
rise and extreme weather events could significantly affect
our business operations.
Physical impacts
Severe weather
events and
insurance impacts
The Auckland Anniversary weekend flooding in January 2023, which closed the international
terminal for 37 hours following record-breaking rainfall, continued to affect operations in the 2024
financial year. Damage was still being repaired throughout the financial year, including to amenities,
lifts and escalators. The majority of the flood remediation work has been completed as at 30 June
2024, with costs of $21.1 million incurred across the 2023 and 2024 financial years. The insurance
claim is ongoing and total business interruption costs will be determined in due course.
Additionally, Auckland Airport brought forward investment in stormwater infrastructure following
that flooding event. More than three kilometres of stormwater pipes are being installed as part of
the remote stands development in 2024. New stormwater infrastructure was always in the design of
the project, however following the flooding event, the pipes and manholes were upsized, overland
flow paths regraded away from the terminal and existing retention ponds enlarged to futureproof
against further severe weather events. This upsize in stormwater infrastructure cost approximately
$6.6 million more than the original design.
Transition impacts
Increasing
stakeholder
expectations for
climate change
mitigation and
adaptation
Sustainability, including climate change, is an evolving discipline worldwide. As new scientific
evidence emerges and lower carbon solutions become more readily available, stakeholder
expectations evolve for corporates to play a large role in mitigating and adapting to the impacts
of climate change. This is directly evidenced by the evolving disclosure requirements in the
sustainability indices Auckland Airport participates in
2
, conversations with investors, as well as the
company’s most recent materiality assessment, which involved interviews with external stakeholders
about what sustainability topics matter most.
Auckland Airport has invested in a range of initiatives to reduce carbon emissions and integrate
sustainability into development. In the 2024 financial year, this includes the purchase of 10 electric
and plug-in hybrid vehicles, the replacement of HVAC equipment that uses R-22 refrigerant in favour
of lower emission R-32 refrigerant, and lighting upgrades around the terminal and wider precinct to
LED at a cost of $6.43 million.
Consultation on
additional climate
change policy
This year, the Climate Change Commission consulted on whether to include international aviation
and shipping emissions in New Zealand’s emissions budgets and targets. The final advice is due
to Government by 31 December 2024, after which the Government will decide whether to adopt
the recommendation. Auckland Airport presented a submission on the consultation document,
supporting in principle the inclusion of the emissions within NZ’s 2050 target, however with the
position that it is too early for inclusion given the low level of understanding of the social and
economic impacts that subsequent policies may have. Auckland Airport also stated as part of its
submission that it would be pleased to work with the Commission to undertake the modelling and
analysis required to better understand potential policy impacts.
The consultation had a negligible financial impact on Auckland Airport within the 2024 financial year,
however it sets a precedent for potential future expenditure on research alongside the Commission.
The consultation also highlights the materiality of the risk of climate-related policy and legislative
mechanisms restricting Auckland Airport’s operations in future.
In addition, due to the high carbon profile of the aviation
industry, there are various risks to the business associated
with the transition to a low-carbon economy. Global and
domestic carbon policies affecting aviation activity, as
well as public perceptions towards air travel, have the
potential to affect Auckland Airport.
We keep abreast of global and local trends in climate
change research and modelling, and undertake regular
environmental scans and analysis of key factors such as
developments in global carbon policy, public perception
of aviation, and technological advancements to
decarbonise aviation, so we are able to respond to
any emerging risks early.
Current climate-related impacts
While the full impact of climate change is yet to affect businesses, Auckland Airport is already experiencing both
physical and transition impacts. Some of the ways climate change has affected operations in the 2024 financial year
are illustrated below.
2. Auckland Airport reports annually to the S&P Global Corporate Sustainability Assessment, GRESB Infrastructure Asset Assessment and FTSE4Good.

