AIA - FY25 Annual Results

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Building resilience,
fuelling growth
Annual Report 2025

AKL has a clear and confident view of the
future of aviation and the opportunities it will
unlock for Aotearoa New Zealand, guiding
our long-term planning and investment.
New Zealand is a global trading nation. Kiwi
love to travel at home and abroad, while people
from all corners of the world journey here to
experience our unique land. Our country’s
success depends on staying connected.
Together, the long-term needs of travellers,
exporters and our airline partners have
been anticipated by Auckland Airport’s
transformative developments.
In step with aviation infrastructure investments
throughout the world, AKL is building resilience
and fuelling our country’s economic growth.

About this report
Nau mai, welcome to our 2025 Annual Report:
Building resilience, fuelling growth.
About 60 years ago, air travel radically reshaped our
country, opening the doors to global tourism and trade like
never before and transforming the country economically,
socially and culturally. Once distant, New Zealand was
suddenly more connected than ever.
At AKL, we have our sights firmly set on the decades ahead
with an infrastructure build designed to support the growth
of this nation and uplift the communities and businesses we
interact with.
In the 2025 financial year AKL progressed infrastructure that
will expand airline capacity, strengthen cargo operations,
enhance the travel experience and build long-term resilience
across the airport precinct.
It is not just AKL that is investing in growth. Across the
world hundreds of airport development programmes
are underway, upgrading assets and adding resilience to
meet the needs of national economies and the appetite of
travellers for greater aviation connectivity.
This report signals to the community and stakeholders that
Auckland Airport has listened to, anticipated, and acted on
the long-term needs of the nation.
Auckland Airport is a climate reporting entity under the
Financial Markets Conduct Act 2013. This report includes
the Airport’s climate-statement.
We welcome your feedback. Please send any comments or
suggestions to investors@aucklandairport.co.nz
Annual Report 2025Auckland Airport4

Contents
Overview
6
Our performance
8
Our strategy20
Climate-related disclosure
54
Enterprise risk management94
Corporate governance
98
Shareholder and company information110
Remuneration123
Financial report
133
Financial statements
142
Five-year summary202
Corporate directory207
Annual Report 2025Auckland Airport5

About us
Auckland Airport is the owner and operator
of one of New Zealand’s most strategic
infrastructure assets.
Spanning 1,500 hectares on the Māngere peninsula,
Auckland Airport is the country’s gateway airport. For
international travellers, we are New Zealand’s primary
border, hosting key government agencies for customs,
security and biosecurity.
Today the airport precinct plays an important role in the
region’s economic and social wellbeing. It is the second-
largest employment hub in Auckland, supporting 25,000
jobs that in turn help lift the region’s household incomes
by an estimated $1.4 billion
1
each year. AKL also plays a
key role in the growth of New Zealand towns and cities,
supporting $6.8b in domestic tourism expenditure
2

each year.
Auckland Airport focuses on building long-term
infrastructure assets that meet the demands of today
while strengthening the airport’s resilience for the future.
By planning and delivering with foresight, AKL supports
sustainable growth and ensures infrastructure remains fit
for purpose for the long term.
Developments are creating climate and asset resilience,
enhanced operational safety, expanded airfield capacity,
faster processing for travellers and their baggage,
and a greater experience for everyone who visits our
aviation precinct.
The benefits of these long-term investments go well
beyond Auckland Airport, with a ripple effect across the
nation’s economy. Across one calendar year, a daily
widebody flight service can generate up to $150 million in
annual tourism spending and transport over half a billion
dollars in high-value cargo.
In addition to our aeronautical facilities, we are a
significant property developer and landlord, hosting a
world-class logistics and distribution hub together with
retail, office buildings, hotels and parking facilities.
Mahia te mahi. We make it happen here.
1,2. EY Auckland Airport Economic Analysis October 2024.
01Overview
Annual Report 2025Auckland Airport6

157,000
aircraft movements
18.7m
passenger
movements
168,619t
of international
cargo
170,000
sqm of floor area
over two terminals
24km+
of roading
network
$35.1b
economic
output
generated
annually
3,635
metres of
runway capable
of handling all
commercial
aircraft types
airlines
28
We own and operate
Auckland Airport
734
full-time (permanent and fixed-term),
14 part-time (permanent and fixed-term),
and 92 casual Auckland Airport employees
25,000
jobs Auckland Precinct supports
1,231
students and job seekers assisted through
Ara Auckland Airport Jobs and Skills Hub
programmes since 2015
We are a substantial employer
and enabler of employment
$
192.1m
contractual rental income a year
$3.4b
of logistics and distribution warehouses,
office buildings and shopping centres
99%
average commercial
occupancy rate
$165m
of assets completed
in the past 12 months
We are a property developer
and owner
24/7
aviation fire, medical, and marine search
and rescue services
300+
businesses at
Auckland Airport
44
food and beverage operators
3 hotels
with a combined
772 rooms
We provide important services to
travellers, airlines and our
commercial partners
In FY25 we supported
42
international
destinations
23
domestic
destinations
Operating to
01Overview
Annual Report 2025Auckland Airport7

Our
performance
Annual Report 2025Auckland Airport8

Annual Report 2025Auckland Airport9

2025 key numbers
Our performance in the
12 months to 30 June 2025
18.7m
8.4m9.6m
0.7m
Passengers
DomesticInternationalInternational transit
$1,004.7m
$310.4m 13.25¢7.0¢6.25¢
$701.1m$420.7m
Revenue
Underlying profit1
Operating EBITDAFI
Capital expenditure3
Reported profit after tax
Dividend per shareFinal
2
Interim
19.08¢
Underlying earnings per share
4.4%$1,089.9m
Five-year average annual
shareholder return
0%
▲

12%
▲

12%0%
▲

8%
▼

6%
▼

7%
▲

3%
▲

14%
▼

9%
▲

1%
▲

7,549%
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.
2
The dividend reinvestment plan (“DRP”) will be operative for the final dividend
with a 2.5% discount. The last date to submit a participation notice for this
distribution in accordance with DRP participation terms is 17 September 2025.
3
Net capital additions after $0.4 million of write-offs.
(vs FY24)
02Our performance
Annual Report 2025Auckland Airport10

4 Mixture of cash donations and contributions
in kind.
5 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.
6 Each senior leader completes at least one
inspection walk a month to increase visibility,
address any safety issues raised by workers, and
explore opportunities for improvements.
7
Direct reports to the executive leadership team
with substantive roles.
8

E
mployees with at least one direct report.
As of end June 2025, more than
250 PCBUs
5
employing in excess of
20,000
workers came within Auckland Airport’s
health, safety and wellbeing umbrella.
Annual Safety Performance
Metrics (vs FY24):
Total number of Employee Injuries
53 (39)
Total number of employee
Lost-time Injuries
4 (5)
Total number of
Contractor Injuries
60 (57)
Total number of
Contractor Lost-time Injuries
4 (13)
Total Recordable Employee Injury
Frequency Rate
2.73
Total Recordable Contractor Injury
Frequency Rate
1.4
Leaders’ Safety Walks
6
764 (604)
Integration of Aviation Safety Management
and Health, Safety & Wellbeing
Management functions completed.
Critical Risk Control Effectiveness
93%
1,984t
waste to landfill from aeronautical
activities (20% reduction from the
2019 baseline)
2,012t
CO
2
e
Scope 1 and Scope 2 emissions
using a market-based methodology
(66% reduction from 2019 baseline)
EnvironmentHealth, Safety & Wellbeing
• Appointed Tumuaki Māori (Principal
Advisor Māori) role to provide advice
and guidance around iwi relationships
and how Māori culture is applied at AKL
• Specific engagement sessions with iwi
on the draft Master Plan
• Ongoing engagement with iwi on
resource management, consents and
planning work
• Facilitated iwi-led blessings, openings
and naming ceremonies for events
Iwi
Community
$531,735

4

in support to Ara Education
Charitable Trust in FY25
1,339
households offered noise reduction
packages (statutory requirement)
$433,333
granted to the Auckland Airport Community
Trust for projects to support learning,
literacy and life skills in our location
South Auckland
101
staff used their volunteering leave
14.6%
of our employees
self-identify as Māori
or Pasifika
50%
Auckland Airport
Board of Directors
11%
of people leaders
8
self-identify as Māori
or Pasifika
34
ethnicities across
our workforce
50%
Executive leadership
team
43%
overall workforce
45%
senior leaders
7

Diversity and inclusion
Proportion of women
Diversity
02Our performance
Annual Report 2025Auckland Airport11

From the Chair and
Chief Executive
As the country’s key gateway to the world,
Auckland Airport is clear about its role as a
critical enabler of New Zealand’s economic
growth, providing resilient infrastructure that
allows us to connect to the global marketplace.
This requires us to take a long-term view, making
decisions today that will stand the test of time and serve
the next generation of travellers, despite the short-term
challenges the sector may face along the way. We are
doing just that.
In the 2025 financial year, Auckland Airport navigated
through the challenge of an ongoing soft recovery in travel
volumes, largely affected by global aircraft fleet shortages,
decreased airline capacity including from our national
carrier, along with the subdued domestic economy.
While the fundamentals of the New Zealand travel market
remain strong, our country is currently sitting at 92% of
2019 international travel volumes. Closing that gap has
been a significant area of focus in FY25 with the team
using every lever available to attract new connectivity
and make it easier for travellers to visit New Zealand.
Overall, the number of passengers travelling through
Auckland Airport in the 2025 financial year rose 1% over
the previous year. International passenger numbers
experienced an uplift of 3% year on year to 9.6 million
(excluding transits) while domestic travel movements were
flat on FY24 volumes with 8.4 million passenger numbers.
We remain confident travel will continue to recover, with
ongoing positive feedback from international airlines
about New Zealand’s desirability as a destination and
strong outbound travel demand from Kiwi.
Over summer we saw more New Zealanders head off on
short-haul international trips than ever before, setting a
record in January 2025 for resident traveller arrivals.
The 322,000 visitors from the United States make it
Auckland Airport’s second largest source of international
visitors behind Australia. Year-on-year growth has been
relatively flat after a boost to seat capacity in the FY24
year contributed to a 38% increase in arrivals.
We saw an encouraging increase in passengers visiting
from across the Tasman during FY25, with 783,000
passengers - up 10% on the previous year.
Visitor numbers from China continued to rebound with a
trend emerging of smaller groups of premium travellers
staying longer. Overall, there were 208,000 visitors from
China, a 5% increase on FY24.
02Our performance
Annual Report 2025Auckland Airport12

Auckland Airport welcomed the Government’s decision to
remove friction in the transit visa process for Chinese
travellers, making it easier and cheaper for them to transit
here. Off the back of this, China Eastern Airlines made a
significant announcement in June 2025 that it’s set to
launch a new air service between China and South America
via AKL from December 2025. We have been working
towards this for years and look forward to the exciting
opportunities this will create for tourism, trade and
international education.
Looking ahead to 2026, we know Air New Zealand is
focused on resolving the engine issues affecting its fleet,
which have had a material impact on the airline’s operations
and capacity deployment. The return of capacity will be
welcomed by the tourism sector, helping to meet demand
for travel and to boost New Zealand’s connectivity.
Smoother journeys
Enhancements in infrastructure and airport operations
boosted resilience and delivered improvements in the
experience for customers in FY25, supported by strong
collaboration between Auckland Airport operations and
border agencies, aviation security, airlines and ground
handlers. An example of this is the improvements seen in
international arrivals with median processing times of
15 minutes in June 2025, an 8% improvement on the
same period a year ago.
It was especially pleasing for Auckland Airport to be ranked
fourth among best airports in the world with 10 million to
20 million passengers annually in Skytrax’s 2025 global
airport satisfaction awards.
We were also delighted to achieve a top 10 spot in the
Kantar Corporate Reputation Index, with AKL ranking at #9
– our highest placement ever – giving us confidence we are
on the right track with our customer-focused strategy and
fit-for-purpose infrastructure improvements.
Financial results
The 2025 financial year has provided a positive result
given the macro headwinds the company experienced.
Revenues for the year to 30 June 2025 increased by 12%
to $1,004.7 million. This was also reflected in an increase in
earnings before interest, expense, taxation, depreciation,
fair value adjustments and investments in associates
(EBITDAFI) of 14% to $701.1 million.
Total reported profit after tax increased to $420.7 million
year on year – a significant uplift on FY24 due to the
absence of any one-off tax charges in FY25, alongside
revenue growth and investment property revaluations.
Underlying profit after tax was up by $33.8 million (12%)
to a profit of $310.4 million. This resulted in an underlying
profit per share of 19.08 cents for the 2025 financial year.
Aeronautical revenues rose 15% to $449.1 million,
reflecting the increase in passenger numbers and the
additional revenue from the new facilities commissioned
during the year. We are encouraged by the performance
of our non-aeronautical businesses which include
commercial property, retail, parking and hotels, with
revenue up 8% to $464.9 million, despite the challenging
domestic economy. The property rent roll increased by
18% in the year, with new, fully leased investment property
developments being completed and commissioned, and
our new outlet centre Mānawa Bay delivering its first
return on investment.
We are announcing a final dividend for the 2025 financial
year of 7 cents per share. Including the interim dividend,
the total distribution in the year of 13.25 cents equates to
a 71.9% payout of underlying profit for the 2025 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
1
at a 2.5% discount.
Carrie Hurihanganui
Chief Executive
Julia Hoare
Chair
1 The DRP will be operative for the final dividend with a 2.5% discount.
02Our performance
Annual Report 2025Auckland Airport13

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 Summary section of this
annual report.
Underlying net profit after tax
$310.4 million
An improvement of
$33.8 million
compared with the $276.6 million
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, 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 138.
Infrastructure progress
Several milestones were achieved in AKL’s multi-year
infrastructure programme during the 2025 financial year.
In September 2024 we signed the contract with Downer
Group subsidiary Hawkins Limited to manage construction
and delivery of the domestic jet terminal. Construction is
now well underway for the new terminal, which will deliver
26% more domestic seat capacity, 44% more processing
capacity, significantly improve the passenger environment,
and open the door to more competition in the domestic
aviation sector.
In November 2024 the Transport Hub became fully
operational. Travellers heading for the international
terminal now experience a modern, fit-for-purpose facility
when they pull up to the new undercover kerbside
drop-off and pick-up. Since being fully commissioned,
customer feedback on the facility has been consistently
positive, highlighting the standard to which the precinct
transformation will be delivered.
In June 2025, we marked the completion of significant
improvements at the western end of the international
terminal, delivering a new loading dock, an expanded
international arrivals hall, a new non-passenger screening
point, and a new purpose-built baggage-tracing unit to
support passengers needing assistance with lost luggage.
These facilities will strengthen border processing, improve
logistics and operational efficiency, and provide better
workspaces for the people working at Auckland Airport.
Looking ahead, we are now underway with an expansion
to the regional airfield that will improve operational
resilience, adding four new aircraft stands. The new
expanded international airfield is set to open in October
2025, spanning over 23 rugby fields in size. It is the largest
airfield expansion in our airport’s history, and provides
critical resilience, creating a new area for aircraft parking
with extra taxiways and six remote stands.
Notably, the October 2024 Ipsos Global Infrastructure
Index rated New Zealand airports as the country’s best
02Our performance
Annual Report 2025Auckland Airport14

