Te Rīpoata ā-Tau 2021/2022 
o Te Kaunihera o Tāmaki Makaurau 
 
Auckland Council
Annual Report 2021/2022
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Te Wahanga 4: Te tauākī mō te  
4
tūraru ā-Āhuarangi
Volume 4: Climate risk statement

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M I H I
Mihi 
 
Noho mai rā Tāmaki Makaurau, 
Tāmaki Makaurau 
moana waipiata, 
who bestrides shimmering seas, 
maunga kākāriki. 
and verdant mountains. 
Mai i ngā wai kaukau o ngā tūpuna, 
From the bathing waters of our forebears, 
ki ngā puke kawe i ngā reo o te tini, 
and hills that echo with voices 
i puta ai te kī mōu. 
that acclaim. 
Tū ana he maunga, 
Your mountains stand lofty, 
takoto ana he raorao, 
your valleys spread from them 
heke ana he awaawa. 
and your streams run freely. 
D R A F T 
Ko ō wahapū te ataahua, 
Your harbours are majestic, 
ō tāhuna te mahora, 
your beaches widespread, 
te taiao e whītiki nei i a koe he taonga tuku iho. 
the environment that surrounds you is a legacy. 
Tiakina kia meinga tonu ai koe 
Take care of it so that you will always be known
C O N F I D E N T I A L
ko ‘te tāone taioreore nui o te ao, 
as ‘the world-class city 
manakohia e te iwi pūmanawa’.
where talent wants to be’.
Tāmaki Mākaurau tirohia te pae tawhiti 
Tāmaki Makaurau looking to the future, 
he whakairinga tūmanako 
repository of our hopes 
mō ngā uri whakaheke o āpōpō, 
for generations to come, 
te toka herenga mō te hunga ka takahi ake 
anchor stone for those who venture 
mā ō tomokanga, 
through your gateway, 
te piriti e whakawhiti ai 
and the bridge that connects 
tō iwi ki ngā huarahi o te ora.
your citizens to life.
Tāmaki Mākaurau e toro whakamua, 
Tāmaki Makaurau moving on, 
hīkina te mānuka. 
accepting all challenges. 
Tērā te rangi me te whenua te tūtaki. 
Where even heaven and earth might meet. 
Maranga me te rā, he mahi māu me tīmata, 
Rise with the sun as there is work to be done 
ka nunumi ana ki te pō, 
and when evening comes, 
whakatārewahia ō moemoeā ki ngā whetū. 
allow your dreams to glide among the stars. 
Ko te oranga mutunga mōu 
Perpetual health and growth 
kei tua i te taumata moana. 
is beyond the horizon of cresting waves.
Whakatuwherahia ō ringa, kūmea mai k i tō uma. 
Open your arms and pull them to your embrace. 
Tāmaki Makaurau 
Tāmaki Makaurau, you are a city 
he tāone ūmanga kurupounamu koe; 
where valued business and enterprise thrives; 
tukua tō rongo kia rere i te ao. 
let your good name traverse the world.
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Te Rārangi Kaupapa
Nau mai ki ngā kōrero mō mātou 
Contents
Welcome to our story
Auckland is a beautiful city, with diverse and vibrant communities. 
Nau mai ki ngā kōrero mō mātou
The Auckland Council Group’s dedicated staff are committed to meeting your 
Welcome to our story ............................................................................................................................... 5
needs by delivering essential and equitable services and investing in the future 
He karere nā te Āpiha Tumu Pūtea
of our region in a sustainable way.
From the Group Chief Financial Officer .................................................................................................. 7
This report tells the story of how the council and its significant subsidiaries are responding to climate-related risks 
Tūponotanga mō te rerekētanga o te āhuarangi
for the Auckland Council Group. This report covers the Auckland Council Group, which is made up of Auckland 
Climate change risk ................................................................................................................................. 9
Council, Ports of Auckland Limited and five substantive council controlled organisations (CCOs) that include 
Te Hautūtanga
Auckland Transport, Watercare Services Limited, Eke Panuku Development Auckland Limited, Tātaki Auckland 
Governance .............................................................................................................................................. 15
Unlimited Limited (formerly Auckland Unlimited Limited) and Tātaki Auckland Unlimited Trust (formerly Regional 
D R A F T 
Facilities Auckland). The latter two entities share sustainability teams and have provided a joint response in the 
He rautaki
Entity Climate Risk Response section.
Strategy .................................................................................................................................................... 21
Te whakahaere tūraru
Risk Management .................................................................................................................................... 33
Volume 
Volume 
Ngā aronga me ngā tatauranga
C O N F I D E N T I A L
Metrics & Targets ..................................................................................................................................... 37
Ngā Urupare a te Hinonga i ngā Tūraru mō te huarangi
1  Volume 1: Overview 
2
Entity Climate Risk Response ................................................................................................................. 41
Volume 2: 
Auckland Council  ....................................................................................................................................  42
and service 
Local board reports
performance
Auckland Transport  ................................................................................................................................  46
Te Poari ā-Rohe o Puketāpapa 
Te Rīpoata ā-Tau 2021/2022 
Te Rīpoata ā-Tau 2021/2022
A collection of individual 
o Te Kaunihera o Tāmaki Makaurau 
Puketāpapa 
 
An overview of the 
Local Board
annual reports for each 
Eke Panuku  ............................................................................................................................................  50
Auckland Council
Annual Report 2021/2022
Annual Report 2021/2022
financial and non-
of the 21 local boards, 
Ports of Auckland  ....................................................................................................................................  53
financial performance 
reporting financial 
of the group.
and non-financial 
Tātaki Auckland Unlimited  .......................................................................................................................  56
502 ŌTĀHUHU
25 MT EDEN
502 ŌTĀHUHU
31 MĀNGERE
25 MT EDEN
31 MĀNGERE
performance.
Watercare Services Limited  ......................................................................................................................  60
21
Te Papakupu whāiti
Volume
Volume
Te Wāhanga 1: He Tirohanga Whānui  
volumes
1
me te Whakahaere Ratonga
2.15
Volume 1: Overview and Service Performance
Glossary of terms  .................................................................................................................................... 64
Te Papakupu Māori 
Translation of Māori terms  
Volume 
Volume 
 ....................................................................................................................  65
Te huarahi whakapā mai ki te kaunihera 
How to contact us .................................................................................................................................... 66
3  Volume 3:  
Volume 4: 
Financial statements
4 Climate risk 
Te Rīpoata ā-Tau 2021/2022 
The financial statements 
statement
Te Rīpoata ā-Tau 2021/2022 
Tirohanga whānui me ngā 
Tirohanga whānui me ngā 
whakahaere ratonga
of the Auckland Council 
whakahaere ratonga
A summary of the 
Auckland Council
Auckland Council
Annual Report 2021/2022
Group and Auckland 
Climate risk statement 2021/2022
group's climate-related 
Council for the year 
financial risks and 
ended 30 June 2022.
opportunities.
City
Airport
Māngere
Vaccination
Centre
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2metres
Volume
Te Wāhanga 3: Ngā Tauākī Pūtea
Volume
Te Wahanga 4: Te tauākī mō te  
3
Volume 3: Financial Statements
4
tūraru ā-Āhuarangi
Volume 4: Climate risk statement
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He karere nā te Āpiha Tumu Pūtea
From the Group Chief Financial Officer 
Climate change is one of the biggest challenges facing the Auckland region. 
Auckland is projected to experience an increase in 
we have endeavoured to provide this information in a 
hot days, a rise in annual average temperatures, and 
clear and transparent way to our key stakeholders. 
more extreme rainfall events. The Auckland Council 
During the year New Zealand’s External Reporting 
Group is committed to tackling the challenges of 
Board released exposure drafts of New Zealand 
climate change head-on by putting in place the 
climate disclosure reporting standards that align with 
resources we need for effective climate action. In 
the TCFD. We are following developments closely 
response to the threat of climate change, we adopted 
and once released, we will align our disclosure with 
Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 
those standards. 
D R A F T 
2020. This plan commits the Auckland region to a 
50 per cent reduction in greenhouse gas emissions 
I am pleased to share the group’s third climate-
by 2030, achieving net-zero emissions by 2050 and 
related disclosure, aligned to the TCFD 
adapting to the impacts of climate change. Auckland 
recommendations. 
Council Group plays an important role in achieving 
Ngā manaakitanga | Best wishes 
the plan, and we recognise that it will require drastic 
 