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Scenario analysis
Auckland Airport uses scenario analysis to test the
organisation’s resilience against climate change. Drawing
from the sector-wide scenarios developed for the tourism
and construction and property sectors, in 2023 Auckland
Airport developed three climate-related scenarios that
cover all relevant aspects of the business. These scenarios
describe plausible and distinct futures, and are designed to
test a range of potential climate-related impacts. The
scenarios have been reconfirmed in the 2024 financial year
following the publication of the transport sector scenarios.
Auckland Airport followed TCFD guidance for scenario
analysis as summarised in figure A. A range of internal
stakeholders from the sustainability and strategy teams led
the development of the scenarios with input from the
leadership team in a workshop format. The three scenarios
represent an orderly transition, a disorderly transition and a
hothouse scenario. These scenarios are outlined on the
following pages.
Figure a. A summary of the scenario analysis process undertaken.
Assess materiality of climate-related risks
Step 1:
• Identify current climate change risks
and opportunities
• Assess likelihood and impact of each risk
Identify driving forces
Step 2:
• Identify the external driving forces which may
impact Auckland Airport’s climate change risks
• Rank driving forces based on uncertainties
and impacts
Develop scenario
Step 3:
• Form scenarios based on different combinations
of driving forces
• Describe how each driving force develops
and its impact over the time horizon
• Describe how the driving forces could interact
Evaluate business impacts
Step 4:
• Evaluate potential effects on the organisation
under each of the scenarios
• Quantify potential financial impact of
risks to the business
• Identify key sensitivities
Assess effectiveness of business
strategy against scenarios
Step 5:
• Identify potential responses to risks
under scenarios
• Evaluate effectiveness of responses across
scenarios, as well as responses to
specific scenarios
• Identify what adjustments to strategic/financial
plans need to be made

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Driving forces
1. Temperature and weather
patterns
— Lowest modelling pathways
(RCP 2.6 and similar): ~1.5°C
temperature increase
— The frequency and intensity
of severe weather events
slightly amplify over time
2. Price of carbon
— Moderate increases in the
price of carbon
3. Attitudes towards travel
— Public does not tolerate
high-emitting activities,
however aviation is
partially decarbonised
4. State of NZ tourism
— The tourism sector in
New Zealand thrives, due to
unique nature-based tourism
5. Government regulation
— Strong decarbonisation policy
globally and nationally
6. Technology development
— Successful development and
deployment of low carbon
aviation technologies in the
2030s due to financial
incentives and market
demand
— 70% reduction in domestic
aviation fossil fuel use relative
to 2019 levels
3
Driving forces
1. Temperature and weather patterns
— Medium modelling pathways
(RCP 4.5 and similar): ~2.4°C
temperature increase
— Severe weather events slowly
increase in frequency
and intensity
2. Price of carbon
— High increase in carbon price
3. Attitudes towards travel
— Social pressure to limit travel is a
strong motivator for some
people to avoid flying
— Travel tends to be closer to
home and involve less-frequent
long-haul trips
4. State of NZ tourism
— Prices for long-haul travel are
extremely high, meaning only
wealthy people can afford to
visit New Zealand
— The tourism sector struggles
5. Government regulation
— Little additional decarbonisation
policy until post-2030, after
which policy is rapidly updated
to limit the physical impacts of
climate change
6. Technology development
— Slow deployment of
low-carbon technologies in
the short-term, with rapid
uptake in later years
— Main focus of decarbonisation
is on short regional routes
— Fossil fuel use for domestic
aviation remains at 2019 levels
3
Driving forces
1. Temperate and weather patterns
— Highest modelling pathways
(RCP 8.5 and similar): ~4.3°C
temperature increase
— Increase in severe weather
events over time
2. Price of carbon
— Does not increase much from
current price
— However, price of oil is high due
to scarcity in resources
3. Attitudes towards travel
— Public aware of climate change
but don’t want to change
behaviours
— Business activity is
unconstrained and
unchallenged
4. State of NZ tourism
— New Zealand tourism remains a
viable industry as physical
climate impacts are less severe
than in other countries. The
price of travel is high due to
physical climate change
impacts and the scarcity of
fossil fuels due to increasing
physical and geopolitical
insecurities
5. Government regulation
— No additional global or national
climate change policy above
what has already been agreed
6. Technology development
— Aviation continues to rely on
fossil fuels for the vast majority
of its activities
— 20% increase in domestic
aviation fossil fuel use
compared to 2019 levels
3