performing infrastructure, with 81% of New Zealanders
surveyed ranking our airports as very/fairly good quality
(81%). This is significantly higher than the global average
(72%), and placed New Zealand in the top four countries
for high-rating airport infrastructure.
Regulatory environment
In March 2025, we welcomed the Commerce
Commission’s final report into Price Setting Event 4 (PSE4),
confirming Auckland Airport’s infrastructure investment
programme is reasonable, is in line with other global
airports, had cost rigour applied to it, followed an
appropriate consultation process, will increase airport
resilience, and is producing investment outcomes that are
consistent with what would occur in a competitive market.
Following the report, Auckland Airport discounted airline
charges for the use of the airfield, terminals and other
essential airport services for the final two years of PSE4,
bringing the targeted return for the FY23-FY27 pricing
period to 7.82% and within the range the Commerce
Commission found to be reasonable.
It’s important to note that for the first two years to date of
PSE4, Auckland Airport reported an aeronautical return of
5.53%. We anticipate there will continue to be a gap with
actual returns below the targeted return for the remainder
of the pricing period due to lower passenger volumes and
unforseen, temporary costs to operate the airport as a
result of the infrastructure programme underway.
The Commission’s new approach to the weighted average
cost of capital (WACC) remains subject to a merits review
appeal by all regulated airports and the New Zealand
Airports’ Association. The appeal was heard in July 2025
in the High Court and we are awaiting a decision. While
Auckland Airport has aligned its PSE4 target return with the
Commission’s target return range in the final report, the
merits review remains important to resolve the differences
in views on the best methods for estimating WACC.
In April 2025 the Ministry for Business Innovation and
Employment (MBIE) asked the industry for viewpoints
on the effectiveness of airport regulation under the
Commerce Act. After receiving submissions, MBIE has since
advised it is not considering legislative change and
Auckland Airport considers the process is now complete.
MBIE understands the Commission will be considering the
disclosure requirements under current information
disclosure regulation, following its comments in the final
report on Auckland Airport’s PSE4.
A thriving precinct
Auckland Airport’s diverse non-aeronautical portfolio
includes a world-class logistics and distribution hub, retail
facilities, commercial office buildings, hotels and parking.
This year we completed the construction of two pre-leased
developments in The Landing Business Park for DHL
Healthcare and IKEA, with both facilities achieving
5 Green Star sustainability ratings.
In September 2024 we also opened premium outlet
centre Mānawa Bay, creating up to 750 jobs and featuring
more than 100 iconic international and New Zealand
brands. With sustainability core to the build and operation,
the centre is proving to be a popular destination for both
travellers and Aucklanders.
In April 2025 we were excited to release the Auckland
Airport draft Master Plan, providing an opportunity for
the community, travellers, stakeholders and airline
customers to all provide their insights on the future of
AKL. With traveller and aircraft movements forecast to
double over the next two decades, our 2025 draft Master
Plan considers not only our core operations – the airfield
including the potential northern runway, terminals and
other aeronautical assets – but how we respond to
climate change and environmental management and
sustainability, digital technology and innovation, energy
transition, and future fuel and transport connections.
Outlook
As Auckland Airport looks ahead to FY26, ongoing airline
seat capacity constraints are expected to continue over
at least the short term. Alongside this, the impacts of
the geopolitical environment, the softer New Zealand
economy, and the business needing to adjust to operating
in a live construction environment, are creating additional
uncertainty around the outlook.
Reflecting this, Auckland Airport remains cautious about
the outlook for FY26 and provides the following guidance:
domestic and international passenger numbers of about
8.6 million and about 10.6 million respectively. These
travel numbers, together with higher depreciation as a
result of the investment programme, are reflected in
underlying earnings guidance of between $280 million
and $320 million. As always, this guidance is based on the
current expectations about operating outlook and
prevailing market conditions, and is subject to unforeseen
events including significant one-off items. Auckland
Airport continues to invest strongly with capital
expenditure guidance of between $1,000 million and
$1,300 million in FY26.
Auckland Airport takes great pride in its role as
New Zealand’s gateway. Our success is only possible
thanks to our airline partners, border agencies, tenants
and the countless others who work to deliver a welcoming
experience for customers.
In particular, we offer our special thanks to the AKL team
for their incredible commitment and dedication as we
build for the future.
Ngā manaakitanga
Julia Hoare Carrie Hurihanganui
Chair Chief Executive
02Our performance
Annual Report 2025Auckland Airport15

Executive
leadership
team
Auckland Airport’s executive leadership team
is guiding the organisation through one of the
most transformational chapters in the company’s
history - reimagining the travel experience and
delivering the infrastructure required for a resilient,
future-ready airport.
02Our performance
Annual Report 2025Auckland Airport16

With deep expertise across aviation, construction, safety,
digital innovation, financial stewardship, sustainability, and
customer experience, the team is driving change with a
clear focus on long-term value and operational excellence.
This year we farewelled two leadership team members
– Chief Safety & Risk Officer Darren Evans and Chief
Infrastructure Officer Susana Fueyo Suarez – and we thank
them for their contributions.
Chief Risk & Corporate Services Officer Melanie Dooney
has taken on executive responsibility for the safety and
risk portfolio - fostering closer alignment across corporate
governance, people, and operational risk.
Together, our executive leadership team continues to
deliver strong strategic oversight across commercial
and operational activities, while keeping the needs of
travellers, exporters, our business partners, employees
and shareholders firmly in view.
Pictured from left to right:
Mark Thomson
Chief Commercial Officer
Melanie Dooney
Chief Risk & Corporate
Services Officer
Mary-Liz Tuck
Chief Strategic Planning Officer
Carrie Hurihanganui
Chief Executive
Richard Wilkinson
Chief Digital Officer
Scott Tasker
Chief Customer Officer
Chloe Surridge
Chief Operations Officer
Stewart Reynolds
Chief Financial Officer
02Our performance
Annual Report 2025Auckland Airport17

Our business model
OUR BUSINESS
ACTIVITIES
INPUTS
Our
customers
• 28 airlines
•
2
70 commercial tenants
1

Our
employees
• 734 full-time permanent
and fixed-term,
14 part-time permanent
and fixed-term, and
92 casual employees
• 57.3% males
•
42.7% females
Our
assets
• 1,500ha of land
•
2.
8 million sqm airfield
•

1
runway
•
2
terminals
•
2
4km of roads
•
14
,000 car parks
•

4
utility networks
•
658
,000sqm of
commercial property
• 3 hotels
•
I
nvestment in
Queenstown Airport
Our
community
relationships
• I wi relationships
• 12 Auckland secondary schools through
Ara Education Charitable Trust
•
101 employees involved in volunteering
•

A
uckland Airport Community Trust
•
12 grassroots charities through Twelve
Days of Christmas
Stewardship
Creating an airport for
generations to come, taking
tomorrow’s lens today
to ensure our precinct is
enduring and sustainable.
Auckland Airport’s business model shows how our key
inputs work together with our core activities to create
sustainable commercial value—for our stakeholders,
and ultimately for travellers, exporters and airport
users. We measure the outcomes of these activities to
track progress toward our strategic goals and to fulfil
our purpose.
Precinct
• Reimagining the
experiences we offer to
every customer across
aeronautical, retail,
transport, hotels and
commercial property
leasing.
1 Not including transport or retail.
02Our performance
Annual Report 2025Auckland Airport18

OUTPUTS
AKL is a
thriving
enterprise
• 1 8.7 million passenger movements
• 157,000 aircraft movements
•

75% o
f all international arrivals
to New Zealand
•
66% of all domestic seat capacity
•

168
,619 tonnes of cargo
• 301 commercial property
tenancies
• 25,000 precinct workforce
AKL is
seamless
connectivity
• M uch-improved WiFi coverage
• International arrivals median
processing times of 15 minutes
in June 2025
(8% faster year on year)
•
International departures median
processing time of 5.5 minutes
in June 2025
(19% faster year on year)
•
Domestic departures median
processing time of 4 minutes
in June 2025
(25% faster year on year)
AKL is
enduring
infrastructure
• 76% of the terminal integration
programme in delivery
• 37% of upgraded and new
baggage-handling infrastructure
in delivery
•
Airfield expansion 90% complete
AKL is
empowered
community
• 46 leaders have completed
an LSI (360 tool)
•
L
aunched an Emerging Leaders
programme for our Operations
team.
•

10
1 employees using volunteering
leave (15% of staff against 40%
target by 2030)
•
B
roader outcomes embedded in
top tier contracts
•

76
4 Leaders’ Safety Walks
•
C
ritical Risk Control
Effectiveness 93%
AKL is future
resilience
• 66% reduction in scope 1 and
scope 2 emissions against 2019
baseline (using a market-based
methodology)
•

M
aintained Level 4 Airport
Carbon Accreditation
•
4
.4km network of stormwater
pipes installed on the airfield
expansion
•
295 tonnes of food waste sent
to composting solution
Infrastructure
Designing and building
a 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 work
and develop their careers.
Employment opportunities
for the local South Auckland
community.


02Our performance
Annual Report 2025Auckland Airport19

Our
strategy
Photographed by AKL Wildlife Ranger John Corcoran
Annual Report 2025Auckland Airport20