C O N F I D E N T I A L
changes to our organisation. 
Peter Gudsell 
Tumaki, Take Tahua Pūtea 
As we transition towards a zero-carbon economy, 
Group Chief Financial Officer 
identifying and disclosing our climate-related 
financial risks and opportunities is key to providing 
a transparent view of our approach. It will assist our 
stakeholders to understand how our organisation will 
be financially impacted by climate change. 
The group is an early adopter of the Taskforce 
on Climate-related Financial Disclosures (TCFD) 
framework in New Zealand. We have voluntarily 
disclosed under the framework since June 2020. Our 
journey to compliance with the TCFD has shown us 
that the group needs to make fundamental changes 
to our organisation to embed climate risk into our 
governance and risk management structures, as well 
as strategic and financial planning processes. It is our 
belief that the need for comprehensive disclosures 
can support real and meaningful change in how the 
group responds to climate change. 
This year’s disclosure includes some of the recent 
work we have done on scenario analysis to better 
understand the group’s climate-related risks and 
opportunities.  Although we are still at the beginning 
of our TCFD journey, we are making significant 
strides towards understanding the impacts of climate 
change on our organisation, and with this document, 
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C L I M A T E   C H A N G E   R I S K
Tūponotanga mō te 
rerekētanga o te āhuarangi
Climate 
change risk
D R A F T 
C O N F I D E N T I A L
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C L I M A T E   C H A N G E   R I S K
Climate change risk 
Basis of preparation
Introduction
This climate risk statement relates to Auckland Council (the council), Ports of 
The health of our environment in Tāmaki Makaurau is of utmost importance to all who live and work here. Without 
Auckland Limited and the council’s significant council-controlled organisations 
a sustainable connection to the land and sea we are at risk of losing everything that forms the basis of our 
(CCOs). It does not include any of the group’s joint ventures or associates as 
individual and collective identities. One of the ways that Auckland Council Group (the group) embraces its role of 
kaitiakitanga in this beautiful city, is by proactively responding to the effects of climate change, leading the way in 
they are not under the group’s operational control. It is prepared using the 
supporting a low carbon economy and working with local communities to safeguard and support the health of our 
Taskforce on Climate Related Financial Disclosures framework to the extent 
natural environment. 
possible, with a view to moving towards compliance with New Zealand’s 
Since 2015 when the group joined the C40 Cities Climate Leadership Group, we have worked to improve our 
D R A F T 
External Reporting Board climate disclosure reporting standards when they 
understanding of climate change and to manage our exposure to the effects of climate change, recognising 
are released. 
that Māori are among the first to be directly affected by climate change because of their close relationship with 
the environment and its resources. Climate change means that we all face the loss of physical structures and 
resources. These losses have direct impacts on Māori spiritual, physical, intellectual, and social values integral to 
Māori identity and wellbeing. 
C O N F I D E N T I A L
Our journey to date
2017
2019
Mayor Phil Goff signs C40 Green and 
Healthy Street Declaration.
Auckland declares a climate 
emergency.
New Zealand’s National Institute for 
Water and Atmospheric Research 
Mayor Phil Goff signs the Global 
2010
2015
2016
(NIWA) is commissioned to model 
Green New Deal.
Auckland Council joins the C40 Cities 
Auckland signs C40 Paris 
the impacts of climate change on 
All committee reports require a 
Auckland Council established.
Climate Leadership Group.
pledge for action.
the Auckland region.
climate impact statement.
2018
Mayor Phil Goff signs Towards 
Zero Waste Declaration.
Auckland Council endorses a 1.5°C- 
compliant regional climate action plan.
Auckland Council issues its first 
green bond to fund electric trains and 
associated infrastructure.
 To trains
 To buses
 To ferry
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C L I M A T E   C H A N G E   R I S K
We are committed to supporting a resilient and low carbon economy by reducing our greenhouse gas (GHG) 
emissions and preparing our organisation and communities for the impacts of climate change. This is evidenced 
in the work done in our governance, risk management, strategy development and performance measurement 
areas, which is outlined in this climate risk statement. This year we continued to refine and expand our climate 
disclosure response, with the most significant inclusion being the development of fit-for-purpose scenarios. 
We used those scenarios to start identifying our physical and transition climate risks. For further details refer 
to the Strategy section. We will continue to improve our disclosures as the group moves towards a risk-based 
approach to climate change that cascades risk management from a governance level to an operational level.
Materiality
Disclosures have been made where we consider them to be quantitatively or qualitatively material. In 
determining what is material, we have considered the nature of the group’s business as a local government 
D R A F T 
entity and its responsibilities to its key stakeholders including investors, Aucklanders, mana whenua iwi, 
mataawaka, insurers, the business community, suppliers and central government agencies. We consider 
information to be material if it could:
• have a significant financial impact on the group’s financial position, financial performance or cash flows
C O N F I D E N T I A L
• influence economic decisions of key stakeholders such as investors
•  have a significant impact on Auckland’s community as a whole or a significant segment e.g. the potential 
for unavailability of lifeline services
• have a significant impact on Māori.                                    
2022
Auckland Council started 
its first Rangatahi Programme 
‘Mātātahi Taiao’ with a focus on 
climate change.
Auckland Council executed 
2020
its first Sustainability Linked Loan 
and Derivative.
Te Tāruke-ā-Tāwhiri: Auckland’s 
Climate Plan is adopted.
Auckland Council adopted its first 
Climate Action Targeted Rate.
Auckland Council Group 
Auckland Council approved Transport 
publishes its inaugural climate-
Emissions Reduction Pathway. 
related risk disclosure.
2050
2021
Auckland Council endorse the C40 
Divest/Invest Declaration.
Te Tāruke-ā-Tāwhiri: Auckland’s Climate 
Plan: Progress report is released.
A Climate Action Targeted Rate goes out 
for public consultation.
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G O V E R N A N C E
Te Hautūtanga
Governance
How the Auckland Council Group 
governs climate-related risks and 
opportunities.
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G O V E R N A N C E
Governance 
Other forums influencing climate change governance
Our governors’ oversight of climate-related risks  
and opportunities
Independent Māori  
Tāmaki Makaurau Mana 
Climate Political 
Statutory Board (IMSB)
Whenua Forum 
Reference Group
Bodies overseeing climate related risks and opportunities
The IMSB was established through 
The latest expression of collective  Guides and oversees the 
The Auckland Council Group is governed by an elected governing body, elected local boards and the respective 
the Local Government (Auckland 
mana whenua leadership in 
implementation of Te Tāruke-ā-
boards of each subsidiary and joint venture. The Governing Body has responsibility for oversight of Auckland 
Council) Act 2009 and is independent 
Tāmaki Makaurau, to give effect 
Tāwhiri: Auckland’s Climate Plan. 
Council Group’s climate change risk. In addition to the Governing Body, the governing body committees, as 
of the group.
to a collective Te Tiriti partner 
It is made up of six councillors 
detailed below, have oversight of various aspects of climate risk. All committees are determined by the Governing 
voice for the Tāmaki Makaurau 
It promotes issues of significance for 
(including the Chair and Deputy 
Body, so with the local government elections in October 2022, and a change in mayor, these committees may not 
region on relevant region-shaping 
Tāmaki Makaurau mana whenua and 
Chair of the Environment and 
exist going forward, or their roles may change. 
and national kaupapa. The forum 
mataawaka and ensures the group acts 
Climate Change Committee), six
is an independent, governance-
in accordance with statutory provisions  level forum with membership 
local board members and two 
Governing body committees
referring to Te Tiriti o Waitangi.
held by the 19 recognised mana 
Independent Māori Statutory 
The IMSB maintains a Schedule of 
whenua entities in Tāmaki 
Board members.
Environment  
Issues of Significance to Māori in 
Makaurau.
This group meets quarterly 
and Climate  
Audit  
Finance and 
Tāmaki Makaurau. One of the key 
Change  
and Risk 
Performance 
Planning 
One of the ngā ara hei whai 
to provide advice to staff on 
directions is Kaitiakitanga – Ensure 
Committee
Committee
Committee
Committee
(objectives) in the forum’s 
implementation of Te Tāruke-ā-
sustainable futures (intergenerational 
Strategic Plan 2030 is to ensure 
Tāwhiri: Auckland’s Climate Plan.
reciprocity). Under this direction, a key 
A committee of the 
This committee has an 
A committee of the 
Oversees the physical 
that climate change risks for 
action is to plan for and analyse Tāmaki 
whole with ultimate 
independent chairperson, 
whole which monitors 
development and 
mana whenua and te taiao are 
Makaurau's climate resilience and 
responsibility for 
two independent members 
the group’s financial 
growth of Auckland. It 
reduced. 
mitigation, with consideration of Māori 
Auckland and the group’s  and four elected members.
and non-financial 
focuses on land-use 
interests, outcomes and measures. 
To guide Auckland’s approach 
climate change policy 
It has responsibility for 
performance. Climate 
planning, housing and 
to climate action, mana whenua, 
and strategy. It oversees 
ensuring appropriate 
change is considered a 
the appropriate provision 
The IMSB works with mana whenua 
through the Mana Whenua 
progress of Te Tāruke-ā-
responses to risk in the 
strategic focus area, and 
of infrastructure and 
on collaborative or governance 
Kaitiaki Forum (now the Tāmaki 
Tāwhiri: 
group.
the management reports  strategic projects 
mechanisms such as the Tāmaki 
Makaurau Mana Whenua Forum) 
to the committee on 
associated with these 
Makaurau Mana Whenua Forum and 
Auckland’s Climate Plan 
Auckland Council and CCO 
partnered with the council to 
performance every 
activities. 
co-governance and co-management 
and deals with decision-
management provides 
provide a Te Ao Māori perspective 
quarter. 
agreements over areas of significance 
making around;
the committee with a 
This committee plays 
throughout the development of 
to mana whenua to ensure the group’s 
quarterly update on the 
Climate change 
an important role in the 
Te Tāruke-ā-Tāwhiri.
•  mitigating climate 
policies and practices that are being 
organisation’s response to 
metrics are included 
delivery of Te Tāruke-
change
developed and enable the fulfilment of 
significant risks, including 
in our long-term plan 
ā-Tāwhiri: Auckland’s 
•  implementing climate 
its kaitiaki role.
climate change.
measures. Every three 
Climate Plan, with 
and environmental 
years the committee 
activities including:
policies and plans
All climate disclosure 
reviews performance 
Each CCO and Ports of Auckland Limited (POAL) has a board of directors or trustees who have oversight of 
•  protecting our coastal 
matters are reported into 
•  regional strategy and 
measures recommended 
climate-related risks and opportunities. Further details of their governance mechanisms are provided in the Entity 
areas
this committee.
policy
by management. It 
Climate Risk Responses section. 
•  ecology, biodiversity and 
• transportation
recommends the 
biosecurity matters
 