Time
Time
Time
CO
2
e
CO
2
e
CO
2
e
Tightening of international
frameworks results in global
emissions declining rapidly
in an orderly fashion in line
with a 1.5°C pathway .
Little policy action until
2030, after which rapid
decarbonisation occurs to
limit warming to 2°C.
Global emissions continue
to rise. Efforts to mitigate
climate change are
implemented only by the
largest global emitters
once it is too late.
Scenario 1: Orderly
Scenario 2: Disorderly
Scenario 3: Hothouse
3. Assumption from The Aotearoa Circle ‘Tourism Sector Climate Change Scenarios’ published 2023.
Impact on Auckland Airport
• High transition risk in the short term, however
regulatory changes and market demand drives
innovation so decarbonisation becomes the norm
• Low physical risk with limited interruption to business
activity from physical climate change impacts
Impact on Auckland Airport
• High transition risk: Sudden push for rapid
decarbonisation post-2040 to limit warming to 2°C
• Physical risk: Infrequent disruption to critical
infrastructure
Impact on Auckland Airport
• Limited transition risks: little additional climate
change policy or reputational risk
• High physical risks in the long term: frequent severe
weather events cause regular disruption to
critical assets

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Climate-related risks and opportunities indirectly
serve as inputs to the internal capital deployment
and funding decision-making processes.
Auckland Airport continues to consider climate-related risks
and opportunities as part of its strategic planning, including
our short-term asset management plans, medium-term
capital projects, long-term masterplan and longer-term
flood and stormwater modelling for the whole of the
Auckland Airport precinct. We use the following definitions
when referring to different planning timeframes:
Climate-related risks
and opportunities
Short term
1–10 years
Aligned with
capital planning
Medium term
10–30 years
Aligned with
Master Planning
Long term
30–100 years
Aligned with
climate modelling
A long-term stormwater strategy has been developed and
integrated into the development plan to ensure the risk of flooding
and inundation is minimised throughout the precinct. Relevant
projects, such as the remote stands that are under development,
have additional stormwater requirements built into the design to
increase capacity of the stormwater network.

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Table 1: The following risks and opportunities have been considered across Auckland Airport’s entire value chain. All
material risks are limited to the geography of the Auckland Airport precinct.
Anticipated impact
on Auckland
Airport
Potential financial impact
4
Scenario
under which
impact is
greatest
4
Time horizon
under which
impact is
reasonably
expected
Strategic response and
mitigations
5
Physical risks
Extreme weather
events causing
damage to
infrastructure,
business interruption
and operational
delays. Exacerbated
due to long-term
climate-related shifts
such as sea-level rise.
Damage to infrastructure could result in
increased capital expenditure.
Decreased or disrupted flying could
result in loss of revenue.
Increased frequency and severity
of weather events could impact
insurance premiums and the availability
of insurance.
Quantified potential financial impact =
$0 to $75 million per event
• Cost associated with a significant
flooding event with a 100-year Annual
Return Interval under RCP 2.6, 4.5
and 8.5
6

• Financial impacts to terminal, airfield,
roading and carparks drawn from
experience from the flooding event in
January 2023 and extrapolated to
flood modelling in 2110
• Considers the impact of sea level rise
under each scenario
• Does not currently account for the
impact of stormwater upgrades
underway in the 2024 financial year
– this will be updated once the assets
have been commissioned
HothouseLong term
– climate
modelling has
determined
that a severe
weather
event under
the worst
case climate
scenario (RCP
8.5) may cause
flooding from
2046
• Stormwater masterplan kept up
to date reflecting latest climate
change information and
non-airport owned upstream
infrastructure development
• Implementation of stormwater
network upgrades to withstand
future severe weather events
• Maintenance of infrastructure
undertaken with consideration
of climate change impacts
• Insurances held for
business interruption and
major disruption
• Underway: Development of
a holistic climate adaptation
plan, incorporating
infrastructure upgrades,
nature-based solutions and
emergency responses
• Long-term: Development
of a second runway at a
higher elevation
Disruption to
construction
timeframes due to
adverse weather
Delays to construction resulting in late
completion, whether directly affected
on site or through the supply chain,
could result in increased capital costs
due to longer equipment hire and labour
costs. It could also result in increased
capitalised interest and lost revenue from
the operation of the asset.
Severe weather events could also
damage work already done on site,
increasing capital costs.
Quantified potential financial impact =
not quantified
• This impact has not been quantified
due to significant uncertainty and
assumptions associated with the
impact to a specific project
• The potential financial impact on a
project is highly dependent on the
amount, type and scale of
construction ongoing at Auckland
Airport at any one time
HothouseAll time
horizons
– adverse
weather events
already impact
construction
timeframes,
and this will
become more
severe under
all climate
scenarios
• Allowance for inclement
weather built into construction
contracts
• Use of data from nearby
weather stations to inform the
extent that inclement weather
needs to be allowed for
in contracts
• Construction programme
includes a variety of
packages to enable resources
to be diverted during
inclement weather
• Targeted timing of projects to
avoid/minimise winter works
4. Risk in 2050 incorporating mitigations currently in place
5. While not mandatory under the NZ CRD standards, Auckland Airport has elected to disclose its current and planned mitigation actions to convey to end users the actions
undertaken to minimise the organisation’s climate-related risks
6. Drawn from flood modelling undertaken by Beca in 2023