Annual Report 2025Auckland Airport21

Since FY23, Auckland Airport has been guided by its Building a better future
strategy – a five-year strategic roadmap to meet the evolving needs of
travellers, airlines, airport stakeholders and the wider community.
In 2025, we made meaningful progress across the
strategy’s five foundational pillars, advancing the major
projects and partnerships that will shape the airport
precinct of tomorrow.
Our strategy goes beyond growth and resilience.
It’s about creating a gateway that New Zealanders are
proud of – a smarter, more vibrant, more connected airport
precinct that enhances New Zealand’s global connectivity
and supports a more sustainable and prosperous economy.
Our strategy
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Building a better future
Thriving enterprise
A thriving commercial precinct lies at the core of the
long-term success and sustainability of our precinct.
Empowered community
We value our strong links with the community and will
actively contribute to the wellbeing and growth of local
people, including our own team.
Seamless connectivity
Embedding smart technologies to deliver more seamless
and intuitive journeys for travellers, streamline air cargo
movements, and optimise maintenance and services.
Enduring infrastructure
As custodians of AKL we think long-term, so we are building
for the long-haul and investing in New Zealand’s future.
Future resilience
Our focus includes creating a sustainable legacy, protecting
the natural environment, benefitting future generations,
and using innovation to support decarbonisation.
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A well-developed airport precinct is more than just its infrastructure.
It is a complex ecosystem of businesses, services and infrastructure
that drives economic activity on a large scale, creating a ripple effect
for the nation’s economy. At AKL, our ambition is to build a vibrant
commercial community that extends well beyond the terminals.
A place of employment and industry. A place that invites people
to stay, rather than simply pass through. A powerful engine for
growth and prosperity.
Thriving
enterprise
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Building connections and opportunity
From AKL’s apron tower high above the international
terminal airfield, Rashmi Premaratna watches the sky
flicker back to life in the early hours of the morning and the
arrival of NZ29 following a 14-hour journey.
“These aircraft are just amazing pieces of machinery and
seeing how hard they work, flying back and forth across
the world, it just never gets boring,” Rashmi says, an
Auckland Airport airfield operations officer whose job it
is to guide the planes to gate. “It reminds me why I do
this job, knowing our team has played a part in keeping
New Zealand connected to the rest of the world.”
Auckland Airport is New Zealand’s busiest travel
crossroads, where most of the country’s international
flights begin and end each year, connecting millions of
passengers to 65 destinations.
“These connections really do matter for New Zealand,”
says Chief Customer Officer Scott Tasker. “Every daily
widebody aircraft that flies here cumulatively brings well
over $150 million in tourism spend across a year, and cargo
capacity that can shift half a billion dollars of high-value
airfreight annually.”
Up against the challenge of global fleet shortages, rising
travel costs and fierce competition to attract tourists,
FY25 has been a year of determined effort for Scott’s
aeronautical team, whose job it is to court foreign airlines
to fly to AKL and then support them to be successful.
“Our foreign airline customers really believe in the
New Zealand market, but challenges in the current global
environment mean we’ve needed to adapt and work
harder to stay ahead of the competition,” he says.
“Our relationships with airlines are key and we’ve needed
to be deeply aligned with their strategy and understand
their commercial objectives. Where we identify high-
potential source markets, we’re really focused, using good
market research to inform decisions and build business
cases for new or expanded air services.”
Securing growth or opening up a new airline service is
always the goal, and Scott says the team was delighted
to stand alongside China Eastern Airlines and the
New Zealand Government in June this year to jointly
announce a new aviation link between China and South
America, connecting via Auckland Airport. With only one
air link to Santiago from AKL currently on offer, the new
Shanghai-Auckland-Buenos Aires service, expected to
Thriving
enterprise
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start later in 2025 with two services per week, expands
our links to that region.
“This is something we’ve been working towards for a long
time, so the announcement was a huge milestone for the
team and will open up significant economic opportunities
for New Zealand in terms of both tourism and high-value
airfreight. Our geographic location means there is an
opportunity for New Zealand to grow beyond being the
final stop on a long-haul flight, to be a vital aviation hub
connecting people and goods.
“We were really pleased to work with the Government to
unlock the route, welcoming its decision to remove the
need for Chinese nationals transiting through Auckland
to obtain a high-cost transit visa. Instead, from November
2025, they will only need to apply for a New Zealand
Electronic Travel Authority.”
Turning to North America, Scott says the market has
been a highlight for FY25, with robust direct connectivity
offerings in place between AKL and key airline hubs in the
United States and Canada.
“We know airline competition works really well to ignite a
market, bringing a good supply of seat capacity and solid
commercial returns to airlines, while delivering greater
choice to customers in terms of who they choose to fly
with,” Scott says.
“Over the past couple of years, that’s exactly what
we’ve seen take place in the North American market,
with seven airlines now operating between Auckland
and Los Angeles, San Francisco, New York, Houston,
Dallas/Fort Worth, Honolulu and Vancouver, and many
more opportunities ahead of us.”
Growing connectivity between India and New Zealand
has also been a focus during FY25, with Auckland Airport
signing a memorandum of understanding with Delhi
Indira Gandhi International Airport to foster collaboration
in tourism, trade, and freight movement, and ultimately
support the aspiration of non-stop flights between Delhi
and Auckland.
Closer to home, Auckland Airport also played an
important role in FY25 proactively supporting tourism
to New Zealand from Australia, our largest international
market. Manager Commercial Mick Cottrell says a notable
example of this during FY25 was its partnership with
RotoruaNZ and Tātaki Auckland Unlimited, which was
focused on encouraging Australian visitors to explore
both Auckland and Rotorua. AKL is now seeking to build
further growth in the trans-Tasman market with a second
partnership announced in May called Kiwi North, bringing
together 15 regional tourism organisations to promote a
comprehensive North Island experience to Australia.
“Growing trans-Tasman seat capacity remains a priority
and bright spots for FY25 include the new Qantas Group
services from Auckland to and from Perth, Adelaide
and the Sunshine Coast. We’ve been working towards a
Qantas AKL-Perth service for some years, so it was a really
welcome announcement and one that will support greater
competition in the market and build inbound tourism.”
“Low-cost carrier Jetstar became the only airline to
offer year-round flights to the Sunshine Coast, not
only providing a connection for holidaymakers but a
convenient link for Queensland’s expat population. It was
part of a wider connectivity-push by Jetstar that saw it
add a significant volume of seats on both its domestic and
trans-Tasman routes to meet traveller demand.”
Travelling New Zealand
New Zealanders love to travel, and while we appreciate
a tropical resort break or a city escape to the US, we also
have a deep appreciation of our own backyard. Despite
local economic headwinds, airline load factors – the
measure of how full a plane is – were at 84% for FY25,
in line with historical norms. Capacity remained steady,
impacted by Air New Zealand’s ongoing engine issues,
fleet constraints, and the overall economic environment.
Bright spots for FY25 included Jetstar growing the airline’s
capacity at AKL by 14% including on key routes such as
Auckland to Wellington and Auckland to Queenstown,
with 30 and 20 flights operating per week respectively, as
at 30 June 2025. Jetstar now operates over 100 domestic
flights per week from AKL.
“Air travel is part of our way of life, playing a vital role
keeping New Zealanders connected and economies
thriving, so enhancing and growing the domestic
market remains important and something we are deeply
committed to,” Mick says.
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Terminal attraction
For many travellers, browsing duty free is a part of the
magic of travel – a chance to pick up a special gift, buy
yourself a treat, or discover a fantastic new local or
international brand.
The 2025 financial year marked a significant new chapter
for Auckland Airport’s future duty free airport customer
experience, landing a new eight-year partnership with
global duty free operator Lagardère.
Chief Commercial Officer Mark Thomson says the French
company is set to transform the duty free experience
over the coming years, bringing an extensive suite of top
global brands and undertaking a full refurbishment of
all duty free stores, including a major transformation for
departures. Lagardère began to work at AKL on 1 July
2025, creating an expanded and dedicated Auckland-
based management team to lead the new operation, and
employing many existing duty free employees who’d been
working for the previous operator.
“Our partnership with Lagardère is grounded in a
world-class experience for customers at AKL, featuring
world-class brands and celebrating the best of Aotearoa
New Zealand to the world,” Mark says. “Travellers can
expect competitive prices and a wide range of product
offerings to cater for all travellers and budgets.”
As part of its competitive selection process for a new
duty free operator, Mark says Auckland Airport included
sustainability as one of the core requirements, making it a
foundational expectation of the new partnership.
Beyond duty free, FY25 saw Auckland Airport continue
to refresh its retail and food offerings in the domestic and
international terminals. Highlights included the introduction
of Rip Curl, Boh Runga Jewellery, and Soul Origin’s third
AKL store, as well as the redevelopment of popular existing
retail stores such as Adidas, and the G-Shock/Casio store.
AKL also completed its redevelopment of the international
arrivals retail experience, adding two new locally operated
stores that showcase New Zealand: Take Home, a dairy-
inspired convenience store, and Tost, a local food and
beverage operator.
A mall evolution: Mānawa Bay
In spring 2024, New Zealand’s first purpose-built outlet
shopping centre opened at Auckland Airport, introducing
shoppers to a new kind of retail experience: sought-after
premium and lifestyle brands at heavily discounted prices.
Mānawa Bay’s identity reflects the historical and
cultural significance of the land to tangata whenua,
named in te reo after the mangroves found in waterways
surrounding the airport, while its design has sustainability
at the forefront.
“There’s nothing like it in New Zealand and it’s brought
something unique to the airport precinct that customers
and the community are responding to – not just because
of the amazing brands on offer, but also the way
sustainability has been integrated into the design and
for the community amenity it’s providing in our part of
Auckland,” says Head of Retail Lucy Thomas.
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Sharing the natural wellness
of Aotearoa with the world
For ŌKU founders Helen Paul-Smith and Scott
Smith there’s joy in seeing travellers pass through
Auckland Airport and leave with a piece of
Aotearoa in their suitcase.
Rooted in rongoā Māori (traditional medicine) and
crafted from native New Zealand botanicals, the
premium herbal teas and Kawakawa soap ŌKU offers,
gives travellers a taste of New Zealand’s natural
wellness traditions to take home or gift abroad.
For ŌKU, AKL has become their biggest stage.
Since opening at the airport in 2018, sales have
taken flight and it is now the company’s largest
retail channel, with products showcased in duty
free and specialty store Kiwi Discovery.
“So much foot traffic moves through the
airport, and our products really meet what
people are looking for - something authentically
New Zealand,” Helen says. “Our native herbs are
potent, healing, and unique to this land. We’re
proud to tell that story – and the airport is the
perfect place to share it with the world.”
Mānawa Bay was proud to attract 10 notable global
brands to the New Zealand market for the first time, with
Hoka, Kate Spade and Lindt opening stores here for the
first time and offering consumers high quality products at
accessible prices.
Today the centre employs up to 750 people, depending
on the season, working across the premium outlet centre’s
111 stores. Lucy says the airport location has been a
convenient one for shoppers, with the centre’s opening
hours complementing Auckland Airport flight schedules.
Hotel stays popular with travellers
Opening in late 2023, Te Arikinui Pullman Auckland
Airport Hotel has continued to build its reputation as a
premier hotel destination, offering quality accommodation
and unique culinary dining. Part of a joint venture with
Tainui Group Holdings, the hotel today employs more than
170 people, with a focus on fostering employment in the
South Auckland community.
“We couldn’t run our airport hotels in the way we do
without the excellent talent and diversity that exists in
the South Auckland community,” says Brook Myers,
Head of Commercial Products & Projects. “Alongside
this, having Tainui Group Holdings as part of the joint
venture really adds to the culture of our workforce,
bringing a greater understanding of iwi. That’s
something we hugely value.”
The Pullman operates alongside the 4 Star Novotel and
2 Star ibis Budget Auckland Airport Hotel, creating a
strong range of accommodation options for travellers
to choose from.
Brook says the performance of the airport’s hotel business
overall in FY25 has been strong, with solid occupancy
showing continued traveller demand for hotels located
on precinct.
Landing purpose-built spaces
The 2025 financial year saw the property team at AKL
deliver two new high-quality builds at the The Landing
business park, with warehouse floor area totalling
40,000sqm.
Highlights included delivery of a new 20,000sqm
distribution warehouse for IKEA as well as a 20,000sqm
temperature-controlled pharmaceuticals facility for
DHL, which now operates five buildings at AKL that
the property team has purpose built for the company.
“I think that’s a testament to the development capability
we have in the team and the way in which we value our
long-term customer tenants,” says Mark Thomson, Chief
Commercial Officer.
Auckland Airport’s investment property portfolio closed
FY25 with a total value of $3.4 billion, reflecting an 18%
increase in rent roll and a strong occupancy rate of 99%.
The weighted average lease term (WALT) stands at
8.9 years — among the longest in New Zealand’s listed
property sector.
ŌKU founder
Helen Paul-Smith
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Ara Auckland Airport Jobs & Skills Hub.
Empowering the community means investing in the people of
Auckland Airport as well as those who live around it. As Auckland
Airport continues to evolve, it is taking a precinct-wide view to uplift
both its own workforce and the people of South Auckland through
jobs, skills, education, care, and connection. Together, we are paving
the runway to shared success.
Empowered
community
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A future reimagined
When 16-year-old Tiana joined the Ara Auckland Airport
Jobs and Skills Hub programme, she didn’t know what her
future looked like. She’d been out of school since age 14
and tried her hand helping at her auntie’s café and working
with her dad in scaffolding. But nothing had stuck.
Tiana’s turning point came when she joined Ara’s 12-week
Rangatahi Pathways to Employment Programme. Offering
the South Auckland teen more than just career opportunities,
it offered her hope.
As the only girl in her cohort, Tiana worked hard to prove
herself. Three months later, she’d earned second place in
the class competition, been named runner-up top student,
and secured a full-time role with Brian Perry Civil, with a
future apprenticeship opportunity.
“Tiana is exactly why Ara exists,” says Melanie Dooney,
Chief Risk & Corporate Services Officer. “The core mission
of Ara is to provide pathways to employment and Tiana’s
story shows how the right support at the right time can be
so powerful. Ara changes lives, and at AKL we’re so proud
to play a role in supporting their success.”
Established 10 years ago, Ara is a transformational
initiative based at Auckland Airport, which is dedicated
to connecting South Auckland people with meaningful
employment and training opportunities on the airport
precinct. In the 2025 financial year, Ara celebrated
connecting 93 students with job opportunities and
supporting 99 students into training opportunities.
Melanie says another key highlight for the year was the
opportunity to connect the work of Ara with Hawkins,
the construction company that won the contract to
build AKL’s new domestic jet terminal.
“The success of Ara is built on strong partnerships
between the airport, schools, stakeholders and
government agencies, all working together to uplift
employment and careers in South Auckland.
“As the airport builds for the future, our goal is to work
through partnership opportunities to ensure the local
community benefits from this once-in-a-generation
infrastructure investment,” Melanie says.
Auckland Airport’s contract with Hawkins, signed in
September 2024, ensures social, economic and
environmental outcomes are achieved alongside
infrastructure delivery. This approach allows broader
Empowered
community
Airport Emergency Services Officer Anna Kolodeznaya
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outcomes to be considered when making procurement,
employment and operational decisions. Although early
in project delivery, benefits are already flowing back into
the community with more than $2 million spent with
Amotai-registered Māori and Pasifika businesses, students
provided with work experience opportunities and
environmental innovations including hybrid power for
cranes that has saved more than 25,000 litres of diesel.
Building safe and sound
As construction workforces scale up at Auckland Airport,
the focus is not just on getting the job done well and on
time – it’s on ensuring everyone goes home safely.
“Airports, and construction environments in particular,
are complex workplaces and the reality is that risks are
ever-present,” Melanie says. “That’s why a strong safety
culture is something we prioritise and put into practice
every day, with the right systems in place and the mindset
to keep people safe and projects on track.”
In line with this, Auckland Airport expanded its Health and
Safety Representative (HSR) network in FY25, expanding
the team and forming stronger feedback loops between
teams, people leaders, and health and safety committees.
Elaine Toal, Head of Health, Safety and Wellbeing, says:
“HSRs are the voice of the worker, and their role is critical to
our business, especially as we deliver once-in-a-generation
infrastructure upgrades.”
Construction site collaboration stepped up this year,
with principal contractors working together through
the Project Health and Safety Forum to share lessons,
challenges, and what’s working well. In the terminals,
safety leaders renewed their shared commitment to
keeping people safe through the Common User Safety
Protocol (CUSP) group and launched a new Health and
Safety Managers Group to drive proactive improvements
including faster incident responses.
Ready for the unexpected
Auckland Airport’s newly established Risk & Resilience
team is focused on strengthening the organisation’s
ability to prepare for, respond to, and recover from
disruption. In a precinct as complex and critical to
Aotearoa New Zealand as AKL is, resilience is a
foundation of its everyday operation.
In FY25, the team focused on three key areas: embedding
practical business continuity plans across all units,
maturing incident and crisis response capabilities, and
fostering a culture of continuous improvement. With a
collaborative, whole-of-organisation approach, the team
is helping ensure Auckland Airport is ready when the
unexpected happens.
Iwi engagement
Constructive, positive relationships with iwi are a critical
component of Auckland Airport’s success, impacting a
range of business areas and operations such as resource
Uplifting whānau through
the gift of food
Auckland Airport is proud to support Kura Kai, a
charity providing nutritious, home-cooked meals
to rangatahi (young people), and their whānau
through freezers placed in secondary schools
across Aotearoa.
AKL already works closely with Manurewa High
School, working to uplift students through the work
of the Auckland Airport Ara Jobs and Skills Hub.
Now, one of the school’s freezers is regularly
stocked by airport employees, using a paid
volunteer day to support the South Auckland
community. Each month, volunteers come together
to prepare meals that are delivered with aroha
(love) and purpose - helping ensure students return
home not just with food, but with a sense of care
and community.
The monthly cook-ups have become the most
popular activity in Auckland Airport’s Step Up for
South Auckland campaign. “We believe food is
connection,” says Kura Kai General Manager Marie
Paterson. “When you bring people together to cook
for others, something powerful happens. Having a
large organisation like Auckland Airport behind our
kaupapa (project) raises awareness and shows
other businesses they can be part of it too, and that
it doesn’t have to be hard.”
AKL volunteers preparing
meals for Kura Kai
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consents and planning work, Māori design in projects,
organisational culture, marae operations, sustainability,
and wildlife management. In FY25 AKL appointed a
specialist role to manage this area of the business
and advise on how Māori culture is applied across the
organisation. Across the year the team engaged and
consulted with iwi, meeting regularly to continuously build
the relationship and our cultural capability. In FY25 we
consulted on the draft Master Plan, and supported iwi-led
blessings, naming ceremonies and event openings.
Lifting up our own
Whether people are neurodiverse, part of the rainbow
community, a parent or a caregiver, Auckland Airport
strives to be a place where everyone feels safe, seen,
and supported to bring their whole self to work.
Diversity, Equity and Inclusion (DEI) remain a priority. In
2025, the airport continued to focus on supporting women
and began laying the groundwork for new initiatives to
strengthen outcomes for Māori and Pasifika.
Supporting women
The Wāhine Toa mentorship programme launched
as a pilot in FY25, is designed to support women in
realising their career goals, while fostering diversity in
leadership. Twelve women took part in the pilot, paired
with experienced senior leaders in the business, including
male allies who support the kaupapa. The strength of
its success has led to the mentorship programme being
expanded to 24 pairings for FY26.
Other initiatives included free period products in staff
bathrooms via Dignity, and a second year of International
Women’s Day celebrations, which doubled in attendance.
Acknowledging the impact of different life-stage
experiences on workplace wellbeing, our People
Experience Team created a Menopause Support Toolkit
in October 2024, a practical resource for employees and
people leaders. With 42.7% of Auckland Airport people
identifying as women and 41% of them aged between
40 and 60, this supports inclusive leadership and better
conversations around one of the most overlooked
contributors to gender inequity.
In FY25 a review was carried out into AKL’s performance
targets to ensure they remain effective, appropriate and
fit for purpose. As a result AKL updated its gender pay gap
(GPG) targets, ensuring they reflect the changing shape
of our organisation, future growth in the infrastructure
team and the underlying long-standing issues of gender
representation in that industry workforce. AKL will continue
to target a 0% GPG by 2028 across the majority of the
organisation (13.1% in FY25), with a 20% (reduction of one-
third) for Infrastructure AKL by 2028 (27.7% in FY25).
Growing leadership at every level
Great leaders never stop learning. That mindset is at the
heart of the new Emerging Leaders pilot, developed in-
house by the Operations Training and Standards Team to
strengthen leadership capability and consistency across
Auckland Airport’s operations.
Delivered in two-day workshops, the programme hones
practical skills that make a real difference on the front
line – from giving and receiving feedback to navigating
courageous conversations, understanding learning styles,
and managing health and safety responsibilities.
Meanwhile, senior leaders are also growing their impact,
with a further 18 leaders participating in the Life Styles
Inventory™ (LSI) in FY25, a peer and self-assessed tool
that builds self-awareness by helping leaders understand
how they think, behave, communicate, and collaborate.
Almost 50 leaders have now gone through the
programme since it started in FY24.
Walking the talk
Values only matter if they’re lived, and this year,
Auckland Airport saw the evolved values that were
Powered by women
When 21-year-old Isla Stephenson joined Auckland
Airport as a Communications Graduate in November
2024, she stepped into her first professional role
– and into an all-female reporting line.
From her manager and team leader to her business
unit chief, the chief executive and board chair,
Isla is surrounded by women leading with purpose
and care.
“To see this level of female leadership, right from
the start of my career, is something I feel inspired
by and lucky to be part of. At AKL, I can see there’s
a place for women at every table,” she says.
Julia Hoare, Chair and Isla Stephenson,
Communications Advisor
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introduced in 2024, All In – Tātou Tātou, Know How –
Kōkiri Tahi, and Let’s Go – Karawhiua, guide how teams
work, collaborate, and show up for one another. Quarterly
Shout Out Awards celebrated those living the values,
selected by a cross-airport panel of Engagement Champs.
Wellbeing in your pocket
Recognising the changing needs of our diverse workforce,
in September 2024 Auckland Airport began transitioning
employee assistance services to a safety and wellbeing
app that puts support right in the hands of our people.
The new service offers free, confidential, round-the-
clock access to medical and health professionals, safety
features, and a rich library of self-service resources, just
the tap of an app away.
Turning generosity into impact
Auckland Airport’s connection to South Auckland is
more than just geographic, it’s about people. When the
communities around us thrive, so do we, which is why
supporting South Auckland through volunteering, funding,
and partnership is a vital part of our runway to growth.
Twelve days of Christmas
Small acts of generosity can go a long way, as
Auckland Airport’s Twelve Days of Christmas annual
campaign shows, with $120,000 distributed to 12
South Auckland charities in December 2024, funded
by travellers’ spare change. Each organisation received
$10,000, plus national media coverage through a
partnership with the New Zealand Herald.
Legacy of support
Since 2003, the Auckland Airport Community Trust
has distributed more than $6.6 million in grants to
support South Auckland youth, education, wellbeing,
and environmental outcomes – especially in aircraft
noise-affected areas. In August 2024, the Trust celebrated
its 20th anniversary with its largest-ever funding round:
$433,333 awarded to 29 local organisations.
Team members from Kiwi Harvest, one of the Twelve Days of Christmas charities that Auckland Airport supported in FY25.
Auckland City Mission, recipient of funds from the
Twelve Days of Christmas annual campaign.
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There’s no better way to start or end a journey than a smooth trip
through an airport. From an easy check-in experience to efficient
queues, to friendly staff and clear signage, every small detail adds up to
a more enjoyable experience for travellers.
As AKL builds for the future, we are proudly placing customers at the
centre of the airport experience, using innovation and smart technology
to create better, more seamless journeys for all.
Seamless
connectivity
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Orchestrated motion
At any given moment in the international terminal, you’ll
see it: a traveller winding their way through the terminal,
pulling a suitcase, checking their phone and glancing
at flight information screens, as they move from one
checkpoint to the next.
It’s a stop-start rhythm of global travel that plays out
thousands of times a day at AKL, with every step in the
sequence timed and structured to move travellers forward
as efficiently and smoothly as possible.
“Behind every flight, there’s an intricate system of
people, technology, and processes working in sync to
keep every part of the system working just as it should,”
says Chloe Surridge, AKL’s Chief Operations Officer.
“When everything is operating seamlessly and smoothly,
the travel experience becomes almost effortless for
customers, and that’s the clear goal of the Auckland
Airport team every day.”
In FY25 the airport team’s detailed focus on enjoyable
and seamless journeys delivered real, measurable results
for travellers, with upgraded infrastructure and a more
consistent overall performance.
Partnership performance
In FY25 strong collaboration between AKL and Aviation
Security, Biosecurity New Zealand and Customs and
Immigration delivered real improvements for passengers,
from new technology and system upgrades to physical
design improvements and better communication protocols.
“AKL is building a digitally connected aviation precinct and
the technology that has been introduced in the past year
has made a huge difference,” Chloe says. “But tech is only
part of the equation – the design of our operational systems
and processes and the strong relationships with border
agencies and airport partners are just as important.”
Arriving international passengers at AKL now enjoy a
smoother experience, with median processing times
Seamless
connectivity
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nearly 8% faster than a year ago (June 2025 vs June
2024). The median is now under 15 minutes from entering
passport control/Customs, then through biosecurity, to
exiting into the airport’s public arrivals hall.
A significant change came in November 2023 when
Biosecurity New Zealand, in collaboration with AKL,
launched a new arrivals risk-assessment process.
Now, passengers with nothing to declare can receive
biosecurity clearance while waiting for their luggage.
Having these two processes happening simultaneously
is contributing to faster overall processing times for
arriving passengers.
Wait times also reduced thanks to a reconfigured layout
that allows for more biosecurity officers’ desks and larger,
more flexible queuing areas.
“It’s great to see all the benefits of this hard work,
and there’s more to come with the opening of the
new international arrivals area,” Chloe says. “We know
every minute shaved off a queue really makes a
difference to travellers.”
International departure times are also smoother, with
the median processing times around five minutes and
30 seconds, down 19% year on year (June 2025 vs
June 2024).
Domestic processing improvements
It’s a similar story in domestic departures with a 25%
improvement year on year in median processing times,
now around four minutes (June 2025 vs June 2024).
Head of Airport Operations Performance Marianita
Willis says new scanning and screening technology
introduced by border agencies has played a key role in
speeding up queues.
Last year, AKL supported Aviation Security’s roll out of
CTiX scanning machines in both the international and
domestic terminals. This means travellers can leave
laptops, liquids, aerosols and gels in their carry-on bags at
security, making it a little quicker for each traveller to go
through the check point.
A Lane Matrixing System (LMS) was activated at the
domestic screening point in March. This enables security
machines to work together more efficiently, reducing
processing times. LMS was extended to the international
and transit screening points in May.
Consumer control
Travellers globally are increasingly wanting to be in
the driving seat, taking more control over their airport
experience by using apps or self-service technology
where possible.
With this in mind, Chief Digital Officer Richard Wilkinson
says Auckland Airport is adapting to meet changing
customer expectations, with the installation of self-service
kiosks and bag drops completed in the international
terminal in November 2024 for Zone E – the first step in a
major transformation of the check-in hall.
Grapevine Communications
– the hands and feet behind
a seamless journey
You might not see the work of Grapevine
Communications at AKL - but you feel the team’s
work the moment you arrive.
From the flight information screens that guide
you to your gate, to the free WiFi that keeps you
connected and the digital advertising displays
across the terminals - this homegrown Kiwi
company is the behind-the-scenes force
connecting systems, retailers, and passengers to
the airport’s digital backbone.
With more than 1,500 fibre-optic cables and tens
of thousands of copper lines criss-crossing the
campus, Auckland Airport is one of the most
complex tech environments in the country.
Yet Grapevine’s ICT specialists navigate it with
precision to ensure travellers experience smooth,
real-time digital connectivity every step of the way.
“We’re the hands and feet on site connecting
everything up,” says Grapevine’s owner and
director Jordan Ritchie.
Grapevine has grown as the airport has grown.
What began as a tight-knit team of five has
expanded to 27 since 2019, reflecting the scale of
transformation underway.
“It’s exciting to see how far the airport has come,”
Jordan says. “Knowing our team helps power that
journey - it’s something we’re incredibly proud of.”
Jordan Ritchie from
Grapevine Communications
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Kiosks and automated bag drops will eventually replace
91 check-in counters with the goal of making the check-in
process faster, easier, and more efficient. Travellers will
be able to check in at a kiosk and print out their bag tags,
before using an automated bag drop.
The new equipment is future-proofed for biometric
capabilities to integrate into a new baggage system when
the new domestic jet terminal opens in 2029.
Globally, biometric scanning is starting to replace physical
IDs and boarding passes - speeding up airport processes
and providing real-time data to support airport systems.
Meanwhile, the international terminal’s baggage system
is being upgraded to add capacity and resilience in
preparation for a new Individual Carrier System when the
domestic jet terminal is complete.
Domestic terminal upgrades
As construction progresses on the new domestic jet
terminal, careful improvements have been made to the
existing domestic terminal to ensure it remains fit for
purpose until the opening of the new facility. This includes
more seating beyond security, a refreshed food court
with more dining options, new signage and wayfinding
assistance, and bathroom upgrades.
Smarter parking technology
For travellers at Auckland Airport, car parks at the precinct
are often the first step in an easy, stress-free journey.
To make parking faster and more convenient, licence
plate recognition technology and mobile/online payment
technology have been rolled out across AKL’s five
international and Park & Ride car parks.
Vehicle licence plates are automatically read by cameras
on entry and exit delivering an improved customer
experience with faster processing times, reduced friction
points, better payment options, more accurate pricing and
a more modern experience for travellers.
In other parts of the business, Auckland Airport
progressed upgrades of key software systems in FY25 to
boost cyber resilience. This included improvements to
AKL’s incident and emergency system, delivering quicker
fault and incident resolution, improved guest services and
response times, and improved emergency coordination
and resolution.
Zone E automated bag drops in the international terminal
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An upgrade of the WiFi systems in both international
and domestic terminals has greatly improved the WiFi
coverage and customer experience throughout the
Auckland Airport campus.
Safety central to seamless travel
In February 2025, AKL welcomed a new addition to the
firefighting team – a first-of-its-kind Panther HRET fire truck
to New Zealand, designed to keep AKL safer than ever.
The high-spec vehicle has greater water capacity than the
existing fleet and features a unique high-reach extendable
turret that allows the Auckland Airport Emergency Service
team to deliberately and safely direct water in close,
instead of running out a hose.
Head of Emergency Response and Security Neil Swailes
says: “Auckland Airport is the first airport in the Southern
Hemisphere to invest in this model, and it joins the existing
fleet of four 6x6 Panthers. The investment is part of our
wider commitment to keep growing our emergency
capabilities in line with rising aircraft movements and
passenger volumes.”
Alongside this, AKL also introduced a new aircraft-recovery
kit in the event a plane is damaged or goes off the runway.
The $4 million disabled aircraft recovery kit - the first of its
kind in New Zealand – can be used to tow, lift, or move, an
incapacitated large passenger aircraft, meaning AKL can
now respond quickly and clear the airfield.
The latest addition to AKL’s firefighting team, the Panther HRET
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Enduring
infrastructure
As custodians of New Zealand’s gateway airport, we think long-term.
That means building resilient, customer-focused infrastructure and
delivering it at the right time, in the right place.
Whether it’s increasing airfield capacity, delivering a fit-for-purpose
domestic jet terminal or enhancing the customer journey, every
milestone reflects our commitment to helping New Zealand stay
connected and competitive on the world stage.
Annual Report 2025Auckland Airport42