• Unitary Plan
long-term plan to the 
Letters of expectation
•  water, including 
Meets six times 
•  Resource Management 
a year
Governing Body for 
Auckland Council issues an annual letter of expectation to CCOs and POAL, providing them with the council’s 
Auckland’s Water 
Act and urban planning
adoption.
priorities and expectations which then informs the development of their respective Statements of Intent. The 
Strategy
•  future land use and 
letter sets out general expectations across the group and expectations specific to each entity. The CCOs respond 
• waste minimisation
infrastructure
with their Statement of Intent and the POAL responds with its Statement of Corporate Intent. Both documents 
•  regional environmental 
Meets around  
• Auckland Plan
10 times a year   
publicly state their activities, intentions and objectives over a three-year financial period. They also provide a 
grants.
•  housing policy and 
basis for Auckland Council to hold their directors to account for their organisations’ performance. 
 
projects.
The 2022/2023 letters of expectation included expectations on climate change action. They included an 
Meets six times 
 
expectation to embed climate change considerations into investment decision-making and planning, and 
a year
Meets 10 times 
corporate policies regarding both emissions reduction and addressing the impacts of current and on-going 
a year
climate change. They also included the expectation to support the preparation of climate-related financial 
Local boards are responsible for developing plans to respond to climate change in their respective areas. The 
disclosures for the group. 
group also works with the forums below.
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G O V E R N A N C E
Our governance structures that provide oversight of climate risks and opportunities
Political reports
All matters taken to the Governing Body, committees and local boards for oversight or approval require a political 
report. All political reports include a climate impact statement to identify the impact of a proposed decision 
on GHG emissions and Auckland’s ability to respond to climate change. This ensures that climate change is 
Tāmaki Makaurau Mana
considered in all decisions and that those in governance have a better understanding of the impact of their 
Whenua Kaitiaki Forum
Clim
decisions.
a
R
t
e e
f
 A
er c
e t
n io
Management’s role in assessing and managing climate-relate 
c
n
e   
G Po
r
risks and opportunities
o li
u t
Independent Māori 
i
p c
  al
Auckland Council management reports to the Governing Body and governing body committees on key climate 
Statutory Board (IMSB)
change related matters. 
Auckland Council’s Chief Sustainability Office (CSO) leads the council's strategic direction on sustainability 
A
C u
and climate action. The CSO meets with the chairs of the Environment and Climate Change Committee and the 
o d
e
m it
   
mayor's office bi-weekly to discuss regional and organisational climate-related matters. The CSO co-ordinates 
 
m  &
itte
it  R
with the respective sustainability teams of each CCO and POAL to ensure that delivery of climate activity is 
t
Governing 
Local 
m
e is
e k
Planning
Body
aligned to Te Tāruke-ā-Tāwhiri.
Boards
Com
The CCOs and POAL have their own sustainability teams who are responsible for delivering climate action within 
their respective organisations. The broader role of management in climate activity is emerging and varies across 
Env
the group. Further details of the sustainability teams roles are provided in the Key Entities section.
ir
C o
h n
a m
n
e
Tātaki 
g
n
A climate disclosure governance group has been established which is chaired by the group’s chief financial officer 
e
t
 
 
C
&
Auckland 
 
o
C
Auckland 
l
m
im
Finance & 
a
m
te
Transport
with executive leadership team representatives from across the group. This group is responsible for leading and 
itt
Unlimited
ee
Performance Committee
driving the group’s progress towards achieving future compliance with the External Reporting Board (XRB) climate 
disclosure reporting standards. This includes:
• overseeing preparation of the group’s climate disclosure
Eke Panuku
Ports of 
Auckland
• setting direction, providing input and influencing the activity required to achieve full compliance
Watercare
•  supporting and enabling the climate disclosure working group to deliver the work required to achieve full 
compliance with the XRB climate disclosure reporting standards
• ensuring cross-organisation collaboration to achieve alignment and a co-ordinated response.
The governance group does not only oversee the preparation of the disclosure itself, but it ensures that 
appropriate mechanisms, processes and activities are in place in each group entity in relation to climate change 
governance, risk management, strategy and the setting of targets and metrics. These mechanisms, processes and 
activities form the basis of our climate disclosures.
The climate disclosure working group has representatives from across the group’s sustainability, finance and risk 
teams. It also includes subject matter experts from the group’s Legal, Māori Outcomes and Resilient Land and 
Coast teams. The working group is responsible for delivering the work required to achieve future compliance with 
the XRB climate disclosure reporting standards. 
Governance review
During the prior year management identified the need to review climate risk governance processes and 
mechanisms across the group, to ensure that they adequately address the risks that we are facing. The 
evaluation will help to better understand the extent to which climate change is included in our governance 
arrangements, namely:
• the extent and nature of each organisation’s oversight of climate-related issues
• the role management plays in assessing and managing those issues.
Our climate governance assessment will help clarify any gaps in oversight and recommend valuable lines of 
evidence associated with the mainstreaming of climate change into organisational decision-making. The review 
will be finished in the second half of 2022 and recommendations will be considered and implemented from 2023.
 
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S T R A T E G Y
He rautaki
Strategy
Impacts of climate-related risks 
and opportunities on the Auckland 
Council Group’s business, strategic 
and financial planning.
D R A F T 
C O N F I D E N T I A L
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S T R A T E G Y
Strategy 
As guardians of Auckland’s social, natural, economic and financial 
Regular monitoring and reporting are fundamental to understanding progress towards the goals 
environment, the Auckland Council Group acknowledges that climate 
of reducing emissions and adapting to climate change impacts. In December 2021, Auckland 
Council released the first annual Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan Progress Report. 
change is one of the most important issues we face as an organisation 
This progress report showed that despite the progress being made, Auckland’s emissions are not 
and a region. 
remotely tracking in line with the target to reduce emissions by 50 per cent by 2030. Emissions in 
2018 had increased by 2.5 per cent on 2016 levels and this gradual upwards trend in gross emissions 
As guardians of Auckland’s social, natural, economic and financial environment, the Auckland Council Group 
continues. Overall, Auckland Council’s operational GHG emissions increased in 2021/2022. Scope 1 
acknowledges that climate change is one of the most important issues we face both as an organisation and a 
and 2 decreased by 17 per cent from 2020/2021. Reported scope 3 emission have increased as more 
region. 
sources of indirect emission, mainly from contractors, have been included in this year’s inventory.
The group’s vision for how Auckland will grow over the next 30 years is outlined in the Auckland Plan 2050 which 
1. 
The council will establish a Regional Leadership Group to accelerate the implementation of Te Tāruke-ā-Tāwhiri 
through cross-sectoral partnerships and climate action and is currently developing climate change adaptation 
Population growth and 
targets for the region.
D R A F T 
responds to the three major challenges facing the region: Population growth and it's varied implications, sharing 
the benefits of growth equally among all Aucklanders and reducing environmental degradation.
it's varied implications
In June 2019, the council declared a climate emergency, committing the group to take the necessary action to 
It has developed a Climate Impact Assessment Tool to further enable the integration of climate change 
manage and mitigate climate-related risks, while taking advantage of the opportunities created by climate change. 
2.
considerations into its decision-making processes. Many of the programmes funded through the $152 million 
 
Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan was adopted in 2020 and sets out Auckland’s path to net-zero 
climate action package in the 10-year Budget 2021-2031 (long term plan) have been progressed in 2022, including:
Sharing the benefits of 
growth equally among 
C O N F I D E N T I A L
emissions. The plan's two core goals are shown below.
all Aucklanders 
3. 
Reducing environmental 
degradation.
Our three major challenges:
Our two core goals:
1. 
2. 
3. 
1.
2.
Reduce GHG 
Adapt to the 
Population 
Sharing the 
Reducing 
emissions by 50 per  impacts of climate 
growth and 
benefits 
environmental 
cent by 2030 and 
change by ensuring 
it’s varied 
of growth 
degradation
achieve net-zero 
we plan for the 
implications
equally 
City
emissions by 2050 
changes we face 
among all 
Airport
under our current 
Aucklanders
Māngere
0%
emissions pathway
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S T R A T E G Y
•  there are now currently 37 zero emission buses in the overall fleet bringing the overall percentage of the fleet 
Embedding Te Ao Māori into the delivery of our climate 
that is zero emissions up to 2.7 per cent ahead of yearly targets 
disclosure activity
•  completion of Zone 5 Wellesley Street to Mayoral Drive in the Queen Street zero emissions project 
•  the Rangatahi programme, Mātātahi Taiao, developed and released a call-to-action video to garner rangatahi 
Te Ao Māori (the Māori world view) acknowledges the interconnectedness and interrelationship of all living 
interest for the Mātātahi Taiao programme through social media, mana whenua and mataawaka networks 
and non-living things. It calls for the protection and preservation of whole living systems, and for maintenance, 
sustainability and regeneration of the whakapapa relationships that enable the well-being of these systems. A 
•  work has begun to reduce corporate emissions, the first project, a 200kW photovoltaic array at Albany Pool, 
framework called Kia Ora Tāmaki Makaurau will ensure the council applies Te Ao Māori in how we respond to the 
is expected to be completed by the end of 2022, with the next project, at Manurewa Pool expected to be 
needs of Māori, and as part of our commitment to Te Tiriti o Waitangi. 
completed by the end of 2022/2023 
Our work to date on climate change indicates that Māori in Tāmaki Makaurau are likely to be disproportionately 
•  the first 5ha of the additional 200ha of native forest planned for unproductive farmland on regional parks has 
impacted. We are working to better understand those impacts and how we can mitigate or avoid them. To 
been planted 
formalise and guide our assessments, we mapped the mana outcomes of Kia Ora Tāmaki Makaurau against the 
•  Shoreline Adaptation Plan (SAP) has seen the Whangaparoa Pilot completed and endorsed by the 
TCFD pillars. Specific lines of enquiry have been overlayed, embedding Te Ao Māori into the Auckland Council 
Environment and Climate Change Committee with several more in public engagement
Group climate risk response. The matrix below will be used to ensure that key areas of enquiry take place. It 
•  a number of key positions, relating to the LTP Climate Action Programme, within Auckland Council and CCOs, 
has been approved and endorsed by Ngā Mātārae, the council's Māori Outcomes and Relationships directorate. 
We have started applying the framework to our work on scenario analysis and will continue to apply it to the 
D R A F T 
have been filled
remainder of this disclosure going forward.
•  by partnering with Habitat for Humanity 1,611 Aucklanders were reached, who were part of 304 households 
living with energy hardship, offering them tools and resources to save on power and warm up their homes
Matrix mapping mana outcomes to TCFD pillars
•  to grow our urban ngahere (forest) development of plans and specifications for tree stock, along with action 
plans to increase canopy cover for 16 local boards has been completed - planting of 11,000 street trees is due 
Principle 1: 
Principle 2: 
Principle 3: 
Principle 4: 
to start in 2023 
C O N F I D E N T I A L
Ora I te Tuatahi 
Mana Māori Motuhake 
Me Mahi Tahi Tātou 
Kia ora Tāmaki Makaurau 
•  ongoing development of Climate Connect Aotearoa, an innovation hub to support collaborative climate 
Connection of all things
Māori Identity and Wellbeing Work together towards 
Wellbeing for Māori
action and drive transformation towards a climate resilient and low carbon Tāmaki Makaurau Auckland - 
wellbeing outcomes
phase 1 of Climate Connect Aotearoa is set to launch later in 2022.
Climate 
Transition Risks
Policy and Legal
Technology
Market
Reputation
A Climate Action Targeted Rate was adopted as part of the Annual Budget 2022/2023, building on the $152 million 
Risks
Physical Risks
Acute
Chronic
climate action investment package in the 10-year Budget 2021-2031. This will increase funding for climate action 
so as to reduce emissions, lay the foundation for future reductions and prepare for the impacts of climate change. 
Risk Management
Metrics and targets
Governance
Strategy
The $574 million raised will be used to unlock government co-funding of $354 million. Together with the expected 
A) Describe the entities 
A) Disclose the 
A) Describe the board’s 
A) Describe the 
public transport fare revenue of $127 million, we expect to be able to invest an additional $1.056 billion in buses, 
Kia ora te umanga 
processes for identifying 
metrics used by the 
oversight of climate-
climate-related risks 
Māori business, tourism, 
and assessing  climate-
entity to measure 
related risks and 
and opportunities 
ferries, walking and cycling and our urban ngahere over the next 10 years. Specifically, the targeted rate will 
and employment
related risks*. 
and manage climate-
opportunities.
the entity has identified over 
deliver:
related risks and 
the short, medium, and long 
opportunities in line 
B) Describe management’s  term.
•  10 new frequent bus routes servicing South Auckland, West Auckland, Ōrakei, Tamaki and New Lynn to 
role in assessing 
Financial impa
B) Describe the entities 
with its strategy and risk 
and managing climate-
B) Describe the impact 
Onehunga via Mount Roskill. There will also be an extension to the frequent service on the Northern Express 
Kia ora te marae 
processes for managing 
management processes.
related risks and climate-
Marae development
climate-related risks*
of climate-related risks 
.
up to Hibiscus Coast station
related opportunities.
and opportunities on 
B) Describe the targets 
the entities business 
• improvements to 69 existing bus routes to increase the frequency of bus services
used to manage 
model, strategy, and 
C) Describe how 
climate-related risks 
financial planning.
• an additional 79 electric or hydrogen buses
processes for 
Kia ora te taiao 
and opportunities and 
ct and leg
identifying, 
Kaitiakiatanga
performance against 
C) Describe the resilience 
• 6 – 7 additional low emissions ferries and wharf upgrades, including charging infrastructure
assessing, and managing  targets.
of the entity's business 
climate-related risks 
model and strategy to 
• approximately 18 kms of cycling infrastructure
are integrated into 
different climate-related 
the entities overall risk 
scenarios.
• up to 35km of walking connectivity improvements
Kia ora te hononga 
C) Describe the 
alitie
management.
Effective Māori 
methodologies and 
D) Describe the 
• 14,800 street and park trees in areas most vulnerable to extreme heat, and with the lowest canopy cover
participation
assumptions used 
s
to calculate the 
methodologies and 
•  over 4,000 trees/plants to establish tiny forests in parks, food forests and māra kai (including fruit tree 
entity's metrics and 
assumptions underlying 
targets. 
the climate-related 
planting) and expand bush remnants
Kia hāngai te 
scenarios used, and the 
kaunihera 
scenario analysis process 
• grants for rongoā planting.
An empowered 
employed. 
organisation
As a result of this additional investment, improved bus services will be available to more than a million 
Aucklanders with 170,000 more people brought within 500 metres of a frequent bus route. 
Climate 
Resource 
Energy 
Products and 
opportunities
Efficiency
Source
Services
Markets
Resilience
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S T R A T E G Y
Climate-related risks and opportunities
2. Setting the focal question and scope
In 2021, Auckland Council did a risk stock-take to identify climate-related risks for the group. The results provided 
•  The focal question was developed in workshops with key staff across the group and the Climate Disclosure 
a baseline for assessing the group’s most material risks using scenario analysis. In 2022 the Auckland Council 
Governance Group. The focal question that was developed was: “How could climate change affect the 
Group developed climate scenarios to help expand the identification of its climate-related risks and opportunities.
Auckland Council Group’s ability to deliver services and infrastructure that meets the needs of Aucklanders 
in 2050?”
Scenario Analysis
•  The time horizon chosen for the transition scenarios was 2023-2050. The transition risk temporal scope was 
Process for developing of transition scenarios
different to the physical scenarios, which had a time horizon out to 2100. The extension of the time horizon 
We identified four scenarios (two transition and two physical) that broadly captured a world associated with a 
for physical risk scenarios was decided due to the long-time horizons of city infrastructure and planning for 
1.5°C target and one that was above 2°C. This was in line with the original direction set by the External Reporting 
human settlements.
Board (XRB) in early consultation, although the XRB has very recently revised its draft standards to include a 
3. Identifying driving forces
requirement of three scenarios (1.5°C, 3.0°C and one other) for scenario analysis. Our scenario analysis processes 
will need to develop in sophistication over time and respond to the XRB standards when issued.
•  This stage involved the identification of the driving forces for the two transition scenarios. In total we carried 
out five workshops with over 70 staff from across the group including the climate disclosure working and 
We considered developing a full set of scenarios that combined physical and transition aspects, however as the 
governance groups. A total of 230 initial driving forces were captured across all the workshops.
project unfolded we decided to consider physical and transition aspects separately. We intend to start using 
D R A F T 
integrated scenarios in future years as the group matures in its understanding of climate change risks and 
•  On completion of the workshops, the project leads reviewed all driving forces for plausibility and duplication. 
opportunities.
Following the review, it was determined that many of the driving forces were outside the plausibility realm or 
could be blended with others, giving a short list of approximately 50 driving forces. 
The process for creating climate change scenarios was mainly drawn from the following foundational literature:
•  The short list was incorporated into an online survey that enabled workshop participants to rate each driving 
• Haigh, Nardia. Scenario Planning for Climate Change (p. i). Taylor and Francis. Kindle Edition.
force. The top five drivers were used for scenario one, Kakariki, and six drivers were used for scenario two, 
•  Taskforce on Climate-related Financial Disclosures (TCFD) (2020) Guidance on Scenario Analysis 
Kahurangi. Sub-drivers were used to provide context to the key driving forces (approximately 4-5 sub-drivers 
C O N F I D E N T I A L
for Non-Financial Companies
for each driving force). This followed the literature (e.g. Haigh, 2019) which recommends limiting the number 
•  Schoemaker, P.J.H. 1995. Scenario planning: A tool for strategic thinking, Sloan Management Review, 
of narrative drivers in order to prevent the scenarios becoming too complex. 
36/2: 25–40.
4. Developing scenario narratives
The key stages of our transition scenario development process were:
•  The purpose of a scenario narrative is to help end users visualise the scenarios and understand the 
interconnectedness of the drivers. The narratives were developed by grouping the key driving force and the 
1. Stakeholder engagement and understanding the external environment
sub-drivers associated with each transition scenario. 
 The stakeholder engagement process was key to the success of this project. The engagement was collaborative 
•  The scenarios were developed with as much local context as possible, and were written for a general, non-
with representatives from Auckland Council, the CCOs and POAL involved in the development of the scenarios 
scientific audience. 
with the assistance of climate change consultants. Key activities in this stage included:
•  A narrated video was prepared to help communicate each scenario’s narrative to various stakeholders.
•  workshops with the Climate Disclosure Governance Group to build their knowledge and understanding of 
5. Performing quality checks
climate change scenario development and analysis
• The project’s key representatives across the group carried out multiple quality checks. 
•  a desktop review was done to identify current climate-related risks and opportunities to the Auckland Council 
group
•  Both scenarios were presented to the Climate Disclosure Governance Group for input, quality checks and 
approval. Further refinements were incorporated following their review, to ensure that the two scenarios 
•  identification of key staff across the group, who formed the scenario analysis project group, to support the 
would be deemed as being outlier, but plausible transition futures. 
design and delivery of the scenario analysis workshops
The summary of each transition scenario is presented on the following pages. 
•  meetings with the scenario analysis project group to agree on scope, timing and project expectations and 
align the scenario analysis project with any existing and relevant work 
•  a three-page summary on the scenario analysis project was developed and distributed to key staff across the 
group. The document introduced scenarios, the process, timing and extent of participation that was required. 
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S T R A T E G Y
  