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Anticipated impact
on Auckland
Airport
Potential financial impact
4
Scenario
under which
impact is
greatest
4
Time horizon
under which
impact is
reasonably
expected
Strategic response and
mitigations
5
Transition risks
Moderation in
growth caused
by external
decarbonisation
policy and pricing
mechanisms
Policies and legislation could include:
• Restrictions on operations to constrain
demand in an attempt to reduce
carbon emissions from aviation
• Restrictions on airport
operational expansion
• Measures that increase the price of
travel, including mandatory emissions-
related levies or SAF mandates
Quantified potential financial impact = $0
to $45 million per year
• Financial impact reflects annualised
figure of reduction in the 2050 net
profit after tax (NPAT) from retail, car
parking, transport licence fees and
hotels compared to unconstrained
forecast if an emissions-related
levy was introduced to aviation in
NZ,
7
compared to unconstrained
forecast if the airport was operating at
maximum capacity.
• Aeronautical income assumed
to be unchanged as the building
blocks methodology will recover
aeronautical charges over the reduced
passenger volumes
• Demand impact from emissions-
related levies has been assessed using
different demand elasticity models for
domestic and international passengers
and different cabin classes
• Auckland Airport has a long-term
financial model for forecasting high
level financial scenarios, based
on estimated passenger volumes
and expected run rate for income
and expenses
• Both models used to estimate impact
on NPAT from the estimated reduction
in passenger numbers, compared to
the initial passenger numbers in 2050
DisorderlyAll time
horizons
– policy
and pricing
mechanisms
affecting
demand for
aviation could
occur under all
time horizons,
as has been
demonstrated
by the Climate
Change
Commission’s
recent
consultation on
international
aviation
emissions
• Policy engagement and
advocacy
• Decarbonisation of
operational emissions
• Incorporating sustainability
(including emissions
reduction) into the design of all
infrastructure from the outset
• Long-term masterplanning to
support future aviation fuels
and technologies
External
decarbonisation
policy, regulation
and legislation
increasing the
need for adaptation
and mitigation
expenditure
This could include requirements to reduce
operational and embodied carbon in
construction, lower emissions in operation
of the business and extend efforts to
decarbonise the aviation sector.
It could also include requirements to
strengthen resilience against the physical
impacts of climate change including
increasing freeboard and the managed
retreat of vulnerable assets.
Quantified potential financial impact =
(not quantified)
• This risk has not been quantified due to
the variety in potential policies and the
extent of uncertainties in the financial
impact on the business.
Orderly and
disorderly
All time
horizons –
policy requiring
investment
in adaptation
and mitigation
can occur
in all time
horizons, as is
demonstrated
by the
country’s
Emissions
Reduction Plan
• Policy engagement
and advocacy
• Decarbonisation of
operational emissions
• Incorporating sustainability
(including emissions
reduction) into the design of all
infrastructure from the outset
• Long-term masterplanning to
support future aviation fuels
and technologies
7. Assumptions on price increases drawn from proposed emissions-related passenger taxes on aviation from the 2021 Parliamentary Commissioner for the Environment
advice to the Government Report ‘Not 100% - but four steps closer to sustainable tourism’.