Annual Report 2025Auckland Airport43

Enduring
infrastructure
As the new domestic jet terminal rises, its steel bones
stretching into the air, tens of thousands of travellers go
about their daily business nearby.
As tower cranes manoeuvre on the edge of the airfield,
travellers quickly walk to their flights, with little sense
of the massive stormwater pipes being installed
underground on the other side of the temporary fence.
Auckland Airport is now part-gateway, part-construction
zone, with approximately 1,500 workers on site and major
infrastructure projects unfolding in almost every direction
across the precinct.
“The pace of building has greatly accelerated and while
we are ambitious and building for the future, we are really
conscious that people still need to get where they’re
going today,” says Tim McKenzie, the airport’s domestic
jet terminal programme director.
“It’s a complex challenge that means we have to plan
meticulously to ensure construction doesn’t get in the way
of airport operations and the traveller experience, with
safety central to everything we do.”
New domestic jet terminal taking shape
Since the first steel columns were delivered on site in
February by West Auckland steel fabricators D&H Steel,
construction of the central section of the terminal building
has been progressing steadily, with the structure reaching
a height of 26m at its tallest point.
“The columns, beams, floors and roof that make up the
superstructure of the headhouse are about 60% complete
and we’ll then be getting underway with work on the
services fit out within the structure,” Tim says.
“After the building programme was delayed during the
pandemic, to finally see the structure emerging, which
in a few years will be busy with domestic travellers, is
hugely exciting.”
The new terminal will eventually serve all domestic jet
flights, consolidating operations under one roof alongside
international services for the first time since the 1970s, to
create a modern terminal experience.
An artist’s impression of the new domestic jet terminal.
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Behind the scenes: enabling works to keep
the airport moving
To create the space needed for the new terminal, essential
airport infrastructure has been relocated and upgraded.
A new truck dock at the western end of the international
terminal opened in early June and now manages the flow
of goods and supplies into the international terminal. With
parking bays designed for safe, easy manoeuvring for close
to 50 vehicles an hour, it replaces a smaller truck dock that
sat in the path of the terminal construction footprint.
“We’ve had to carefully manage the delivery of all goods
into the international terminal – that’s everything that goes
into the airline lounges, retail and operational spaces –
around the domestic jet terminal construction site until a
new truck dock was built,” Tim says.
“As soon as that new truck dock became operational, we
were straight into piling foundations for the domestic jet
terminal on the area that had been freed up.”
The new western truck dock forms part of an enlarged
and reconfigured international arrivals area, creating
more space for Biosecurity New Zealand and Customs
operations at the frontline of border protection efforts,
new offices for airline teams working to reunite
mishandled bags with their owners, and a new security
screening point for goods, terminal staff and airline teams.
Directly over from the international terminal, offices
alongside the Transport Hub have created workspaces for
organisations from across the airport ecosystem – airlines,
ground handlers and infrastructure delivery. Out the front
of the building, work continues in the area previously
occupied by the public pick-up and drop-off lanes that
will become dedicated transport lanes for public and
commercial transport.
Grounded in local talent and
long-term growth
Dickson Gray Electrical has been a trusted name
in Auckland’s electrical contracting sector for
55 years, but its recent work on the baggage hall
expansion project represents an exciting
opportunity to add a new chapter in its story.
Engaged by Hawkins to deliver electrical works, the
Amotai
1
-accredited business is helping lay the
groundwork and stitch together – literally – one of
New Zealand’s most significant infrastructure builds.
“It’s a big job for New Zealand and we’re proud to
be part of it,” says director Grant Megson. “We’ve
worked at the airport for decades, and we value
the opportunities we have, not just for our team,
but for the next generation coming through.”
Through partnerships with ARA Auckland Airport
Jobs & Skills Hub and social enterprise Eco,
Dickson Gray is also helping train and employ new
electricians, providing hands-on experience and
apprenticeships that build long-term careers.
Auckland Airport is committed to delivering
broader outcomes through the Terminal
Integration Programme, including enabling local
businesses to share in the opportunities created by
our major contracts in a way that enables them to
grow their teams, specialities and capabilities.
1 Amotai verifies Māori and Pasifika-owned businesses and holds a
national database of Māori and Pasifika-owned businesses that are
ready for work.
The new truck dock at the western end of the international terminal.
Allister Gordon from
Dickson Gray Electrical
03Our strategy
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Airfield expansion: more capacity today, more
flexibility tomorrow
Out on the airfield, to the north of the airport, a
250,000sqm paved extension to the international airfield
has reached completion. It’s adding six new aircraft
parking stands – five of them serviced - that can serve
either widebody or narrowbody aircraft.
“It’s been an incredible milestone to reach the completion
of construction on this project,” says Airfield Programme
Director, Jason Dardis.
“It means the physical work is done and now it’s over to our
operational teams to prepare for the first aircraft arrivals.”
Each of the close to 4,000 concrete slabs poured and
grooved for aircraft movement contributes to a major
upgrade in capacity and flexibility. The new stands
provide the breathing room to support construction of
the domestic jet terminal, allowing stand space to be
relocated as the build progresses and the terminal pier
pushes out into the existing airfield.
Importantly, the new airfield includes a direct connection
point to the future cargo precinct on Manu Tapu Drive,
ensuring freight can move efficiently between airside and
landside areas. Built on a gentle gradient, the expansion
is designed with the future in mind, enabling a direct
connection to Auckland Airport’s planned second runway
to the north as demand grows.
Future airfield expansion is also being enabled by a new
power centre constructed at the western end of the
airfield, replacing infrastructure dating back to the 1960s.
The new power centre will strengthen resilience, power
airfield growth, and eventually connect to a future cargo
precinct and second runway.
Boosting regional airfield resilience
Alongside upgrades to our international infrastructure,
Auckland Airport is progressing a $147 million upgrade
to the domestic airfield. This project will add four new
regional aircraft stands and 8,500sqm of additional apron
space, improving operational resilience.
The new stands – located adjacent to the existing
domestic terminal – will support about 140 flights
and 7,000 passengers daily, connecting more than
15 regional destinations. Importantly, they are designed
with future flexibility in mind, capable of accommodating
both turboprop aircraft and jets. As part of the upgrade,
stormwater infrastructure is being enhanced to increase
climate resilience and reduce the risk of flooding.
“While much of the action will be on the airfield, we need
to change car parks around the terminal to make way for
these important regional capacity upgrades,” Jason says.
These improvements will not only cater to the operational
needs of regional airlines when they are complete in a
couple of years, but are ready and in alignment with a
regional pier and terminal headhouse that is set out in the
airport’s draft Master Plan.
All stone & rock: laying the
foundations for growth
Family-run landscaping business All Stone & Rock
built its reputation through residential work, until
2022, when it won its biggest opportunity yet: a
tender to build the stone walls for Auckland
Airport’s new Transport Hub.
That marked a turning point for the stone wall
specialists. Nine family members, originally from
American Samoa, joined forces, bringing skills
ranging from architecture and project
management to trucking and electrical work.
The result: more than 2,500sqm of natural volcanic
basalt stone walls and feature boulders, sourced
from local maunga (volcanic hills), to reflect the
airport’s deep connection to place.
The project became the businesses’ foundation
stone for growth. Project manager John Tagi says:
“It was the first major commercial job we’d taken
on and has allowed us to realise our potential. Our
dad is our director, and it was always his dream to
see his children working together, and this project
made that come true.”
The impact has been transformative. All Stone &
Rock has grown from a team of six to 25, gained
recognition as an official Auckland Airport supplier,
and opened doors to new commercial tenders.
Just as importantly, the project created
employment and upskilling opportunities for other
Pasifika workers in their community.
John Tagi, Project Manager and
Lemeki Tagi, Director at All Stone & Rock
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Upgrades to our domestic airfield will enable greater regional connectivity.
Getting ready for the runway upgrade
Groundwork is well underway at Auckland Airport in
preparation for the largest programme of pavement
upgrades to take place on the runway in 20 years –
planned maintenance that is essential to the ongoing
resilience and safety of the airfield.
In about five years’ time Auckland Airport needs to replace
slabs across the main areas of the runway and nearby
taxiways. This work can only be carried out with a full
closure of the runway.
Approximately $40 million has been invested in a suite of
projects already well underway across the airfield to pave
the way for the runway closure. The airport team is
progressively upgrading Taxiway Alpha to be used as the
alternative runway, and widening nearby Taxiway Bravo.
Keeping the fuel flowing
Fuel security is a priority for Auckland Airport, dramatically
illustrated in 2017 when a pipeline was ruptured by a
digger 155 km away, north of the city, resulting in the
disruption of almost 300 flights.
In May this year the Government enacted regulations that
give fuel companies until November 2026 to increase the
jet fuel they hold at or near the airport, to protect against
unexpected fuel supply disruptions. Fuel companies have
informed the Government they will convert an existing
tank at Wiri to a jet fuel tank to meet the new requirement.
On the airfield, renewing and expanding the airport’s fuel
hydrant pipeline network includes taking every
opportunity to lay pipes while minimising disruption to the
airport’s core activities.
“When we needed to close Taxiway Lima for pavement
upgrades, that was ideal timing to also add in a 100m fuel
pipework across the taxiway,” Jason says.
“These are probably some of the least glamourous
elements of the programme, but we’re making sure we are
using the disruption – in this case the short-term closure
of the taxiway – to get in place the elements that set the
airport up for the future.”
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Airports globally sit at a crossroads of growth and responsibility.
As demand for travel accelerates and communities feel the impact of
climate change, it has never been more important for AKL to take a
long-term view of its own operation.
That means planning infrastructure with foresight and operating
responsibly so we can meet New Zealand’s economic ambitions, while
ensuring the airport grows in a way that is mindful of the environment.
At AKL, how we plan today defines our future resilience.
Future
resilience
Annual Report 2025Auckland Airport48