  
Transition scenarios
We called our transition scenarios, Kakariki (green) and Kahurangi (blue). 
Our focal question
We designed them specifically for the Auckland Council Group, and the 
How could climate change affect the group’s ability to deliver services 
and infrastructure that meets the needs of Aucklanders in 2050?
?
colours are reflective of the types of scenarios that they are. The scenarios are 
fictitious yet plausible, and were designed to challenge our thinking. 
Scenario 1: Kakariki
New Zealand is a leader in the transition to net-zero. 
Scenario 2: Kahurangi 
The central government recognises that climate change is a threat and leads the “Great Pivot” where all 
New Zealand’s climate response is delayed because of political indecision. 
decisions are based on achieving the 1.5 degrees Celsius target and climate resilience. The entire energy system 
Although climate plans are in place, initial economic impacts and industry lobbying from major polluters delay 
undergoes rapid electrification and associated technology investment increases. The key drivers of risk for this 
D R A F T 
New Zealand’s climate response. From 2023, the central government relies on the market to act until litigation 
scenario are:
and community uproar shifts the country into a rapid decarbonisation from 2030. The key drivers of risk for this 
a)  Duty to act -The Waitangi Tribunal finds that the Crown has an obligation to Māori to adequately address 
scenario are:
climate change. Climate change becomes a mandatory relevant consideration in all decision making for 
a) Litigious landscape with local and central government embroiled in a raft of litigation.
government agencies and local authorities.
b)  Financial sector shift with ESG reporting further incorporated into credit ratings. Investors and businesses 
b)  Transport Climate Response Plan is launched which focuses on increasingly stringent vehicle demand 
C O N F I D E N T I A L
shift away from the New Zealand market and insurers remove or increase price coverage of carbon exposed 
policies for cities, support for electric vehicles, new domestic freight routes and active mobility options, 
industries and activities.
rapid phase out of internal combustion engine vehicles and low emission public transport.
c)  Carbon price jumps to $140 per tonne in 2029, then jumps to $380 in 2030, and increases 5 per cent per 
c)  Greenfield development is limited through policy and regulations and densification allowances are 
annum thereafter.
increased.
d)  Density mandates are put in place from 2031 as a result of refinements to the National Policy Statement 
d)   The  carbon price increases in line with the Climate Change Commission’s projections, reaching $140 per 
on Urban Development. Only multistorey housing development is allowed, and greenfield development is 
tonne in 2030, and $250 per tonne in 2050. In 2030 it does not align with the higher price set in the EU – 
also curtailed from 2035.
which opens the door to increased supply chain costs and potential exposure to carbon tariffs for exports.
e)  Social impact and community uproar from government indecision. A significant rise in the cost of living 
e)  Public interest in council decision-making increases with community monitoring and media attention 
due to climate change occurs, with low socio-economic households disproportionately impacted. Climate-
as much of the community feel the initial cost of the transition.
related immigration increases from Australia and the Pacific from the mid-2030s to 2040.
f)  Transport constraints - Prior to 2030 the market drives the positive uptake of electric vehicles. Thereafter 
the sale of internal combustion engines is banned, and the shipping industry is mandated to achieve net-
zero by 2040.
  
  
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Physical scenarios
Present day 
Mid Century  
End of Century  
Hazard
(1986-2005) 
RCP 8.5 (2040) 
RCP 8.5 (2110)
The main driver of physical risk relates to concentrations of greenhouse gases in the atmosphere, and this has 
been extensively modelled by the Intergovernmental Panel for Climate Change (IPCC). Based on IPCC models 
Temperature
15°C
+0.9°C
+3.3°C
and reporting, four Representative Concentration Pathways1 (RCPs) describe different possible climate futures, 
which depend on the volume of greenhouse gases emitted in the years to come.
Hot days (above 25°C) annually 15 to 24 days
+10 to 20 days
+>70 days
Global emission scenarios and the four RCP scenarios2  
Auckland CBD: 1 night
0 to 3 fewer cold nights 
Cold nights 
Hunua Range: up to 8 
in most of the region
(below 0°C) annually
nights
0 to 2 fewer cold nights
Northwest of the region: 
Hunua Ranges: up to 8 
up to 5 nights
fewer cold nights
Drought (Dry days) annually
237 dry days
+3 to 9 days
+ 12 to 21 days
Precipitation (average annual)  1200 mm – 1800 mm
 -5% to +5% change
-5% to +5% change
Extreme weather 
+8% rainfall depth 
+28% rainfall depth 
(100-year event, 24-hour event) 160-240 mm
 