71Auckland AirportAnnual Report 2024
Climate-related Disclosure05
Anticipated impact
on Auckland
Airport
Potential financial impact
4
Scenario
under which
impact is
greatest
4
Time horizon
under which
impact is
reasonably
expected
Strategic response and
mitigations
5
Transition risks
• Expenditure on climate mitigation and
adaptation is already occurring at
Auckland Airport as part of the
sustainability programme and to
increase business resilience. While
future policy may provide greater
incentive or justification for climate-
related expenditure, we expect
voluntary efforts will continue
New Zealand
becomes less
attractive to airlines
if low emissions
technologies and
fuels are not available
If other airports have access to low-
emissions technology (such as SAF
supply, electric aircraft charging
infrastructure and hydrogen refuelling
infrastructure) that Auckland Airport
doesn’t, airlines may choose to fly
elsewhere. This could result in a
reduction in passengers and aircraft
movements, resulting in a reduction
in revenue.
Quantified potential financial impact =
$0 to $50 million
• Financial impact represents annualised
figure of reduction in the 2050 NPAT
from retail, carparking, transport
licence fees and hotels if expected
growth in passenger numbers was
reduced due to airlines not choosing
to fly to Auckland, compared to the
unconstrained forecast if the airport
was operating at maximum capacity.
• Aeronautical income assumed
to be unchanged as the building
blocks methodology will recover
aeronautical charges over the reduced
passenger volumes
• Assumes that Auckland Airport
forecast annual passenger growth rate
is reduced between 2035 and 2050
to varying extents under the three
climate-related scenarios
• Auckland Airport has a long-term
financial model for forecasting high
level financial scenarios, based
on estimated passenger volumes
and expected run rate for income
and expenses
• Model used to estimate impact on
NPAT from the estimated reduction in
passenger numbers, compared to the
initial passenger numbers in 2050
DisorderlyMedium to
long term
– Auckland
Airport does
not expect to
see widescale
deployment of
future aircraft
technologies
and fuels
within the next
ten years (short
term)
• Maintaining a diverse portfolio
of markets and strengthening
short-haul markets
• Long-term masterplanning to
support future aviation fuels
and technologies
• Policy engagement
and advocacy

72Auckland AirportAnnual Report 2024
Climate-related Disclosure05
Anticipated impact
on Auckland
Airport
Potential financial impact
4
Scenario
under which
impact is
greatest
4
Time horizon
under which
impact is
reasonably
expected
Strategic response and
mitigations
5
Transition risks
Moderation in
growth of passenger
numbers if public
sentiment towards
air travel changes
due to the carbon
footprint of aviation
A reduction in the growth of passengers
against the unconstrained forecast could
result in a reduction in potential revenue.
Quantified potential financial impact = $0 -
$50 million
• Financial impact represents annualised
figure of reduction in the 2050 NPAT
from retail, carparking, transport licence
fees and hotels if expected growth in
passenger numbers was reduced due
to social pressures, compared to the
unconstrained forecast if the airport
was operating at maximum capacity
• Aeronautical income assumed
to be unchanged as the building
blocks methodology will recover
aeronautical charges over the reduced
passenger volumes
• Assumes that Auckland Airport
forecast annual passenger growth rate
is reduced between 2035 and 2050
at varying extents under the three
climate-related scenarios
• Auckland Airport has a long-term
financial model for forecasting high
level financial scenarios, based
on estimated passenger volumes
and expected run rate for income
and expenses
• Model used to estimate impact on
NPAT from the estimated reduction in
passenger numbers, compared to the
initial passenger numbers in 2050
DisorderlyMedium to
long term
– Auckland
Airport
assumes there
would not be a
material impact
on demand
for aviation
due to public
sentiment
within the next
ten years (short
term)
• Maintaining a diverse portfolio
of markets and strengthening
short-haul markets
• Long-term masterplanning to
support future aviation fuels
and technologies
• Transparent and balanced
disclosure of sustainability
performance, including
Greenhouse Gas Inventory and
decarbonisation initiatives
Investors and
financiers avoid
aviation sector due to
carbon footprint
Higher interest rates and cost of capital
Quantified potential financial impact =
(not quantified)
• This risk has not been quantified
because there is insufficient
information available to develop
assumptions on how this could affect
Auckland Airport
• However, this risk is deemed material,
so it remains within the disclosed risks
DisorderlyAll time horizons
– investor
and financier
appetites for
high emitting
activities
are already
changing,
and could
reasonably
affect Auckland
Airport across
all time horizons
• Decarbonisation of operational
emissions incorporating
sustainability (including
emissions reduction) into the
design of all infrastructure from
the outset
• Long-term masterplanning to
support future aviation fuels
and technologies
• Transparent and balanced
disclosure of sustainability
performance, including
Greenhouse Gas Inventory and
decarbonisation initiatives