AKL’s new biofiltration system
Annual Report 2025Auckland Airport49

An optimisation story
With up to 45 planes landing or taking off every hour,
50,000 travellers per day, and big infrastructure to deliver
and plan for, there is little room for inefficiency in an
airport operation like AKL.
“As we look to the future design of the airport and what
infrastructure we need, the first question we always
ask ourselves is are we using every asset to its fullest
potential?” says Mary-Liz Tuck, Auckland Airport’s
Chief Strategic Planning Officer.
“So, whether it’s working with Airways New Zealand on
runway use, or improving the way we manage stormwater,
energy use or reusing items rather than discarding them,
our focus is being really smart and efficient in the way we
operate. That’s not just about cost, it’s about resilience
and sustainability and ensuring we’re delivering a great
customer experience for decades ahead.”
2047 in sight
By 2047, AKL is anticipating a future where about
38 million people will travel through the airport each year
(double the number of travellers today), while air cargo is
expected to grow more than 40% to 223,000t a year.
To ensure the airport keeps pace with that growth,
Mary-Liz says the strategy team has been hard at work
delivering the airport’s new refreshed draft Master Plan
– a blueprint that addresses the airport’s core operations
and future aeronautical assets.
Released on 29 April, designing the draft was a complex,
12 month-long effort, bringing together technical,
environmental, operational and stakeholder requirements
– everything from how the airport responds to climate
change and environmental management and sustainability,
to digital technology and innovation, and to energy
transition and future fuel and transport connections.
Future
resilience
From the 2025 AKL draft Master Plan, an artist impression of 2047 possible key developments
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Annual Report 2025Auckland Airport50

“For a long-term infrastructure provider like AKL,
proactive long-term planning across all of these factors
is essential, not only to accommodate growth but also
how we continue to support the economic ambitions and
community wellbeing of Tāmaki Makaurau Auckland and
New Zealand as global air travel grows,” Mary-Liz says.
A key focus in developing the draft Master Plan was the
timing for construction of a second runway, a topic that
has long captured the interest of the Auckland community.
Designed to be built about 18m higher than the existing
runway, the second runway will enhance AKL’s resilience
to climate change as well as accommodate future growth
in aircraft movements. AKL’s Head of Aeronautical
Infrastructure Planning Alessandra Tunno says, “I think
people are really interested in the future second runway, not
just because of aircraft, but because people see AKL as a
reflection of Auckland’s success and ambition for the future.”
For the next decade though, AKL plans to get the most
of out its existing runway operation, something that’s
been made possible through close collaboration with
stakeholders during the masterplanning process.
“That’s been one of the greatest outcomes, working
with Airways New Zealand and our airline customers
to innovate and explore all the ways we can ensure
our current airfield operates as efficiently as possible,”
Alessandra says. “Through that collaboration, we’ve been
able to push out the timing for the second runway toward
the end of the next decade. Alongside this we’ll continue
to look for opportunities to use the existing runway
more efficiently, to ensure that a second runway is only
delivered when the existing runway can no longer cater
for growth.”
Optimisation, efficiency and flexibility are themes that
feature heavily in other parts of the draft Master Plan.
On the airfield, AKL is focused on delivering flexible
infrastructure designed for maximum stand use. Stand
allocation will be prioritised to ensure the most efficient
use of apron capacity. Strong interest in AKL’s draft
Master Plan saw the Master Plan team meet with more
than 100 stakeholders during the consultation period in
May to gather feedback, with a final version of the plan to
be released at the end of the 2025 calendar year.
Soaking it up
The extreme weather events of 2023 were a stark
reminder of the challenges posed by climate change
and the need to boost future capacity for stormwater
management and treatment, providing additional
resilience during times of extreme weather.
In FY25 AKL completed a programme to lay 4.4km of
pipes to capture stormwater flows from more than 100ha
of land north of the international terminal.
The pipes - measuring up to 2m in diameter – direct
stormwater into an innovative treatment system new
to New Zealand, which can treat up to three-times the
volume of water compared to traditional stormwater
ponds. With the project completed in July 2025, native
Game-changing cleaning tech
JT Group’s electric water blasters have been a
quiet force at Auckland Airport for years, literally.
Unlike petrol-driven models that can emit as much
CO₂ as eight cars, the all-electric water blasters
produce zero emissions and are whisper-quiet -
ideal for work across the busy airport precinct,
especially near hotels and terminals.
Now, business is about to take off for the
family-owned company, with its new robotic
building wash system, piloted at AKL, turning
heads internationally.
“There’s nothing like our machines anywhere in
the world,” says JT Group’s managing director
Ray Tomlinson. “We’ve flown under the radar for
years, but Auckland Airport saw the potential early,
and that backing has helped us reach the world
stage,” says Ray, whose father started the business
in the 1960s.
Trialled on the glass exterior of the airport’s
Transport Hub, the 150kg robot glides along a
custom-designed perimeter rail, delivering a
superior clean with nothing but pure, deionised
water. What once took a 10-person abseil crew
several days can now be completed in just one
— using 85% less water and with zero emissions.
As well as aligning with AKL’s sustainability goals,
it’s also safer - removing the need for crews to
scale multi-storey buildings. JT Group also cleans
buildings in AKL’s office precinct and the solar
panels atop the new Mānawa Bay shopping centre
– making AKL one of JT Group’s largest clients.
Ray Tomlinson,
Managing Director
at JT Group
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plants remove contaminants before stormwater is
discharged into the Manukau Harbour, with a small
stormwater pond biofiltration system providing additional
treatment and temporary storage during heavier rain.
Looking ahead, stormwater upgrades are a key
feature of the airport’s draft Master Plan, to build AKL’s
resilience to severe weather events under a range of
future climate scenarios.
Driving decarbonisation at AKL
AKL has accounted for its carbon emissions for more than
a decade, and each year brings a new wave of initiatives to
tackle operational practices and reduce emissions under
its direct control.
“The process is rigorous, and every element of our
operations is scrutinised for ways to reduce or eliminate
emissions to achieve a 90% reduction in scope 1 and
scope 2 emissions by 2030,” says Andrea Marshall, Head
of Environmental Planning and Sustainability.
“A significant transition is underway with the replacement
of natural gas heating and cooling with renewable electric
heat pumps in the international terminal to provide
the 6.5 megawatts of power required to operate
New Zealand’s largest air conditioning system. After
installation and extensive trials of the first electric heat
pump throughout 2023 and 2024, we are now preparing
to commission the next unit, which will heat and cool the
main terminal areas. Results of the transition are being
seen, with emissions from scope 1 sources (those owned
or controlled by Auckland Airport) down 19% in 2025,
compared to the baseline year of 2019.
Andrea says the sustainability team’s determination
continues to make an impact, with every initiative
designed to build on the previous. Highlights for
FY25 include:
•
Massive solar arrays switched on
Auckland Airport is now generating some of its
own energy via the sun, with two major solar arrays
now supplying energy on the airport precinct. The
rooftop solar array in the Transport Hub is delivering
1.2 megawatts to the office block and EV chargers,
while the solar array at Mānawa Bay, New Zealand’s first
dedicated shopping centre to receive a 5 Green Star
rating for its building design, is generating 2.3 megawatts.
•
Going electric: gas-free food court
New Zealand’s first fully electric food court opened
at Mānawa Bay. The food court operates entirely
without natural or LPG gas, featuring 13 food and
beverage outlets all equipped with electric cooking
and heating systems.
•

Ligh
ting the way
In FY25 Auckland Airport installed 600 new LED runway
lights along the 3.6 km runway. These new LEDs use
up to 70% less energy and last 15 times longer (75,000
hours) than halogen lighting, with bulbs lasting longer.
The lighting upgrade programme now focuses on the
thousands of halogen lights across the rest of the airfield,
including taxiways, the apron and aircraft stands, with a
replacement programme phased over the next 10 years.
New Zealand’s first fully electric food court at Mānawa Bay
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Low-emission aviation
With aircraft generating the majority of around 88%
of the emissions linked to airport activity, addressing
this emission source is one of the most challenging and
collaborative tasks in aviation’s journey to decarbonise.
“As a hard-to-abate sector, aviation’s decarbonisation is
a long-term undertaking that depends on coordination
across the entire industry,” Andrea says.
This is particularly important given New Zealand’s
remote location, our geographically dispersed population
with its social and economic dependency on travel, and
New Zealand’s substantial tourism market.
“Reducing emissions associated with operating aircraft
will rely on New Zealand’s access to sustainable aviation
fuel (SAF) production, particularly as a long-haul
destination. Our focus continues to be working with
our key partners to explore regional solutions, as well as
engaging with airlines to understand future infrastructure
requirements for new low-emissions aircraft technology
as it emerges, such as electric and hydrogen-fuelled
aircraft. SAF is already able to be delivered to aircraft
today via AKL’s fuel hydrant system.
Reducing waste is a team effort
Airports are a bit like small cities, hosting retailers, cafés,
transport infrastructure and offices, and generating a
constant stream of waste. Auckland Airport is focused
on ongoing initiatives to manage waste better through
a targeted and coordinated approach – from waste
avoidance to reduction, reuse, composting and recycling.
Food waste is one of AKL’s largest waste streams.
With more than 40 food and beverage outlets and six
premium lounges in the terminals, Auckland Airport has
been growing its food waste composting programme year
on year with 295t of food waste sent to compost in the
12 months to 30 June 2025.
This includes the Strata Lounge where the amount of
biosecurity waste going to landfill has been reduced by an
average of 25% a month. This has been achieved by the
implementation of a food scraps bin, under a MPI approved
process, to redirect food waste created in kitchen and
service preparation areas to a compost stream.
This has been enhanced by a new ‘twilight service’ where
surplus food is used to create new dishes and offered as
a tray service for customers, as a targeted initiative to
decrease the volume of food waste produced.
AKL’s collaboration with CAA/Aviation Security and the
airport’s waste collection provider also means multiple
prohibited items removed from traveller checked luggage
are now repurposed. A common example is batteries,
many of which are still in their original packaging. Last year
we redirected more than 1,500kg of new alkaline batteries
to schools and other charitable purposes.
“Managing waste efficiently across the numerous
construction projects at the airport is a priority as we build
a resilient, future-ready airport.” Mary-Liz says.
“Our infrastructure projects typically target a 70%
diversion of construction waste from landfill, but we have
an agreement with our construction partner to achieve
80% diversion on the integrated terminal project. We
also reuse materials on site where possible. For example,
100,000t of waste concrete from our airfield operations
was crushed and used as a solid base layer for our
northern airfield expansion project.”
At Mānawa Bay, waste sorting is delivering real and
measurable results. In the food court there are no
public-facing bins and it’s the job of cleaners to clear
waste from tables, and sort it into recycling and waste-to-
landfill streams.
“This has proven an effective way of getting the
right thing in the right bin,” Mary -Liz says. “Between
September and June, 612t of rubbish was collected from
the mall, of which 33% was food waste and compostable
packaging going to compost, 30% cardboard, 8%
commingle recycling, and 29% went to landfill.“
There are other waste work streams and sustainability
opportunities on the go. A collaborative group has been
established between AKL and terminal retailers to connect
and discuss new initiatives and shared challenges. “This
leans into our role as a connector – we can achieve so
much more if we work together.”
Charging up
As part of our ongoing commitment to sustainability, AKL
and Meridian Energy are partnering to create a charging
hub for electric vehicles. The hub will be the first site
on Meridian’s EV charging network to be certified with
100% renewable energy through its Renewable Energy
Certificates. Meridian invests the money paid for these
certificates into community decarbonisation projects,
such as EVs and solar panels for community groups.
Waste concrete being recycled for the northern airfield project
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04Climate-related disclosure
Climate-
r
elated disclosure
About this report
56
Governance58
Risk management61
Strategy
62
Metrics and targets77
Annual Report 2025Auckland Airport54

04Climate-related disclosure
Annual Report 2025Auckland Airport55

04Climate-related disclosure
About this report
Auckland International Airport Limited presents its Climate-related
disclosur
e for the year ended 30 June 2025.
This is Auckland Airport's fifth Climate-related disclosure
(
CRD) and the second that is required to comply with
the New Zealand Climate Standards. The early adoption
of climate-reporting frameworks and standards has allowed
the Airport to gain a strategic understanding of climate-
related infrastructure, operations, and business strategy.
As New Zealand's largest airport, we recognise the
important role Auckland Airport plays for New Zealand
and our responsibility to operate an airport precinct that
is resilient to both the physical and transitional climate risks
that may arise with climate change.
Auckland Airport is committed to reducing the impact of
airport operations, building resilience into our infrastructure
to protect against potential future impacts of climate
change, and to work with our partners to address the
challenge of reducing emissions from aviation.
This Climate-related disclosure is Auckland Airport's
climate statement. It has been prepared in compliance
with the Aotearoa New Zealand Climate Standards (NZ CS)
published by the External Reporting Board (XRB). Auckland
Airport has elected to not use any of the early adoption
provisions in NZ CS 2.
Auckland Airport is a climate reporting entity under the
Financial Markets Conduct Act 2013.
Approved on behalf of the Board on the 20th August 2025.
Julia Hoare
Chair
Grant Devonport
Chair, Audit and Financial
R
isk Committee
Annual Report 2025Auckland Airport56

04Climate-related disclosure
Our Climate-related disclosure journey
Auckland Airport has published a climate statement aligned with the Task Force for Climate-related Financial Disclosures
(T
CFD) since 2021. In 2023 the Airport published its first disclosure aligned with the New Zealand Climate Standards and
each year it continues the journey of enhancing the way climate-related risks are managed and reported on.
2021
• Adopted the guidelines of the TCFD for the first time
•Identified and assessed climate-related risks and opportunities
• Set a suite of new sustainability targets to 2030, including reducing scope 1 and scope
2 carbon
2022
• Continued to align the Airport’s climate-related disclosure with TCFD guidelines
•Identified a broader range of physical and transitional climate-related risks
• Elevated climate-related risks to sit within the company executive-level risks,
incr
easing Board oversight of climate-related risks and controls
2023
• Conducted climate-related scenario analysis across three possible futures, drawing
from relevant sector-wide scenario analysis
• Evaluated and quantified the potential financial impact of material climate-related risks
• Undertook further modelling of climate-related physical risks
• Aligned with the New Zealand Climate Standards
2024
• The charter and remit of the Safety and Operational Risk Committee was
s
trengthened in sustainability (including climate change) governance, and the
Committee was renamed the Safety, Sustainability and Operational Risk Committee
•Quantified the
financial impact of a greater range of climate-related risks
2025
• Refreshed the Enterprise Risk Management Framework
• Board Risk Appetite Statement was refreshed to reflect
and align with the Airport’s
overarching strategy and a target level of risk was set for all key risk categories
including climate-related risks
• Formalised a climate-related risk management procedure
• Conducted a Board experiential to grow the Board's skills and competencies in
go
vernance of climate-related issues
• Formed the Executive Level Management Enterprise Risk Committee, which addresses
the nine L
evel 1 enterprise-wide risks, including climate-related risks
2026 and beyond
• Develop key risk indicators and key performance indicators, including climate metrics,
as a part o
f the Enterprise Risk Management work plan
• Continue to develop an understanding of climate adaptation strategies
• Improve data collection processes for a range of metrics
Annual Report 2025Auckland Airport57