(24hr, 100yr)
(24hr, 100yr)
Represented by mean 
Carbon Dioxide 
Sea level rise 
+0.3 m
+0.8 m 
Emission Pathways 
high water spring tide 10%
until 2100 and the 
Mean wind speed 
4.9 m/s MWS
-1% to -2% 
-4% 
Extent of Net Negative 
Emissions and BECCS 
Increased fire weather 
in 2100 
Neil Craik, University 
(Very High and Extreme forest 
8.3 days 
+40% to 50% 
+50% to 100% 
of Waterloo
fire danger days annually)
Climate risk and opportunity identification
The scope of this work has been limited to risk identification only. We will do a detailed risk assessment once we 
have finished developing a methodology for rating the group’s climate-related risks. Refer the Risk management 
•  RCP 8.5 represents a 'high-end' emissions trajectory whereby global emissions remain as high or 
section for further detail.
higher than current levels, there is no international policy-driven mitigation, and global temperature 
During 2022 ran risk assessment workshops across the group, focussing on climate-related physical and transition 
increases by ~4˚C. 
risks and opportunities separately for each entity except Auckland Transport which ran a separate, independent 
•  The RCP 4.5 trajectory is considered a lower, mid-range stabilisation scenario, whereby there is some 
process.
mitigation of global emissions, with the aim of keeping global temperature change <2.4˚C. 
We are currently reviewing and synthesising the risks that were identified into a set of group risks. These will 
be included in the group’s 2022/2023 climate statement. Elements of the risk and opportunity identification 
•  RCP 2.6 represents a future where emissions are reduced significantly, and global warming is limited 
process were:
to <2.0˚C. 
• Physical risks were identified using RCP 8.5 projections as an underpinning assumption.
RCP 8.5 is considered useful as a high-end, high-risk scenario (IPCC, 20223) and therefore has been chosen as 
the physical scenario in the group’s scenario analysis. 
• Transition risks were identified using the Kakariki and Kahurangi scenarios described above.
•  Themes were identified with stakeholders to help to structure the risk and opportunity identification process. 
Climate-related physical risks are the result of climate hazards and were grouped into three key hazard 
categories for the scenario analysis:
These themes were:
a) built 
b) natural 
• coastal hazards (sea-level rise, coastal inundation, coastal erosion, and storm surges)
c) economy 
d) human 
•  flooding and extreme weather (changes in variability of rainfall, extreme weather, flooding, landslides, 
e) governance 
f) Te Tiriti o Waitangi.
groundwater rise and salinity stress, wind, and hail)
•  In addition to the Te Tiriti o Waitangi theme, we also considered whether any of the risks or opportunities 
• increased temperature and drought (Increased temperatures, drought, and increased fire weather). 
identified in the workshop would have a significant impact on Māori. The risks identified will be included 
We used Auckland’s climate projections (NIWA, 20204) to assist with identifying the risks relating to the above 
for consideration in focused workshops that will be held with the group’s Māori outcome leads in October 
hazards, under RCP 8.5 only. The next phase of work will involve rating the climate risks that have been identified 
2022 where we will further explore the group’s risks and opportunities related to Te Tiriti o Waitangi, and the 
during this project. Both RCP 8.5 and RCP 4.5 will be used when rating the group’s physical climate risks.
implication of the group’s climate-related risks and opportunities to Māori, or climate risks to Māori that might 
impact the group.
Key hazards for RCP 8.5 are summarised in the following table.
•  Risks were categorised as being either direct or indirect. They were documented in a structured manner in 
risk workbooks, which were sent out to workshop participants to review following the workshops.
Later in 2022 and in 2023, the physical and transition scenarios will be combined to determine the potential 
1.  We understand that the central government is currently updating the climate change projections under the IPCC’s Sixth Assessment Report (AR6) projections.
2.  Fuss et al, 2014. Betting on negative emissions. Nature Climate Change, Vol 4.
financial impact and will also be used to stress-test the group’s strategies. Work is also underway to develop the 
3.  Intergovernmental Panel on Climate Change, 2022. Climate Change 2022. Mitigation of Climate Change. Working Group III contribution to the Sixth 
group’s climate change adaptation and transition plans, which are expected to be completed in 2023. These plans 
Assessment Report.
will better inform the group’s strategy and financial planning.
4. Pearce, P et al, Auckland region climate change projections and impacts. Revised September 2020.
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R I S K   M A N A G E M E N T
Te whakahaere tūraru 
Risk 
management 
How the Auckland Council Group 
identifies, assesses, and manages 
climate-related risks.
D R A F T 
C O N F I D E N T I A L
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R I S K   M A N A G E M E N T
Risk management 
All group entities have risk policies and frameworks that 
Climate risk management review
align with the ISO 31000 Risk Management standards. 
During the current year we began a review that will result in:
The objective of each framework is to ensure appropriate 
•  a framework to clarify how risk identification, assessment and management of climate risks will integrate into our 
oversight, management and escalation of risks. Risk 
current risk management framework
frameworks are based on the three lines of defence 
• a risk assessment approach suitable for climate-related risks given their unique and complex characteristics
approach below. 
• a list of climate risks by entity for incorporation into existing risk inventories
• recommendations for improving the group and entity risk management processes in relation to climate risk.
Once the framework and assessment approach have been developed, they will be implemented across the group 
over the next financial year. 
E X E C U T I V E   L EA D E R S H I P
A U D I T   A N D   R I S K   C O M M I T T E E S
D R A F T 
1st 
2nd 
3rd 
line of 
line of 
line of 
C O N F I D E N T I A L
defence
defence
defence
Senior leadership 
Risk function
Assurance function
teams, general 
managers, risk owners
• Identify, assess, 
• Design risk and 
• Review design and 
manage, monitor 
control frameworks
implementation of 
and report on risks
frameworks
• Provide advice and 
• Training and 
guidance
• Oversight and 
TIVITIES
C
awareness
testing
• Monitor adherence to 
 A
frameworks and assess 
quality of processes 
and controls
KEY
•  Design and 
•   Satisfactory   
monitoring of 
•   Monitoring   
of risks
COMES
control of risk
controls
• Compliance
•   Monitoring   
•  Design and 
monitoring of control
OUT
of risks
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M E T R I C S   A N D   T A R G E T S
Ngā aronga me ngā 
tatauranga 
Metrics and 
Targets
The Auckland Council Group 
(excluding Ports of Auckland) 
has committed to a 50 per cent 
reduction in operational GHG 
D R A F T 
emissions by 2030 against a 2019 
baseline, and net-zero emissions 
by 2050. Ports of Auckland has 
committed to net-zero emissions 
C O N F I D E N T I A L
by 2050.
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M E T R I C S   A N D   T A R G E T S
Metrics and Targets 
Aligning these targets to our funding increases accountability across the group and drives the delivery of 
Each entity within the group measures the emissions associated with their 
ambitious targets. 
operations and has set organisational emission reduction targets that 
contribute towards the group target of a 50 per cent reduction in group GHG 
Measuring our GHG emissions
The group’s GHG emission sources have been classified into the following categories
emissions by 2030 (excluding Ports of Auckland). These targets are detailed 
in the entity sections.
Group performance measures
Scope
Scope
Scope
In 2021, the group adopted the 10-year Recovery Budget 2021-2031. The budget identified several climate-
related performance measures to be reported on within our statement of service performance. They include:
1
2
3
•  GHG emissions Scope 1 and 2 (tonnes, per cent change vs baseline) for Auckland Council 
D R A F T 
These are direct GHG emissions 
These are indirect GHG emissions 
These are indirect GHG emissions that 
and Auckland Transport
and include emissions from sources 
and include emissions from the 
include emissions that occur because 
• the number of native plants planted
owned or controlled by each entity.
generation of purchased electricity, 
of the group’s activities but occur from 
heat or steam consumed by each entity.
sources not owned or controlled by 
• the number of Aucklanders engaged in living low carbon lifestyles
each entity.
• the percentage of schools engaging in sustainability education programmes.
Refer Volume 1: Service Performance for the current year’s results of these measures.
C O N F I D E N T I A L
Emissions are stated in tCO2e (metric tonnes of carbon dioxide equivalent). 
Toitū Envirocare (Toitū) provides assurance over the group’s GHG emissions inventories. These audits are 
Embedding climate change in our financing
conducted in accordance with the Programme Verification Guidelines included in ISO 14064-1-2018. They 
include a verification of emissions back to source data and a checking of calculations and assumptions. The 
During the year the council converted $800 million of existing bank standby facilities into sustainability linked 
inventory is aligned with industry or sector best practice for emissions measurement and reporting. There 
facilities. The council also executed a sustainability linked derivative with a notional value of $120 million, 
are inherent uncertainties in the measurement and reporting of GHG emissions. This is because the scientific 
making it the first local authority in New Zealand to do so. The sustainability linked facilities and derivative 
knowledge and methodologies to determine the emissions factors and processes used to calculate or estimate 
financially incentivise the council to meet key environmental, social and/or governance targets through the 
quantities of GHG sources are still evolving, as are GHG reporting standards. Where there are significant 
offer of lower fees or interest rates if the council achieves prescribed targets. The council’s three sustainability 
uncertainties or exclusions, they have been detailed in the Entity Climate Risk Responses.
performance targets are:
All entities use the operational control basis of consolidation as set out in the Greenhouse Gas Protocol. 
•  increase annual proportion of procurement influenceable spend with Māori and/or Pasifika owned business 
Specific boundaries for each entity have been outlined in the Entity Climate Risk Responses. 
or social enterprises by 5 per cent
• increase the number of operational low emission buses within the Auckland Transport bus fleet
•  reduce the group’s GHG emissions by 50 per cent by 2030 and reach net-zero emissions by 2050.
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E N T I T Y   C L I M A T E   R I S K   R E S P O N S E
Ngā Urupare a te 
Hinonga i ngā 
Tūraru mō te Āhuarangi 
Entity 
Climate Risk 
Responses
Further detail of each significant 
D R A F T 
group entity’s response to climate 
change risks and opportunities.
C O N F I D E N T I A L
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E N T I T Y   C L I M A T E   R I S K   R E S P O N S E
Auckland Council departments and teams with a sustainability and climate change 
Auckland Council
aspect or focus 
Governance
Auckland Council’s governance structure has been largely detailed in the group governance section.
The Environment and Climate Change Committee is responsible for overseeing progress 
INFRASTRUCTURE
CHIEF FINANCIAL 
GROUP SERVICES
CHIEF PLANNING 
AND 
against Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and policy decision-making around climate change activities. 
OFFICE
OFFICE
ENVIRONMENTAL 
These activities include protecting our coastal areas, greenhouse gas reduction and implementing climate policies 
SERVICES
and plans.
The Chief Sustainability Office (CSO) is responsible for strategic thinking, analysis and advice on climate change, 
including the development and delivery of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan. The CSO provides advice 
CLIMATE 
CHIEF 
and influence across the organisation to ensure that processes, programmes and decision-making support and 
FINANCIAL 
CORPORATE 
ACTION  
CONTROL
SUSTAINABILITY 
PROPERTY TEAM
enable a just transition to a low carbon, resilient future. 
SOLUTIONS 
TEAM
OFFICE
TEAM
The CSO provides strategic briefings to the council's Executive Leadership Team on climate issues as required. We 
D R A F T 
are currently determining the role of the Executive Leadership Team in climate action, as more teams across the 
• Manages 
Co-responsibility 
• Leads strategic 
Assists Aucklanders 
corporate 
for climate risk 
direction on 
to reduce household 
council are working on climate-related issues.
buildings
disclosures
sustainability and 
emissions through 
• Provides 
climate change
behaviour change 
SUSTAINABLE 
In addition to the CSO, other departments and teams across the council have a sustainability and climate change 
property advice 
interventions and 
• Co-responsibility 
SCHOOLS
and asset 
online tools
focus specific to their area of focus. 
for climate risk 
TEAM
planning services
disclosures
C O N F I D E N T I A L
Strategy
Enables kaitiakitanga 
and sustainability 
Although Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets the group’s direction on climate action, Auckland 
AUCKLAND 
GROUP 
COMMUNITY 
PLAN STRATEGY 
outcomes through 
Council is currently working on an organisational climate action plan which will include its mitigation, adaptation 
TREASURY 
CLIMATE ACTION 
engagement with 
AND RESEARCH 
TEAM
TEAM
young people and 
and transition plans. This plan will detail how Auckland Council will:
DEPARTMENT
student-led action
• meet its target of 50 per cent reduction in GHG emissions by 2030 and net-zero by 2050
Responsible 
Responsible for:
Catalyses a low 
for sustainable 
carbon movement 
• transition to a net-zero carbon economy
• Auckland Plan 
finance and 
across Auckland 
oversight
direction  
through supporting 
HEALTHY 
• adapt to the climate change risks that it will face. 
setting
• Growth, transport 
community-led and 
WATERS ZERO 
and infrastructure 
Māori-led responses to 
CARBON TEAM
strategy
climate change
Auckland Council plays a key role in ensuring climate change is embedded in the group’s key strategies, including 
the Auckland Plan 2050 and the 10-year Budget 2021-2031 (the Recovery Budget). The Recovery Budget was 
• Natural 
environmental 
the first group long term plan that identified climate action as a priority area, with $152 million set aside for 
strategy
Focussed on 
carbon associated 
investment in climate action over the next 10 years. Auckland Council will work with its CCOs and POAL to deliver 
• Research and 
WASTE 
with stormwater 
Evaluation Unit
this activity. 
SOLUTIONS 
infrastructure
• Urban and climate 
DEPARTMENT
data
To support the integration of climate change into decision-making on projects, plan and policies, Auckland 
• Geospatial modelling
Council has developed a climate impact assessment tool to support the Governing Body in its role of overseeing 
Works to reduce 
climate change risks. The tool will consider the high-level impact of committee decisions on both GHG emissions 
emissions through 
RESILIENT  
and climate resilience. The tool will integrate with existing processes to ensure that climate change considerations 
waste management 
and minimisation
LAND AND  
are embedded from the inception of projects and will enable decision-makers to make more informed decisions.
COASTS  
TEAM
• Provides specialist and 
engineering advice and 
support
• Responsible for 
Shoreline Adaptation 
Plans and Natural 
Hazards Risk 
Management Action Plan
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E N T I T Y   C L I M A T E   R I S K   R E S P O N S E
Risk Management
There is a level of uncertainty in reporting GHG emissions and where there are significant uncertainties or 
exclusions, they have been detailed below.
The Auckland Council’s enterprise risk framework is designed to provide a common platform for all risk 
Auckland Council has taken an operational approach in determining the operational boundary of its GHG 
management activities, including evolving and emerging enterprise top risks associated with our strategic 
emissions. Joint ventures and external partnerships have been excluded and each CCO and POAL report their 
objectives, such as climate change.
GHG emissions separately. 
The Enterprise Risk team reviews and updates enterprise risks quarterly. The review includes updating mitigating 
Emissions associated with the council’s buildings (combustion of natural gas and electricity) and farms and make 
actions, analysing control gaps, and analysing enterprise top risks. Enterprise top risks are owned and endorsed 
up the largest portion of the council’s GHG footprint. Community Facilities is the business unit responsible for 
by the executive leadership team on a quarterly basis.
the largest share of council’s emissions. This is because the unit is responsible for the majority of the council's 
The council has classified climate change risk as a top risk since 2019 and is being reassessed with the chief of 
buildings, as well as farms and parks. 
strategy and chief sustainability officer, alongside other key stakeholders within the council. While significant 
Overall, Auckland Council’s Scope 1 and 2 emissions for 2021/2022 have decreased from 2020/2021. This reflects 
effort has been made in mitigating this risk, a co-ordinated strategic approach across the council group is under 
both actions taken to reduce GHG emission and the ongoing effects of COVID-19, which include a greater use of 
development.
remote working and reduced levels of service in Community Facilities. Reported scope 3 emission have increased 
Metrics and Targets
as more sources of indirect emission, mainly from council contractors, have been reported in this year’s inventory. 
Energy and electricity use has decreased by 9 per cent from 2020/2021 as a result of downsizing our corporate 
D R A F T 
property portfolio from 12 to 4 properties, ongoing investments in energy efficiency measures and the impact of 
tCO2e
2016/2017 
(Base year)  2019/2020
2020/2021
2021/2022
COVID-19 restriction on the use of Council Facilities. Emissions associated with Council fleet have decreased by 
37 per cent due to investment in hybrid vehicles, reduction in work travel and the removal of over 100 cars from 
Scope 1
Council’s fleet. Scope 1 and 2 Waste emissions relate to Claris Landfill, which is the only landfill wholly owned and 
Agriculture
4,970
5,931
6,069
5,804
operated by Auckland Council. Emissions from the Claris Landfill have decreased by 21 per cent due to receiving 
Energy
7,781
5,474
6,820
6,374
reduced volumes of waste. Fugitive emissions have seen a significant reduction from 2020/2021 due to less 
C O N F I D E N T I A L
Fugitive emissions and other gases
106
313
930
72
refrigerant top-ups required than in previous years.
Transport
3,844
4,249
4,060
2,570
There is a level of uncertainty in reporting greenhouse gas emissions. This is due to a level of scientific uncertainty 
Waste
631
549
714
304
as well as estimation uncertainty involved in the measurement processes. The emission factors included in the 
Measuring Emissions: A guide for organisations published by the MfE have been used for the majority of our 
Total Scope 1
17,332
16,516
18,593
15,124
emissions, except for certain fugitive emissions. Emissions factors are periodically revised by MfE with changes to 
Scope 2
those factors occasionally being significant. 
Electricity
6,957
4,499
4,768
4,211
Auckland Council generally uses the most up to date emissions factors published by MfE for calculating our GHG 
Total Scope 2
6,957
4,499
4,768
4,211
emissions inventory. MfE released updated figures in August 2022, however due to the timing of the external audit 
Scope 3
of our inventory, we were unable to incorporate these figures. For consistency with the Carbon Neutral Public 
Transport
905
6,313
7,066
8,623
Sector Programme, we have used the MfE’s 2021/2022 emissions factors for reporting our GHG emissions. MfE’s 
updated emission factors include updates to historical electricity emission factors. As electricity is a significant 
Waste
257
2,069
1,531
2,370
component of our Scope 1 and 2 emissions, the updated emissions factors will impact our baseline GHG emissions 
Other
1,637
1,083
944
956
and have a minor impact on our 2021/2022 inventory. For our 2022/2023 reporting our baseline, targets and 
Accommodation
-
-
-
5
2021/2022 inventory reporting will be updated using the updated emission factors.
Contractor other
-
-
8278
8,278
In addition to GHG emissions, Auckland Council also has the following targets:
Total Scope 3
2,799
9,465
9,541
20,232
• convert 200 hectares of farmland to native forest over the next five years
Total gross emissions
27,088
30,480
32,902
39,567
• plant 11,000 street trees by 2031
Certified green electricity
-
-
-
-
• reduce emissions from fleet activity by 50 per cent by 2025
Net GHG emissions (all scopes)
27,088
30,480
32,902
39,567
• improve electrical efficiency in Auckland Council buildings by 20 per cent by 2030
Auckland Council’s carbon footprint has been prepared in accordance with the requirements set out under ISO 
• reduce in-house office waste by 60 per cent per capita by 2024.
14064-1:2018. We measured most of our emissions using the emission factors used in Measuring Emissions: A 
guide for organisations published by the Ministry for the Environment (MfE).
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E N T I T Y   C L I M A T E   R I S K   R E S P O N S E
 