73Auckland AirportAnnual Report 2024
Climate-related Disclosure05
Anticipated impact
on Auckland
Airport
Potential financial impact
4
Scenario
under which
impact is
greatest
4
Time horizon
under which
impact is
reasonably
expected
Strategic response and
mitigations
5
Transition risks
Litigation due
to inaction on
decarbonisation,
greenwashing or
other climate-related
elements
Litigation involving the company could
cause loss in productivity and legal costs.
It could also result in potential fines and/or
settlements.
Quantified potential financial impact =
(not quantified)
• This risk has not been quantified due
to the level of uncertainty associated
with potential litigation and a lack
of relevant benchmarks for court
ordered payments of fines related to
climate change
DisorderlyAll time
horizons –
climate-related
litigation is
accelerating
nationally and
globally, and
could affect
Auckland
Airport
under all time
horizons
• Decarbonisation of
operational emissions
• Incorporating sustainability
(including emissions
reduction) into the design of all
infrastructure from the outset
• Transparent and balanced
disclosure of Greenhouse
Gas Inventory and
decarbonisation initiatives
• Independent assurance
across annual Greenhouse
Gas Inventory
• External subject-matter
expertise across sustainability
communications
Disruption to
operations due
to changes in
technology
Changing technologies, such as low or
zero-emissions aircraft, could result in
increased capital costs.
New technologies such as electric aircraft
may have reduced seat capacity, requiring
additional movements to achieve the
same passenger volumes. This may
reduce efficiencies on the airfield and
bring forward investment in additional
infrastructure.
Quantified potential financial impact =
(not quantified)
• This risk has not been quantified
because there is insufficient
information available to develop
assumptions on how this could affect
Auckland Airport . However, this risk is
deemed material, so it remains within
the disclosed risks
OrderlyMedium to
long term
- Auckland
Airport does
not expect to
see widescale
deployment of
future aircraft
technologies
and fuels
within the next
10 years (short
term)
• Liaison with the wider aviation
industry on developments
in technology
• Participation in industry groups
focused on decarbonising
aviation (Sustainable Aviation
Aotearoa and Heart Aerospace
Advisory Board)
• Long-term masterplanning to
support future aviation fuels
and technologies
Climate-related risks have the potential to affect
assets, as noted in our FY24 Financial Statements. No
risks or opportunities identified are considered to have
impacts warranting material changes to the valuation of
Auckland Airport’s assets, given the long-term nature
of the assessment and the mitigations that are planned
in advance.
Climate-related opportunities
Climate change also presents opportunities for Auckland
Airport. These include:
• Leadership in climate change mitigation and adaptation,
contributing to making New Zealand a desirable, low-
carbon and climate resilient destination
• Lowering operating costs by reducing energy
consumption, self-generation and other
efficiency initiatives
• Operational efficiencies to reduce emissions
improving other aspects of business, including
customer experience
• Reduced vulnerability to volatility of fossil fuel prices
These opportunities have not been quantified because
they are not considered to have a material financial impact
on the business.