04Climate-related disclosure
Governance
Board oversight
Auckland Airport’s Board of Directors is the governance
body r
esponsible for risk management including having the
oversight of climate-related risks and opportunities. The
Board 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.
Skills and competencies
The Board assesses the level of experience and
compe
tence 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, four
having practical and direct experience, and two with
some experience. Any identified gaps in skills across
board members is addressed via education and upskilling.
In the 2025 financial year, climate-related issues were
the focus of a board experiential session hosted by an
external provider. It covered a regulatory overview, board
responsibilities and best practice in climate governance
and transition planning.
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 in managing
physical and transition risks.
Reporting processes and frequency
The Board has delegated risk oversight and monitoring to
the S
afety, Sustainability and Operational Risk Committee
(SSORC), which comprises four Board directors. The
SSORC is responsible for assisting the Board to discharge
its responsibilities in relation to safety, sustainability
(including clima
te-related) and operational risks, and
oversees, reports and makes recommendations to the
Board. The SSORC receives a quarterly report from
management on enterprise-level risks and controls,
including the physical and transitional impact of climate
change on the business. Outcomes of the SSORC meetings
are reported to the Board on a quarterly basis and are
discussed at full Board level where necessary.
A separate committee, the Audit and Financial Risk
Committee (AFRC), which comprises a minimum of
three Board directors, is responsible for the preparation
of financial and non-financial disclosures. The AFRC
is responsible for assisting the Board to discharge its
responsibilities in relation to financial and commercial
risk including the annual Climate-related disclosure and
associated greenhouse gas metrics. The AFRC reviews and
approves the release of this disclosure, as part of the annual
results and report.
The People, Iwi and Remuneration Committee provides
oversight and review of people, iwi and remuneration
governance, strategies and policies. This committee also
has responsibility for considering climate change when
setting management remuneration.
Remuneration
In the 2025
financial year, all members of the executive
leadership team (ELT), including the Chief Executive, had
short-term incentives linked to sustainability (including
climate change) and enterprise risks, which were weighted
between 10%-25%. 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 are set by management
and approved by the Board, and performance against these
is tracked over time. In the 2025 financial year, the targets
themselves are not incorporated into remuneration policies,
however ELT KPIs contribute to organisational performance
against these targets.
Annual Report 2025Auckland Airport58

04Climate-related disclosure
Management’s role
Auckland Airport’s management is responsible for the
identification, assessment and management of risks
and opportunities (including fr
om climate change).
Management has developed an enterprise risk
management framework and approach, designed to
promote a culture that ensures a proactive and consistent
approach to identifying, mitigating and managing risk on
a company-wide basis. See Enterprise Risk Management
for a more detailed description of the enterprise risk
management process.
Reporting processes and frequency
The Chief Executive oversees the risk process and
quarterly reporting to the SSORC and AFRC. The chief
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. Further detail in relation to the processes and
frequencies by which management is informed about,
makes decisions on, and monitors climate-related risks and
opportunities is set out in the Organisational structure and
responsibilities table.
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.
Annual Report 2025Auckland Airport59

Organisational structure and responsibilities
Auckland Airport Board
Auckland Airport Management
• Accountable for governance of risk management at Auckland Airport.
• Ensures Auckland Airport has appropriate and effective risk management in place.
• Reviews the Risk Appetite Statement (‘RAS’) and resets the key risk categories.
• Ensures the Board has appropriate skills and competencies to provide oversight of risks.
• Oversees the enterprise risk management framework and reporting to the Board and Board committees.
• Regularly monitors and evaluates the effectiveness of Auckland Airport’s processes and risk plans
Enterprise Risk Committee (ERC)
• Has executive level accountability for governance of enterprise risk management (ERM).
• ELT members have ownership of the key risk categories (including climate risks) and control environment and are
accountable for any open incidents, issues, and related actions within their functional areas.
• Reports quarterly to SSORC on key risk categories
Safety, Sustainability and Operational
Risk Committee (SSORC)
Audit and Financial Risk Committee (AFRC)
People, Iwi and Remuneration Committee (PIRC)
• Assists the Board to fulfil its corporate governance responsibilities
relating to safety, sustainability (including climate change) and
operational risk management and compliance.
• Oversees and makes recommendations to the Board on the risk
profile of the business
• Ensures that appropriate policies and procedures are adopted for
the identification, management and reporting of significant risks.
• Receives quarterly risk updates from management, including on
climate-related risk
• Oversees the greenhouse gas inventory and emissions reduction plan
• Holds management accountable for managing risks suitably
• Oversees, reports and makes recommendations to the Board on
the publication of financial and non-financial disclosures
including the Climate-related disclosure.
• Sets the Chief Executive’s annual objectives for short-term
incentives, including sustainability objectives
Sub-committees of the Board
Enterprise Risk Manager
• Responsible for developing,
championing and leading the enterprise
risk management programme of work to
connect risk with strategy and
performance of the organisation
Head of Environmental Planning
& Sustainability
Head of Strategy, Planning
& Performance
• Responsible for developing and
implementing holistic climate change
mitigation, adaptation and transition plans
to ensure resilience against climate
change and other environmental issues
• Responsible for reporting to the Chief
Strategic Planning Officer on the
business climate and sustainability risks
• Responsible for the organisation’s
budget setting process including
ensuring the right level of climate
consideration is included. Supports the
monitoring of the company business
strategy
Key management roles reporting to ELT
Chief Strategic Planning Officer
• Owns the organisation’s sustainability strategy and targets
• Reports to the Enterprise Risk Committee on a quarterly basis on
climate-related risks
• 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
Chief Financial Officer
• Ownership of Auckland Airport’s enterprise risk management
programme of work
• Responsible for internal audit processes
• 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
04Climate-related disclosure
Annual Report 2025Auckland Airport60

04Climate-related disclosure
Risk management
Auckland Airport's Board risk appetite statement and
risk managemen
t company policy guide our approach to
climate-related risk. Risks relating to Auckland Airport’s
key risk categories are aggregated and captured in a
centralised enterprise risk register. This enables oversight
of the status of all risks, including risk ratings, controls
and ongoing progress made to minimise them. Climate-
related risks are fully integrated into the enterprise risk
management process and are prioritised holistically as
one of nine level 1 key risk categories. Level 1 risks are
owned at the executive level and encompass strategic
risks that impact the overall direction to meet the
business objectives.
Identifying and assessing climate-related risks
Hazards across the value chain are identified at all levels
o
f the organisation. Limitations in data and information
exist in some parts of the value chain, however Auckland
Airport does not exclude any parts of the value chain from
the risk identification and assessment process. In the case
of climate-related risks, a cross-company identification
process is undertaken every two years to cover our
evolving understanding of the impacts of climate change
on Auckland Airport. The identification process alternates
between physical and transition risks each year. The most
recent identification workshop was undertaken across
physical risks in the 2025 financial year.
Once identified, all risks are assessed through Auckland
Airport’s Risk Assessment Matrix using the likelihood and
consequence or impact scales. The 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. Climate-
related risk ratings are assessed by a cross-functional
group of management including representatives from the
sustainability and finance teams, using the three scenarios
and timeframes detailed in the Strategy section of this
disclosure. Risk ratings that reach the material threshold
(high or critical) are reviewed by the executive leadership
team to prepare for the quantification of the financial
impact of risks for disclosure.
Scenario analysis is the main tool in which Auckland Airport
uses to identify and assess climate-related risks to the
business and how they may present themselves in an
uncertain future.
Managing physical risks
Auckland Airport uses a combination of national, local and
site-specific climate projections and scientific modelling
1
of
physical climate hazards to better understand risk to the
business. The most significant physical risk for the airport,
as listed in the Strategy section, 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 storm water management plan and sub-
catchment strategies have been developed to inform our
response to flood risk.
In the 2025 financial year, Auckland Airport continued
to improve the resilience of the precinct. Resilience is
being built into the airfield expansion with 4.4 kilometres
o
f new storm water infrastructure due for completion
by the end of 2025. A new storm water pond, which
features biofilter technology that both increases capacity
of the storm water network and improves water quality,
was completed in July 2025. In addition, Auckland Airport
considers non-airport owned upstream infrastructure (such
as impervious surfaces and storm water systems) that may
contribute to or mitigate potential flooding on the airport
precinct. Adaptation planning is underway, with a five-year
strategy for climate adaptation in development. It focuses
on building understanding of climate risks, strengthening
decision-making processes, and aligning climate risk with
business continuity.
Managing transition risks
As an organisation operating in a high-carbon industry, the
pace and scale o
f transitioning to a low-carbon economy
has the potential to pose significant risk to Auckland
Airport, particularly across the technology and policy
landscapes, and reputationally.
To mitigate these risks, we are committed to playing our
part t
o unlock aviation decarbonisation by ensuring the
precinct is ready for infrastructure that will enable airline
partners to adopt lower-emissions technologies as they
become available. Auckland Airport’s Master Plan 2025,
currently in draft, considers future fuel requirements. We
are also engaging with the wider aviation industry to
establish the right conditions in New Zealand for supply of
sustainable aviation fuel.
1
In 2023 Auckland Airport engaged Beca to conduct modelling of flooding and inundation risk using various levels of infrastructure intervention against the
I
ntergovernmental Panel on Climate Change Representative Concentration Pathway (RCP) 2.6, 4.5 and 8.5
Annual Report 2025Auckland Airport61

04Climate-related disclosure
Strategy
Resilience of business strategy
Auckland Airport has an extensive coastline, given our
unique loca
tion 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.
Due to the high-carbon profile of the aviation industry,
there are also various risks to the business associated
with the transition to a low-carbon economy. Global and
domestic carbon policies affecting aviation activity, public
per
ceptions towards air travel, and changing technology,
have the potential to affect Auckland Airport.
The Airport keeps abreast of global and local trends in
clima
te-change research and modelling, and undertakes
regular environmental scans and analysis of key factors
so it can respond to any emerging risks early. That
includes developments in global and national carbon
policy, public perception of aviation, and technological
advancements to decarbonise. Political, economic, social,
technological, legal and environmental (PESTLE) factors
affecting Auckland Airport and emerging risks are included
in the quarterly ERM governance reporting packs provided
to the Enterprise Risk Committee and SSORC.
Annual Report 2025Auckland Airport62

04Climate-related disclosure
Current climate-related impacts
While the full impact of climate change is yet to impact businesses, Auckland Airport is already experiencing both
physical and transition impacts. Some of the ways climate change has affected operations in the 2025 financial year
are illustrated below.
Current impactDescription of impactType of
impac
t
Actual financial impact in FY25
Physical
impacts
Severe weather
e
vents and
insurance
impacts
Auckland Airport was not materially
impac
ted by severe weather events in
the 2025 financial year that created
costs relating to clean-up or capital
deployment. However following the
2023 Auckland Anniversary weekend
flood event, planned investment into
storm water infrastructure was brought
forward and the 2025 financial year saw
substantial capital investment being
deployed into projects that have a
storm water management component.
This includes Park & Ride South,
terminal enabling works, storm water
pond upgrades, roading upgrades and
drainage improvements on the runway.
Capital
deplo
yment
Assets commissioned in FY25 with a storm
w
ater component have a capital value of
$213m, noting this is the total value of the
asset, and reflects more than the storm
water component.
See Metrics and Targets for
further analysis.
Transition
impacts
Increasing
s
takeholder
expectations
for climate
change
mitigation and
adaptation
Auckland Airport is committed
t
o meeting stakeholders' evolving
expectations on climate change
mitigation and adaptation. In the 2025
financial year, costs have primarily
come through capital deployment and
relate to a wide range of initiatives
including LED lighting upgrades, solar
installations and the installation of
electric heat pumps.
Capital
deplo
yment
$9m was spent on projects that have
a primary purpose o
f climate change
mitigation or adaptation.
Assets commissioned in FY25 that have
a component of it addressing climate
change mitigation or adaptation have a
value of $424m, noting this is the total
value of the asset and reflects more than
the climate component.
See Metrics and Targets for
further analysis.
Annual Report 2025Auckland Airport63

04Climate-related disclosure
Scenario analysis
In 2023 Auckland Airport followed TCFD guidance for
scenario analy
sis and developed three scenarios to help
identify potential climate-related risks and opportunities,
and test the resilience of its business model and strategy.
Auckland Airport recognises that many plausible futures
exist where different global temperature pathways, policy
settings and consumer preferences can play out.
The three scenarios represent an orderly and rapid
transition (low-emission scenario), a disorderly and delayed
transition (a medium-emissions scenario) and a hothouse
world where emissions continue to rise unabated (a high-
emissions scenario). The three scenarios are not forecasts
but aim to present plausible futures to help Auckland
Airport test the resilience of its business model and
strategy, identify climate-related risks and opportunities,
and to be prepared to respond to them as they arise.
The end point of Auckland Airport's scenarios is 2110,
reflecting a long-term planning timeframe that is aligned
with flood modelling.
The three scenarios were developed by members of the
Sustainability and Strategy teams with input from a subset
of the ELT in a workshop format. No external specialists
were used for scenario analysis. The scenarios were
reviewed by the SSORC and endorsed by the ELT and
the board in 2023. The scenarios are reviewed each year
by management to assess whether they remain relevant
and whether new information (such as climate modelling,
sector-wide scenarios and industry data) warrants updating
the scenarios. Any material changes to the scenarios will
be reviewed by a subset of the ELT and the SSORC.
The scenarios have been reconfirmed for the 2025
financial year.
While climate resilience is a key focus of Auckland Airport's
business strategy, the climate scenario analysis process
is not yet formally integrated into its wider business
strategy development process and climate scenarios were
developed as a standalone exercise.
Relevance of scenarios
Auckland Airport is confident
that its climate scenarios
are relevant and appropriate for assessing the resilience
of our business model and strategy to climate-related risks
and opportunities. Auckland Airport's scenarios are based
on the property and construction, tourism and transport
sector-wide scenarios that are deemed applicable as
they represent the core parts of Auckland Airport's
business, now and into the future. In addition to the
sector-wide scenarios, Auckland Airport drew upon the
National Institute of Water and Atmospheric Research's
Representative Concentration Pathway scenarios, and
bespoke modelling work that had been completed to
understand the potential physical impacts of climate
change on the airport precinct. The inputs for this
modelling work were based on the Airport's operations,
making the modelling appropriate for the purpose of
scenario analysis. The Airport recognises there is inherent
uncertain
ty and limitations associated with any climate
scenarios, however the underlying assumptions provide a
method of understanding how physical and transition risks
could evolve in different futures.
Auckland Airport's scenario analysis process:
Assess materiality of climate-related risks
Step 1:
• Identify current climate-related risks and
opportunities
• Assess likelihood and impact of each risk
Step 2:
Identify driving forces
• Identify the external driving forces which may
impact Auckland Airport’s climate change risks
• Rank driving forces based on uncertainties and
impacts
Step 3:
Develop scenario
• Form scenarios based on different
combinations of driving forces
• Describe how each driving force develops and
it’s impact over the time horizon
• Describe how the driving forces could interact
Step 4:
Evaluate business impacts
• Evaluate potential effects on the organisation
under each of the scenarios
•

Q
uantify potential financial impact of risks to
the business
• Identify key sensitivities
Step 5:
Assess effectiveness of business
strategy against scenarios
• I dentify potential responses to risks under
scenarios
•
Evaluate effectiveness of responses across
scenarios, as well as responses to specific
scenarios
•
Identify what adjustments to strategic and
financial plans need to be made
Annual Report 2025Auckland Airport64