Auckland Transport
Roles with a climate change, sustainability or environmental aspect or focus for 
Governance
Auckland Transport
Auckland Transport’s (AT) Board provides overall governance and strategic direction for the organisation, in 
relation to climate change and sustainability, including leadership and oversight of management.
CHIEF 
EXECUTIVE
The Board is responsible for:
• Oversight and setting sustainability as a strategic priority 
• Approving the sustainability vision and strategy including performance targets and delivery plans 
•  Providing management with parameters around risk and resource to effectively execute the sustainability 
EGM 
strategy and related targets
EGM  
EGM
EGM RISK & 
EGM
CULTURE & 
INTEGRATED
PLANNING &
ASSURANCE
FINANCE
TRANSFORM- 
• Influence central Government and Council to support the sustainability vision and strategy.
NETWORKS
INVESTMENT
ATION
• Holding management to account for achieving the sustainability vision
D R A F T 
• Assuring effective compliance with legislation and alignment with other commitments to stakeholders.
The board meets approximately 8 times each year and the board’s Finance and Assurance Committee meets 
approximately 5 times. Climate-related risk information is presented to the Finance and Assurance Committee as 
part of broader risk reporting. Climate change and sustainability issues are also presented to the board or relevant 
HEAD OF 
MANAGER 
HEAD OF
HEAD OF
CHIEF 
METRO 
TRANSPORT 
GM
board committees as required.
ADAPTIVE
ENGINEER
SERVICES
RISK 
SUSTAIN- 
TRANSPORT
PROCUREMENT
C O N F I D E N T I A L
PRACTICE
SERVICES
ABILITY
POLICY
The board sets the risk and resource parameters for AT's sustainability strategy and it holds management 
accountable for achieving ATs sustainability vision. Management and board have a joint responsibility for 
providing a clear vision for transport sustainability in Auckland.
The board and executive leadership team recognise their responsibility for assessing and managing climate 
change and sustainability related risks and opportunities. The board are also advised by internal sustainability 
MANGER 
SENIOR  
teams including Transport Sustainability, Environmental and Sustainable Procurement teams. Training to ensure 
METROSPECIAL 
RISK 
PROCUREMENT 
PROCUREMENT
LEAD
ENVIRONMENTAL 
all AT's board members have been provided with systemic climate change and sustainability training is in 
(FLEET & 
SPECIALIST 
ANALYSIS 
MANAGER
DELIVERY
MANAGER
(SUSTAINABLE 
INFRASTRUCT-
TEAM (x2)
(EXCELLENCE)
COACH
development. 
PROCUREMENT)
URE)
An Enterprise Portfolio Steering Group has been established at the executive leadership level to focus on climate 
change and sustainability issues. It meets every six weeks where they are informed, make decisions on and 
monitor climate related issues.
Key teams that manage climate risk at AT include:
SENIOR 
PRINCIPAL 
PROCUREMENT 
•  Transport Sustainability team – leads the organisation-wide climate change risk response and works 
ENVIRONMENTAL 
ENERGY 
SUSTAINABILITY 
ADVISOR 
TEAM
& CARBON 
ADVISORS (x2)
closely with the risk team, chief engineer and asset and finance teams to assess and price climate risk 
SPECIALIST
(EXCELLENCE)
exposure and develop the organisation’s adaptation strategy.
•  Environmental Programme - Auckland Transport’s Environmental Specialists in the Chief Engineer’s team 
lead Auckland Transport’s climate change adaptation planning.
•  Auckland Transport Assets team – ensures risk management and resilience is embedded within the 
organisation and corresponds directly to the three key risk areas identified by the organisation’s Climate 
Change Risk Assessment. 
•  Sustainable Procurement team – deliver against the Sustainability Framework and Sustainable 
Procurement Action Plan, incorporating sustainability and carbon reduction planning into strategic 
infrastructure, operations, corporate and BT contracts, as well as facilitating contractor reporting on 
materials, energy, carbon and other sustainability data.
 To trains
 To Buses
 To Ferry
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E N T I T Y   C L I M A T E   R I S K   R E S P O N S E
Strategy
Metrics and targets
AT's Sustainability Framework is built around four inter-related goals:
 tCO2e
2017/2018
2018/2019
2019/2020
2020/2021
2021/2022
• conserve and enhance the environment 
Scope 1
• meet the health and social needs of Aucklanders 
Mobile combustion
1,748
2,414
1,989
1,648
1,604
• foster jobs, growth and economic productivity 
Refrigerants
-
-
-
11
6
• celebrate Auckland’s unique cultural identity.
Stationery energy
321
268
297
302
194
A series of plans and strategies realise the outcomes of the Sustainability Framework. These plans are in specific 
Others 
 -
1
 -
 -
 -
domains and include goals and their accompanying work programmes. 
Total Scope 1
2,069
2,682
2,286
1,962
1,805
Plans and strategies completed or currently under development include the Emissions Reduction Action Plan; 
Scope 2
 
 
 
 
 
Climate Adaptation Action Plan; Hikina te Wero : Environment Action Plan and the Sustainable Procurement 
Purchased electricity
12,701
10,240
9,886
9,077
7,751
Action Plan. 
Total Scope 2
12,701
10,240
9,886
9,077
7,751
The sustainability framework is being updated and will include transition and adaptation components. 
Scope 3
 
 
 
 
 