74Auckland AirportAnnual Report 2024
Climate-related Disclosure05
Business model and transition planning
Auckland Airport groups its revenue-making activities
into three groups: aeronautical, retail and carparking, and
commercial property. A full business model description
can be found on page 10-11.
Aviation is critical for New Zealand to maintain the
connectivity of people and goods with the rest of the
world. As the primary gateway to New Zealand, Auckland
Airport is a significant contributor to the regional and
national economy, and is critical to New Zealand’s trade
and tourism industries. About 75% of all international
passengers visiting New Zealand pass through Auckland
Airport each year, with 90% of long-haul passengers flying
into Auckland. A daily wide body aircraft over the course
of a year generates up to $150m in tourism and carries
more than $500 million in high-value freight.
However, we acknowledge that the aviation sector
contributes to climate change. As a hard-to-abate sector,
it will take a whole-of-sector collaborative approach to
tackle the challenge of decarbonising aviation. In the
meantime, Auckland Airport is continuing its efforts to
decarbonise the business and value chain, as well as adapt
to a changing climate.
Early in 2024 Auckland Airport achieved level four
‘Transformation’ Airport Carbon Accreditation, from Airport
Council International. This accreditation recognises best
practice carbon management at airports, and requires
airports to commit to long-term scope 1 and 2 reduction
targets aligned with 1.5°C, as well as partnerships with
stakeholders to reduce scope 3 emissions.
Reducing our direct emissions
We are well on the way to reducing scope 1 and 2
emissions by 90% from 2019 levels by 2030, in line with
our planned decarbonisation pathway. We plan to achieve
this through measures including:
• Phasing out the use of natural gas in the terminal
through the incremental replacement of natural gas
boilers with electric alternatives
• Electrifying our corporate vehicle fleet
• Using refrigerants with the lowest global warming
potential possible
• Using electricity generated from a mix of on- and
off-site renewable generation
8

From 2030, the residual emissions (estimated to
be 10% of 2019’s scope 1 and 2 emissions) will be
permanently neutralised through the purchase of
certified carbon removals. The certification scheme
has not yet been decided.
Collaborating to decarbonise the wider sector
Scope 1 and 2 emissions make up only a small proportion
of Auckland Airport’s GHG emissions inventory. The vast
majority of emissions that occur as a consequence of
operating New Zealand’s largest airport are outside our
direct operational control. We are partnering with our
stakeholders to address these emissions and work
towards New Zealand’s goal to reach net zero by 2050.
More than 96% of Auckland Airport’s emissions come
from the operation of aircraft. As a hard-to-abate sector,
the decarbonisation of aviation is a complex and long-
term endeavour that requires collaboration with all parts
of the industry and reduction in our scope 3 emissions is
reliant on the actions of our aviation customers and
partners. Our role as an airport is to provide the right
infrastructure on the ground to enable the adoption of
alternate technologies when they become available, as
well as to enable the efficient operation of the airfield to
minimise fuel burn while on the ground and on approach
to Auckland Airport.
Our transition plan includes:
• Long-term masterplanning to support future aviation
fuels and technologies
• Involvement in industry groups focused on enabling the
decarbonisation of aviation
• Advocacy and engagement with government and
industry bodies
• Improving operational practices on the ground to
minimise fuel burn
8. In FY24, Auckland Airport purchased a 100% certified renewable energy product, known as Certified from Meridian Energy Limited. Following this, Auckland Airport is able
to report its Scope 2 purchased electricity emissions as zero, using market-based methodology as per the GHG protocol Scope 2 guidance. Certified renewable energy has
been purchased as an interim measure while a scope 2 emissions reduction work plan progresses. In the future, a Power Purchase Agreement from off-site generation may
contribute to achieving the decarbonisation target for scope 2.

75Auckland AirportAnnual Report 2024
Climate-related Disclosure05
Operating a climate-resilient, low-carbon precinct
Aviation is only one part of our business. Auckland
Airport also develops infrastructure, operates surface
transport networks, and owns a large property
development portfolio.
Resilience over the long term is in our best interest.
Our transition plan relating to the precinct involves:
• Incorporating sustainability (including emissions
reduction and climate adaptation) into the design
of all infrastructure from the outset
• Masterplanning for mass rapid transit to improve
connectivity with wider Auckland, as well as more
public and active modes to improve low-carbon
transport options around the precinct
• Minimising waste and moving towards
a circular economy
• Developing a holistic climate adaptation plan,
involving a combination of infrastructure upgrades,
nature-based solutions and operational responses
Auckland Airport’s transition plan towards a climate-
resilient, low-carbon future will evolve over time as our
understanding of risks and opportunities matures.
1
Rooftop solar panels on the Transport Hub
Auckland Airport’s scope 1 and 2 decarbonisation pathway
The decarbonisation pathway aligns with a 1.5°C trajectory
tonn
e
s C
O₂e
0
1
2
3
4
5
6
7
FY30FY29FY28FY27FY26FY25FY24FY23FY22FY21FY20FY19
Electricity
(market-based)
Diesel & petrol Fire training fuels &
extinguishers
Refrigerants 1.5°C trajectory Natural gas
Certified renewable electricity
supply purchased FY24