Global emissions peak in the
2020s as international climate
frameworks tighten, with strict
legislation accelerating New
Zealand’s low-carbon transition.
Flying becomes more
expensive in the short term
due to r
egulation and carbon
pricing. However, coordinated
investment by the public
and private sectors drives the
successful rollout of low-carbon
aviation technologies and
domestic SAF production
leading to a mostly decarbonised
se
ctor by the 2050s.
Global emissions continue to
rise until the 2040s when rapid,
and less organised policy ac tion
is required to limit warming
and transition to a low-carbon
economy.
A lack of
early and coordinated
action be
tween the public and
private sectors means that low-
emission fuels and technology
are slow t o develop and costs
are high. Policy se ttings are
introduced in the 2040s to
quickly curb emissions which
restricts the growth of a viation
and causes fl
ying to become
expensive.
Global emissions continue to
rise unabated. Policy focus shifts
to adaptation, however the cost
of pr ojects is high.
Aviation continues to be reliant
on fossil fuels, which increase in
price over time due to scarcity,
demand and supply chain
disruptions. This makes the
price of travel expensive.
Physical climate impacts are
high and severe weather events
regularly cause operational
disruption and damage to
infrastructure.
Growing public awareness of
aviation’s climate impact slows
passenger growth during the
transition, however, is beginning
to increase in 2050 when
aviation has become largely
decarbonised. Physical climate
impacts intensify only slightly,
with minimal disruption to
business operations, allowing
organisations and value
chains to focus on strategic
transforma
tion rather than
reactive crisis management.
The cost and carbon impact
of a viation means it loses
considerable popularity,
particularly long-haul travel,
significantly impacting trade
and tourism. However, aviation
for domestic trade and tourism
remains necessary. Physical
climate impacts are
intensifying, creating disruption
to travell
ers and operations.
However, adaptation plans have
been implemented which limit
the impact on infrastructure.
Although there continues to be
high desire for travel, long-haul
travel is expensive and often
disrupted which reduces
demand. However, as physical
climate impacts are less severe
in New Zealand than other
places, demand for domestic
tourism increases which allows
New Zealand's tourism industry
to remain viable.
Time
CO
2
e
Scenario 1: Orderly
Scenario 2: Disorderly
Time
CO
2
e
Time
CO
2
e
Scenario 3: Hothouse
Driving forces
Temperature increase: ~4.3°c (RCP8.5)
Price of carbon: Minimal increase
Physical risk severity: High
Policy action: Minimal
Technology development: Minimal
Driving forces
Temperature increase: ~2.4°c (RCP4.5)
Price of carbon: High increase
Physical risk severity: Moderate
Policy action: Delayed then rapid
Technology development: Moderate
Driving forces
Temperature increase: ~1.5°c (RCP2.6)
Price of carbon: Moderate increase
Physical risk severity: Low
Policy action: Immediate and coordinated
Technology development: Fast
04Climate-related disclosure
Annual Report 2025Auckland Airport65

04Climate-related disclosure
Climate-related risks and opportunities
Auckland Airport continues to consider climate-related
risk
s and opportunities as part of its strategic planning,
including our asset management plans, capital projects,
master plan and longer-term flood and storm water
modelling for the whole of the Auckland Airport precinct.
Climate-related risks and opportunities indirectly serve as
inputs to the internal capital deployment and funding
decision-making processes. A long-term storm water
strategy has been developed and integrated into the
development plan to ensure the risk of flooding and
inundation throughout the precinct is minimised. Relevant
projects, such as the airfield expansion, that are under
development, have additional storm water requirements
built into the design to increase the capacity of the storm
water network.
The following pages set out the material physical and
transition climate-related risks identified by Auckland
Airport. Risks have been identified across the Airport’s
entire value chain and have been assessed as the risk
in 2050 incorporating mitigation currently in place. The
anticipated impacts, including financial, that might be
experienced, and the timeframe/s in which the impact
might reasonably be expected to occur are set out. Where
we have not been able to disclose the financial impact the
reasons are explained.
While not mandatory under NZ CS, Auckland Airport has
elected to disclose its current and planned mitigation
actions to convey to end users how we plan to minimise
the organisation’s climate-related risks.
Auckland Airport uses the following definitions when referring to different planning timeframes:
Short term
Present day - 2035
Aligned with capital planning
Medium term
2036 - 2050
Aligned with master planning
Long term
2051 - 2110
Aligned with climate modelling
Annual Report 2025Auckland Airport66

04Climate-related disclosure
The following pages describe the material climate-related risks that that have been considered across Auckland Airport's
value chain. All material risks are limited to the geography of the Auckland Airport precinct.
Extreme weather events causing business interruption, operational delays and damage to
i
nfrastructure. Exacerbated due to long-term climate-related shifts such as sea-level rise.
Risk type:
Physical
Key scenario: Hothouse
Anticipated impact:
• 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 affect insurance premiums and the availability of insurance
Quantified anticipated financial impact: $0-$75m 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
• Financial impacts to terminal, airfield, roading and car parks drawn from experience from the flooding event in January
2023 and e
xtrapolated to flood modelling in 2110
• Considers the impact of sea level rise under each scenario
• Extensive upgrades to the storm water network are underway, however these reduce only the short- and medium- term
risk and ther
efore will not contribute to a reduction in potential financial impact over the long term
Timeframe in which the anticipated impact may occur: Medium- and long term – climate modelling has determined that
a severe weather event under the worst-case scenario (RCP 8.5) may cause flooding from 2046
Management response:
• Storm water master plan kept up to date reflecting latest climate change information and non-airport-owned upstream
infrastructure development
• Implementation of storm water 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
• Reviewing land valuations with consideration of the risk of flooding and coastal inundation
• Continuing to expand knowledge and strategies for climate adaptation, including decision-making processes, asset and
in
frastructure management, and business continuity
• Long-term: Development of a second runway at a higher elevation
References:
• Auckland Airport flood modelling undertaken by Beca in 2023.
Annual Report 2025Auckland Airport67

04Climate-related disclosure
Adverse weather causing disruption to construction timeframes
Risk type:
Physical
Key scenario: Hothouse
Anticipated impact: 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 anticipated 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
A
uckland Airport at any one time
Timeframe in which the anticipated impact may occur: All time horizons
Management response:
• 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 con
tracts
• The construction programme includes a variety of packages to enable resources to be diverted during
inclemen
t weather
• Targeted timing of projects to avoid/minimise winter works
Annual Report 2025Auckland Airport68

04Climate-related disclosure
Moderation in growth caused by external decarbonisation policy and pricing mechanisms
Risk type:
Transition
Key scenario: Disorderly
Anticipated impact: Policies and legislation could include:
• Restrictions on operations to constrain air travel demand in an attempt to reduce carbon emissions from aviation
• Restrictions on expanding airport operations
• Measures that increase the price of travel, including mandatory emissions-related levies or SAF mandates
Quantified anticipated financial impact: $0-$45m
• Financial impact reflects annualised figure of reduction in the 2050 net profit after tax (NPAT) from retail, car parking,
tr
ansport licence fees and hotels if an emissions-related levy was introduced to aviation in New Zealand, compared to an
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
o
ver the reduced passenger volumes, noting however that lower growth can defer or avoid capital investment, which
would lower aeronautical revenue
• Demand impact from emissions-related levies has been assessed using different demand elasticity models for domestic
and in
ternational passengers and different cabin classes
Timeframe in which the anticipated impact may occur: All time horizons
Management response:
• Policy engagement and advocacy
• Decarbonisation of operational emissions
• Incorporating sustainability (including emissions reduction) into the design of all infrastructure from the outset
• Long-term master planning to support future aviation fuels and technologies
• Diversifying revenue streams
References:
• Parliamentary Commissioner for the Environment report (2021); Not 100% - but four steps closer to sustainable tourism
• FY23 passenger forecast
◦The FY23 corporate passenger forecast model is used as the base assumption for financial quantification. Auckland
Airport in
tends to use this model for a five-year period until Price Setting Event 5 (FY28), unless there is a material
change to the assumptions in the corporate model.
• 2025 average ticket prices
• PSE4 Elasticity report
Annual Report 2025Auckland Airport69

04Climate-related disclosure
New Zealand becomes less attractive to airlines if low emissions technologies and fuels are
n
ot available
Risk type:
Transition
Key scenario: Disorderly
Anticipated impact: 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, leading to a reduction in revenue.
Quantified anticipated financial impact: $0-$45m
• Financial impact represents annualised figure of reduction in the 2050 NPAT from retail, car parking, transport licence
fees and hotels if expected growth in passenger numbers was reduced due to airlines choosing not 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
o
ver the reduced passenger volumes, noting however that lower growth can defer or avoid capital investment, which
would lower aeronautical revenue
• Assumes that Auckland Airport’s forecast annual passenger growth rate is reduced between 2035 and 2050 to varying
e
xtents 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 number
s in 2050
Timeframe in which the anticipated impact may occur: Medium- to long-term
Management response:
• Maintaining a diverse portfolio of markets and strengthening short-haul markets
• Long-term master planning to support future aviation fuels and technologies
• Policy engagement and advocacy
References:
• FY23 passenger forecast
◦The FY23 corporate passenger forecast model is used as the base assumption for financial quantification. Auckland
Airport in
tends to use this model for a five-year period until Price Setting Event 5 (FY28), unless there is a material
change to the assumptions in the corporate model.
Annual Report 2025Auckland Airport70

04Climate-related disclosure
Moderation in growth of passenger numbers if public sentiment towards air travel changes due to
t
he carbon footprint of aviation
Risk type:
Transition
Key scenario: Disorderly
Anticipated impact: A reduction in the growth of passenger numbers against the unconstrained forecast could result in a
reduction in potential revenue
Quantified anticipated financial impact: $0-$45m
• Financial impact represents annualised figure of reduction in the 2050 NPAT from retail, car parking, transport licence
fees and hotels if expected growth in passenger numbers was reduced due to airlines choosing not 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
o
ver the reduced passenger volumes, noting however that lower growth can defer or avoid capital investment which
would lower aeronautical revenue
• Assumes that Auckland Airport’s forecast annual passenger growth rate is reduced between 2035 and 2050 to varying
e
xtents 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 number
s in 2050
Timeframe in which the anticipated impact may occur: Medium to long term
Management response:
• Maintaining a diverse portfolio of markets and strengthening short-haul markets
• Long-term master planning to support future aviation fuels and technologies
• Transparent and balanced disclosure of sustainability performance, including greenhouse gas emissions and
decarbonisa
tion initiatives
References:
• FY23 passenger forecast  
◦The FY23 corporate passenger forecast model is used as the base assumption for financial quantification. Auckland
Airport in
tends to use this model for a five-year period until Price Setting Event 5 (FY28), unless there is a material
change to the assumptions in the corporate model.
Annual Report 2025Auckland Airport71

04Climate-related disclosure
External decarbonisation policy, regulation and legislation increasing the need for adaptation and
m
itigation expenditure
Risk type:
Transition
Key scenario: All scenarios
Anticipated impact: This could include requirements to reduce operational and embodied carbon in construction, lower
emissions in operating 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 anticipated 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
• Expenditure on climate mitigation and adaptation is already occurring at Auckland Airport as part of initiatives associated
with our s
trategic pillar ‘Future Resilience’. While future policy may provide greater incentive or justification for climate-
related expenditure, we expect voluntary efforts will continue.
Timeframe in which the anticipated impact may occur: All time horizons
Management response:
• Policy engagement and advocacy
• Decarbonisation of operational emissions
• Incorporating sustainability (including emissions reduction) into the design of all infrastructure from the outset
• Long-term master planning to support future aviation fuels and technologies
Investors and financiers avoid aviation sector due to the carbon footprint
Risk type:
Transition
Key scenario: Disorderly
Anticipated impact: Higher interest rates and cost of capital
Quantified anticipated financial impact: 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.
Timeframe in which the anticipated impact may occur: All time horizons
Management response:
• Decarbonisation of operational emissions incorporating sustainability (including emissions reduction) into the design of
all infrastructure from the outset
• Working with the construction supply chain to identify opportunities for carbon reduction in the design and construction
o
f infrastructure projects
• Long-term master planning to support future aviation fuels and technologies
• Transparent and balanced disclosure of sustainability performance, including greenhouse gas emissions and
decarbonisa
tion initiatives
Annual Report 2025Auckland Airport72

04Climate-related disclosure
Litigation due to inaction on decarbonisation, greenwashing or other climate-related elements
Risk type:
Transition
Key scenario: Disorderly
Anticipated impact: Litigation involving the company could cause loss in productivity and legal costs. It could also result in
potential fines and/or settlements.
Quantified anticipated financial impact: 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.
Timeframe in which the anticipated impact may occur: All time horizons
Management response:
• 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 emissions and decarbonisation initiatives
• Independent assurance across annual greenhouse gas emissions
• External subject matter expertise across sustainability communications
Disruption to operations due to changes in technology
Risk type:
Transition
Key scenario: Orderly
Anticipated impact: Changing technologies, such as low or zero-emissions 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 anticipated financial impact: 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.
Timeframe in which the anticipated impact may occur: Medium- to long-term
Management response:
• Liaison with the wider aviation industry on developments in technology
• Participation in industry groups focused on decarbonising aviation (Sustainable Aviation Aotearoa and Heart Aerospace
A
dvisory Board)
• Long-term master planning to support future aviation fuels and technologies
Climate-related risks have the potential to affect
assets, as noted in our FY25 financial statements. None of the 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.
Annual Report 2025Auckland Airport73

04Climate-related disclosure
Climate-related opportunities
Climate change also presents opportunities for Auckland
Airport. T
hese include:
• Leadership in climate change mitigation and adaptation,
con
tributing to making New Zealand a desirable, low-
carbon and climate resilient destination. This is a
transition opportunity that may present itself over the
short to medium timeframe.
• Lowering operating costs by reducing energy
consump
tion, self-generation and other efficiency
initiatives. This is a transition opportunity that may
pr
esent itself over the short term.
• Operational efficiencies to reduce emissions improving
o
ther aspects of business, including customer
experience. This is a transition opportunity that may
present itself over the short term.
• Reduced vulnerability to volatility of fossil fuel prices.
T
his is a transition opportunity that may present itself
over the medium to long term.
• Diversifying business activities to support the transition
t
o a low-carbon economy. This is a transition
opportunity that may present itself over the short to
medium timeframes.
These opportunities have not been quantified because
they are not considered to have a material financial impact
on the business.
Business model and transition planning
Auckland Airport groups its revenue-making activities into
thr
ee groups: aeronautical, retail and car parking, and
commercial property. A full business model description can
be found in this Annual Report.
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. As well as making a significant
contribution to New Zealand’s tourism industry, Auckland
Airport pla
ys a key role in the transport of high-value, time-
sensitive goods to and from New Zealand.
Due to New Zealand’s growing population, and expected
increase in time-sensitive trade, Auckland Airport expects
to continue the growth in international and domestic
passenger numbers. This growth will support the country’s
economic and social wellbeing, however, we acknowledge
the aviation sector contributes to climate change and
will continue to play a role in global emissions over the
medium term, because low-emissions aircraft technology is
in its infancy.
Auckland Airport does not have a transition plan and due to
this, is not yet able to identify the extent to which transition
planning will change the business strategy and the way
capital is deployed. However in the interim, the Airport has
ensur
ed that decarbonisation, sustainability and climate
resilience is embedded across the Building a better future
business strategy. The Future resilience platform of this
strategy acknowledges the Airport is not just a business
but a multi-generational endeavour, and that a long-term
perspective must be applied in everything we do.
Through the Building a better future strategy, Auckland
Airport is preparing for the transition by:
• Master planning to support future aviation fuels and
t
echnologies. Auckland Airport's primary role is to ensure
that the right infrastructure is on the ground to enable
airlines to adopt alternate technologies when they
become available. The 2025 Master Plan (currently in
draft) has considered infrastructure and space that will
be required as new, low-emissions aircraft technology is
adopted, such as electric and hydrogen-fuelled aircraft.
• Improving operational practices on the ground to
minimise fuel burn and w
orking with airfield partners
to provide the infrastructure and technology to adopt
low-emissions ground handling equipment.
• Advocacy and involvement in industry groups focused
on enabling the decarbonisa
tion of aviation and
advocacy and engagement with the Government, with
recent work focused on sustainable aviation fuel.
Aviation is only one part of Auckland Airport’s business.
The 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 business strategy prepares the
precinct for the transition to a low-emissions economy by:
• Incorporating sustainability (including emissions
r
eduction and climate adaptation) into the design of
critical infrastructure from the outset.
• Working with New Zealand Transport Agency Waka
K
otahi and Auckland Transport to secure mass transit
to the airport. To demonstrate Auckland Airport’s
commitment in supporting the delivery of mass transit,
the 2025 draft Master Plan provides and protects land
corridor(s) for mass transit and stations. In addition, it
progressively develops a shared-path network to and
across the precinct, to provide alternative travel choices.
• Developing a climate adaptation strategy that seeks
t
o build climate resilience into the Airport's assets,
infrastructure and operations in a way that is dynamic
and flexible in adapting to changing conditions.
• Working with stakeholders on the precinct to
f
acilitate sharing of information, lessons learnt and
opportunities for collaboration on climate-related risks
and opportunities.
• Minimising waste and moving towards circularity.
Auckland Airport's transition plan towards a climate
r
esilient, low-carbon future will evolve over time as our
understanding of risks and opportunities matures.
Annual Report 2025Auckland Airport74

04Climate-related disclosure
While the technology required to decarbonise aviation is
still in development, Auckland Airport’s business strategy
places focus on decarbonisation across the business and
value chain, as well as adapting to a changing climate.
Emissions from Auckland Airport’s direct operations make
up only a small portion of our total inventory, however,
decarbonising these emission sources is an important first
step of the transition and the airport’s Building a better
future strategy.
Auckland Airport's strategy to decarbonise these scope 1
and 2 emissions is formalised in a decarbonisation pathway.
The pathway sets out a clear and structured plan to deliver
carbon reduction initiatives and decarbonise emissions
from Auckland Airport's direct operations. It focuses on the
following activities:
• 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, where options
e
xist that meet the functional requirements. This
includes the passenger buses.
• Using refrigerants with the lowest global warming
po
tential possible.
• Using electricity generated from a mix of on- and off-site
renewable generation.
•Offsetting the remaining emissions, estimated to be 10%
o
f 2019's usage, through a credible offsetting scheme.
Annual Report 2025Auckland Airport75

04Climate-related disclosure
Auckland Airport’s decarbonisation pathway for scope 1 and 2 emissions
Electricity
D iesel & petrol
F ire training fuels
& extinguishers
Refrigerants
1.5°C
trajectory
N atural gas
Electricity
D iesel & petrol
F ire training fuels
& extinguishers
Refrigerants N atural gas
Auckland Airport’s scope 1 and 2 emissions over time
tonnes CO₂e (’000s)
0
1
2
3
4
5
6
7
FY30FY29FY28FY27FY26FY25FY24FY23FY22FY21FY20FY19
Actual
Forecast
tonnes CO₂e (’000s)
0
1
2
3
4
5
6
7
FY25FY24FY23FY22FY21FY20FY19
Renewable energy
certificates purchased
tonnes CO₂e (’000s)
0
1
2
3
4
5
6
7
FY30FY29FY28FY27FY26FY25FY24FY23FY22FY21FY20FY19
Actual
Forecast
tonnes CO₂e (’000s)
0
1
2
3
4
5
6
7
FY25FY24FY23FY22FY21FY20FY19
Renewable energy
certificates purchased
Incremental reductions
in scope 1 as
electrification occurs
New renewable generation
for scope 2 emissions
planned for FY29
Auckland Airport's approach to emissions reduction
In 2021, Auckland Airport developed a decarbonisation
pa
thway setting out how the Airport planned to achieve
an absolute 90% reduction in scope 1 and 2 emissions by
2030. The remaining 10% of emissions, which cannot be
removed through existing technology, will need to be offset
via a credible scheme.
The scope 1 pathway is primarily driven by the removal of
natural gas boilers, which is aligned with the infrastructure
development programme. This means that scope 1
reductions will happen incrementally as the gas boilers are
removed, rather than a consistent reduction over time.
At the time of setting the decarbonisation pathway, a
reduction in scope 2 emissions was intended to be
achieved by on-site solar generation and a power purchase
agreement (PPA) from new off-site renewable generation.
While Auckland Airport is seeking to maximise on-site
renewable energy generation, there is limited space
available on the precinct to fully meet the Airport’s energy
needs, and therefore a market-based solution
1
from off-site
generation will be required to ensure the Airport’s energy
consumption is sourced from 100% renewable energy. This
PPA was to be in place on expiry of the then-current
electricity contract, in FY24. When the Airport went to
market, a PPA was not available so another contract was
re-entered into until FY29.
As an interim measure, Auckland Airport has purchased
Renewable Energy Certificates (RECs) from Meridian's
existing renewable portfolio and continues to invest in
on-site solar. These certificates match Auckland Airport's
energy consumption with 100% renewable energy on an
annual basis. The net proceeds of the purchase of RECs
are reinvested by Meridian into community projects that
support the decarbonisation of New Zealand, such as
the purchase of electric vehicles and installation of solar
panels. The purchase of RECs allows Auckland Airport to
report scope 2 emissions as zero, using the market-based
methodology in accordance with the Greenhouse Gas
Protocol Scope 2 Guidance.
The intention remains to secure a PPA on expiry of the
current electricity contract.
1
A market-based methodology uses contractual instruments to determine the emission factor of purchased electricity, rather than the average emissions of the
local grid. S
ee page 99 for further definitions.
Annual Report 2025Auckland Airport76

04Climate-related disclosure
Metrics and targets
Auckland Airport’s 2025 emissions
Auckland Airport's total greenhouse gas emissions for the
2025
financial year were 3,963,148 tCO
2
e using a location-
based methodology and 3,959,665 tCO
2
e using a market-
based methodology. Scope 1 and 2 emissions were 5,496
tCO
2
e using a location-based methodology and 2,012
tCO
2
e using a market-based methodology.
Auckland Airport has prepared an annual greenhouse
gas inventory since 2019. In the 2025 financial year,
the inventory has been incorporated into this Annual
Report, rather than published separately. Refer to
Auckland Airport's 2025 Greenhouse Gas Inventory for
more detail on emission sources, reporting boundaries,
emission factors, calculation methodologies and year-on-
year comparisons. Reasonable assurance over scope 1 and
2 emissions and limited assurance over scope 3 emissions
have been provided by Deloitte Limited.
A summary of Auckland Airport's greenhouse gas emissions
are as follows:
EmissionsUnitFY25FY24FY23
Scope 1tCO
2
e2,0122,0632,060
Scope 2 (location-based)tCO
2
e3,4832,3412,231
Scope 2 (market-based)tCO
2
e00n/a
Scope 3tCO
2
e3,957,6533,581,4952,579,061
Total GHG emissions
(loca
tion based)
tCO
2
e3,963,1483,585,8982,583,319
Total GHG emissions (market-
based)
tCO
2
e3,959,6653,583,5562,583,319
Scope 1 & 2
emissions in
tensity
kgCO
2
e per sqm
t
erminal area
33.2526.2420.88
Scope 1 & 2
emissions in
tensity
kg CO
2
e
per passenger
0.290.240.27
Scope 3 full flight
emissions intensity
tCO
2
e per passenger0.180.190.16
Notes:
• Total terminal area, which is based on regulatory disclosures, has decreased in FY25 due to a portion of ground floor area
being classified as construction instead of terminal. In addition, a small area (<1% of the total footprint) was found to be
double-coun
ted in FY23 and this has been removed from the FY24 total. The FY23 calculation has not been recast.
• Scope 1 and 2 emission intensity calculations have used the location-based methodology for scope 2 emissions.
• Further metrics are provided in the Auckland Airport ESG databook, which can be found on the corporate website.
Annual Report 2025Auckland Airport77

04Climate-related disclosure
Climate targets
Auckland Airport has set and committed to a near-term,
absolut
e emission reduction target for scope 1 and 2
emissions. It is aligned with a 1.5°c pathway for those
emission sources associated with the target, however
Auckland Airport acknowledges the main emission source
(full flight emissions) is outside of the boundary of
the target.
• 90% reduction in scope 1 and 2 emissions from 2019
le
vels by 2030, with the remaining 10% offset through a
certified offsetting scheme.
Achievement of this target will rely on a market-based
approach to emissions accounting for scope 2. Refer to
Auckland Airport's approach to emissions reduction on
page 76 for further information on Auckland Airport's scope
2 strategy.
Given Auckland Airport’s targets end in 2030, we do not
have any interim targets. Auckland Airport does not use
any other industry-based metrics to measure and manage
climate-related risks and opportunities.
Carbon emissions trends and analysis
There was a slight decrease of 2% in scope 1 emissions in
FY
25 compared to FY24 which represents a 19% decrease
from the base year (FY19). This was primarily driven by
a reduction in natural gas use, resulting from the phased
programme to replace the natural gas boilers in the
international terminal with electric heatpumps.
Using a location-based approach, Auckland Airport's
electricity use generated 3,483 tCO
2
e, which is an increase
of 49% compared to FY24 and a 2% increase compared to
the base year. Auckland Airport's electricity consumption
increased in the 2025 financial year, driven by efforts to
electrify operations and the testing and commissioning of
new infrastructure and assets, including the new arrivals
hall and other terminal-enabling projects. However, the
increase in scope 2 emissions was primarily driven by the
change in New Zealand's emission factor for purchased
electricity, which is substantially higher than the previous
year due to shifting electricity generation dynamics -
specifically the increase in the proportion of fossil fuel
based gener
ation. Refer to Auckland Airport's approach to
emissions reduction on page 76 for further information on
Auckland Airport's scope 2 strategy.
Scope 1 and 2 emissions per terminal area have increased
due to a reclassification of terminal area as construction,
rather than due to emission-reduction initiatives. The
terminal area is expected to vary over the coming years
as the infrastructure development programme progresses.
Using a location-based methodology, Auckland Airport
achieved a 7% reduction in scope 1 and 2 emissions,
compared to the FY19 baseline. Using a market-based
methodology, Auckland Airport is able to report a 66%
reduction in scope 1 and 2 carbon emissions, placing the
Airport well on track to achieving its 2030 target.
Scope 3 emissions have increased by 11% compared to
FY24. Full flight emissions, calculated through the uplift
of jet fuel at Auckland Airport, have remained constant
between FY24 and FY25. Full flight
emissions remain
the largest portion of Auckland Airport's greenhouse gas
inventory, however this proportion has decreased to 87%
of a larger total, due to the growth of construction
materials as an emission source in our greenhouse
gas inventory. Although the Airport has increased the
number of construction materials that are reported on,
the growth in emissions is primarily caused by the scale
and phase of construction projects underway as part
of the infrastructure development programme. Several
projects contributed to this uplift, including the domestic
jet terminal, the airfield expansion and runway upgrades.
For the first time, Auckland Airport has calculated and
reported employee commuting as a scope 3 emission
source. Although it represents a small portion of the total
inventory, the data is being used to drive behaviour change
with recent staff benefits launched to enable greater
choice in how Auckland Airport employees get to and from
the precinct. The addition of this emission source has not
had a material impact on the total emissions inventory,
because the uplift in construction emissions is the primary
reason for the 11% increase between FY24 and FY25.
Annual Report 2025Auckland Airport78

04Climate-related disclosure
Auckland Airport’s decarbonisation pathway for scope 1 and 2 emissions
Electricity
D iesel & petrol
F ire training fuels
& extinguishers
Refrigerants
1.5°C
trajectory
N atural gas
Electricity
D iesel & petrol
F ire training fuels
& extinguishers
Refrigerants N atural gas
Auckland Airport’s scope 1 and 2 emissions over time
tonnes CO₂e (’000s)
0
1
2
3
4
5
6
7
FY30FY29FY28FY27FY26FY25FY24FY23FY22FY21FY20FY19
Actual
Forecast
tonnes CO₂e (’000s)
0
1
2
3
4
5
6
7
FY25FY24FY23FY22FY21FY20FY19
Renewable energy
certificates purchased
tonnes CO₂e (’000s)
0
1
2
3
4
5
6
7
FY30FY29FY28FY27FY26FY25FY24FY23FY22FY21FY20FY19
Actual
Forecast
tonnes CO₂e (’000s)
0
1
2
3
4
5
6
7
FY25FY24FY23FY22FY21FY20FY19
Renewable energy
certificates purchased
Incremental reductions
in scope 1 as
electrification occurs
New renewable generation
for scope 2 emissions
planned for FY29
Annual Report 2025Auckland Airport79

04Climate-related disclosure
Additional climate-related metrics
Auckland Airport has quantified the following additional climate-related metrics in the 2025 financial year.
Amount or percentage of assets or business activities vulnerable to transition risks
Almost all (>90%) of the business may be impacted to some extent by climate-related transition risks.
Auckland Airport’s aeronautical and commercial lines of business may be affected to varying degrees by transition risks
associated with climate change. These impacts include reductions in revenue following potential changes in demand or
volume of activity at Auckland Airport. There has been no change to this metric compared to the previous reporting period.
Amount or percentage of assets or business activities vulnerable to physical risks
13% of the Auckland Airport precinct is modelled to be affected by sea level rise and extreme weather events in future
under RCP 8.5 (based on modelling undertaken by Beca in 2023). There has been no change to this metric compared to the
previous reporting period.
Proportion of revenue, assets, or other business activities aligned with climate-related opportunities
Climate-related opportunities have been considered as having low materiality and therefore have not been quantified.
There has been no change to this metric compared to the previous reporting period.
Amount, in reporting currency, of capital expenditure, financing, or investment deployed toward climate-related risks
and opportunities
In FY25, Auckland Airport is able to report a broader range of capital expenditure and investment deployed to climate-
r
elated risks and opportunities. This year, capital expenditure towards climate-related risks and opportunities at Auckland
Airport can be grouped into three categories. In previous years, only category one was reported. Projects in the first
category may also be included in categories two or three if the project or asset was commissioned in the financial year.
The level of investment into climate-related risks and opportunities at Auckland Airport has increased compared to previous
years, due to the infrastructure development programme increasing in scale.
1. Projects with a primary purpose of mitigation against climate-related risks or realisation of opportunities, that were
underway during the financial year. In FY25 this includes projects such as the roll out of LED lighting, the purchase of
low-emission fleet vehicles, waste reduction initiatives, HVAC upgrades and the upgrade of a storm water pond. In FY25
capital expenditure on these items was $9m. In FY24 this was $6.43m and in FY23 it was $2.86m.
2. Projects commissioned in the financial year that have a component contributing to the mitigation of climate-related
risk
s or the realisation of opportunity. Much of Auckland Airport's capital investment into physical climate risk mitigation
and opportunity realisation occurs in this way, and it is not reasonably practical to separate out the capital cost of the
climate-related elements. In the 2025 financial year, commissioned assets with a climate-related component included
Mānawa Bay, the Transport Hub, and electrical and building management system upgrades. These commissioned assets
have a value of $424m. This metric was not calculated in FY23 or FY24.
3. Projects commissioned in the financial year that have a storm water component. As storm water management is a vital
part o
f mitigating the risk of extreme weather events causing flooding, projects that contribute to this mitigation have
been highlighted. In the 2025 financial year commissioned assets that have a storm water component include Park &
Ride South, terminal enabling projects, landside roading projects, and airfield projects. These commissioned assets have
a value of $213m. This metric was not calculated in FY23 or FY24.
Internal emissions price
Auckland Airport does not use an internal emissions price for business activity. However, where needed, the current
N
ew Zealand Emissions Trading Scheme price is used. The future carbon prices under the tourism sector climate-related
scenarios have been used within Auckland Airport’s climate-related scenario analysis. There has been no change to this
metric compared to the previous reporting period.
Proportion of management remuneration linked to climate-related risks or opportunities in the current period
Between 10%-25% of total short-term incentives (STIs) for the Chief Executive and direct reports covering sustainability,
climate and enterprise risks, dependent on role and specific deliverable. The proportion of the STI that is linked to climate
change is confirmed by the Board for the Chief Executive at the start of the financial year. In FY24 this was reported as 10%
of the STI being linked to climate change.
Annual Report 2025Auckland Airport80