D R A F T 
Risk management
Purchased electricity-related activities 
-
-
-
80
222
(electric bus services)
AT delivered a physical climate change risk assessment in 2020, and a transition risk assessment in 2022. These 
Purchased fuel-related activities 
93,281
128,123
122,551
104,792
91,192
risks will be included in the organisational risk register.
(diesel bus and ferry services) 
Transmissions of energy (T&D losses)
1,073
807
784
803
659
The rated risks were then prioritised by consideration of the risk’s materiality to AT, the agency responsible for the 
Business Travel
143
306
186
59
66
C O N F I D E N T I A L
risk receptor, its interdependency with other risks, and the risk rating applied. 
Waste 
14
146
138
315
144
An initial assessment was made of the financial and other impacts of the key physical risks, leading to 
Lubricant
-
22
22
22
42
organisational climate related physical risk appetites being adopted:
Total Scope 3
94,511
129,403
123,680
106,071
92,324
The overall climate related risk (the "failure to appropriately respond to or prepare for the impacts of climate 
Total gross emissions
109,281
142,326
135,853
117,110
101,881
change including lack of planning for network resilience") is a 'cautious' risk appetite. 
Certified green electricity
-
-
-
-
-
AT has three subcategories of climate related risk.
Net GHG emissions (all scopes)
109,281
142,326
135,853
117,110
101,881
GHG emissions associated with public transport ferry services were excluded in 2017/18 inventory due to data 
Subcategory 1: 
Risk appetite:   
unavailability but included in 2021/22 inventory.
Adaptation
Cautious
GHG emissions associated with infrastructure, construction and maintenance have been excluded.
Adapting AT's assets to the physical impacts of 
Activities undertaken in the achievement of key deliverables 
2021/2022 reports measured emissions with the requirement of ISO 14064-1:2018 standard and the previous 
climate change, as discussed earlier in this section.
or initiatives will only be taken where they have a low degree of 
year's report measured emissions with the requirement of ISO 14064-1:2006.
residual risk. The associated potential for reward / pursuit of 
opportunity is not a key driver in selecting activities.
This information is retrieved from the AT emissions inventories reports that have been verified by Toitū. The 
inventories used the latest emissions factors available from MfE at the respective audit date. 
Subcategory 2: 
Risk appetite:   
An absolute reduction in Scope 1 and 2 emissions of 3,366 tCO2e has been achieved in 2021/2022 against 
Mitigation: 
Averse
respective scope emissions of 2018/2019.
AT provides its board with a monthly indicators report that details performance against its statement of intent 
Reducing greenhouse gases from users of the transport 
Avoidance of risk and uncertainty in achievement of key 
system and from AT's operations.
deliverables or initiatives is paramount. Activities undertaken 
measures. 
will only be those considered to carry virtually no residual risk.
Measure
2021/2022 Target
Baseline
Subcategory 3: 
Risk appetite: 
Transition: 
Transition: 
Number of buses in the Auckland bus fleet classified as low 
28
2019/2020
emission
Responding to the non-physical impacts of climate 
A risk appetite for the transition risks is in development.
change during the transition to a low-carbon and 
Percentage reduction of greenhouse gas emissions from 
6%
2018/2019
climate-resilient future.
AT's corporate activities and assets
The overall climate related risk appetite and subcategory risk appetites must be considered during planning, 
Percentage of Auckland Transport streetlights that are energy 
80%
2020/2021
design and construction of new assets and renewals; procurement and any other AT activities.
efficient LED
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E N T I T Y   C L I M A T E   R I S K   R E S P O N S E
      
Eke Panuku Development Auckland 
Roles with a climate change, sustainability or environmental aspect or focus for Eke Panuku
Limited
Governance
Eke Panuku Development Auckland Limited’s (Eke Panuku) board has oversight of its climate-related risks and 
mitigations and climate initiatives with quarterly progress reports. The Audit and Risk Committee, made up of 
five of the seven board directors reviews the organisation’s strategic and operational risks quarterly. The board 
CHIEF 
accesses climate expertise through its corporate responsibility team which is responsible for developing and 
EXECUTIVE
delivering Eke Panuku’s climate change strategy and supporting the wider organisation to deliver the strategy 
(Overall  
Responsibility)
through corporate business plans.
Eke Panuku’s Executive Leadership Team receives climate-related risk updates quarterly through a risk-focused 
workshop. The executive leadership team review the risk register before it is presented to the board.
D R A F T 
Several climate-related actions are included within the KPIs of Eke Panuku’s senior management. The board 
receives reporting on progress against these objectives annually at a minimum. 
Some key KPIs for delivering the climate change strategy are:
• development of sustainability standards/guidelines for public realm projects
CHIEF FINANCIAL 
GM STRATEGY 
OFFICER
AND PLANNING
• adoption and the use of green leasing clauses in all future leases of managed commercial assets
(Exec annual  
(Exec climate change 
reporting, governance  
C O N F I D E N T I A L
responsibility)
and risk)
•  develop and deliver training for staff in relation to climate-related decision making and sustainable 
procurement.
Roles with climate change, sustainability or environmental aspect or focus
HEAD OF 
Eke Panuku’s Corporate Responsibility team set the strategy and policy relating to climate change and promote 
CORPORATE 
FINANCE 
corporate emissions reduction. Implementation of the strategy and policy is also delivered via the Design and 
RESPONSIBILITY
RISK MANAGER
(Climate change and 
MANAGER
Place, Development and Assets and Delivery teams with some support from the Community Services directorate.
sustainability 
lead
The risk team works with the capital works and asset renewal teams to identify risks, including 
climate change risks.
Strategy
Eke Panuku’s climate change strategy has two overarching objectives:
• new communities in priority locations are designed and developed to be low-carbon and climate resilient
CORPORATE 
PRINCIPAL 
RESPONSIBILITY 
CORPORATE 
• leading by example through reducing climate impacts across operations and asset management.
ADVISOR
RESPONSIBILITY 
ADVISOR
A key activity of Eke Panuku’s climate change strategy is ensuring climate impacts, risks and vulnerabilities are 
considered in the regeneration of Eke Panuku neighbourhoods at the master planning stage so that communities 
developed are resilient to future impacts. Transition risks have not been a key focus to date and will need further 
consideration. 
More information is needed to enable better decision-making at the front end of planning 
and for decision making purposes. Work is already underway to incorporate climate change 
mitigation and adaptation considerations into project planning, procurement, reducing or 
minimising emissions, and ensuring developments are resilient to climate impacts. 
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This includes:
Ports of Auckland Limited
•  improving project management processes by providing guidance that direct project managers to consider 
climate change and sustainability in planning, procurement, and delivery
Governance
•  supplying suitable tools and resources (in collaboration with Auckland Council) to support staff such as 
checklists, emissions calculators and risk guides
Ports of Auckland’s (POAL) board is responsible for ensuring the implementation of the environmental policy, 
understanding the nature of current environmental hazards and risks associated with the port’s operations and 
• supporting project managers and building staff capability to assess climate impacts.
ensuring appropriate resources and processes are in place to respond to them. The board is also responsible for 
Risk management
ensuring compliance with all regulatory requirements and overseeing performance against adopted sustainability 
targets. The board is updated on climate-related matters through monthly reports that are prepared by 
Eke Panuku’s Risk Management Framework has been developed in accordance with the ISO 31000:2018- Risk 
management and receives updates as required. The board accesses climate expertise through its sustainability 
Management Guidelines. Risks are identified and assessed according to the likelihood and level of consequence, 
and environment team which is responsible for the day to day management of POAL’s climate change and 
with mitigations specified.
sustainability risks.
Eke Panuku is part of the council-wide climate disclosure work programme to address governance, strategy, risk 
POAL has established a working group that includes its Governance and Risk Manager, Finance and Reporting 
management, and metrics and targets disclosures. Once the outputs of this programme relevant to Eke Panuku 
Manager and Head of Sustainability and Environment. This group is responsible for delivering on activities related 
D R A F T 
have been approved, they will be incorporated into Eke Panuku’s governance, risk management and reporting 
to the implementation of the climate-related disclosure recommendations. A suitable board structure to oversee 
structures and frameworks. 
compliance with these forthcoming disclosure requirements is being developed. 
Metrics and targets
POAL's sustainability team has developed a climate risk framework in collaboration with the finance team and the 
governance and risk team. The diagram below illustrates sustainability within POAL's organisational structure. 
tCO2e
2018/2019 
(Base year)  2019/2020
2020/2021
2021/2022
C O N F I D E N T I A L
Scope 1
 
Roles with a climate change, sustainability or environmental aspect or 
Transport fuels
47
49
32
30
focus for Ports of Auckland
Total Scope 1
47
49
32
30
Scope 2
CHIEF 
Electricity
79
105
72
114
EXECUTIVE
(Overall  
Total Scope 2
79
105
72
114
Responsibility)
Scope 3
Scope 3 mandatory
342
268
397
370
Scope 3 additional
428
391
559
363
GENERAL 
Scope 3 one time
-
-
3
-
MANAGER 
ACTING CFO
(Climate Change: 
INFRASTRUCTURE
Total Scope 3
770
659
959
733
Annual Reporting  
(Exec 
Responsibility)
Responsibility)
Total gross emissions
896
813
1,064
877
Certified green electricity
-
-
-
-
Net GHG emissions (all scopes)
896
813
1,064
877
ENVIRONMENTAL 
This year there have been changes across our emissions profile, with some emissions sources seeing an increase 
& SUSTAINABILITY 
FINANCIAL  
GOVERNANCE &  
and others a decrease. Additional sources were added; employee commuting and working from home. Overall, 
MANAGER
REPORTING 
RISK MANAGER
(Climate Change 
MANAGER
against our base year there has been an increase in absolute emissions from Scope 1 and 2 of 14 per cent and a 
Specialist  
Responsibility)
decrease in absolute emissions from all sources of 2 per cent. Scope 1 emissions from transport this year were the 
lowest since our base year. This is in part due to the lengthy lockdown seen in Auckland over the reporting period 
as well as changed behaviour and practices around remote working and meetings which have arisen as a result of 
the COVID-19 pandemic. Scope 3 emissions from transport increased due to the addition of employee commuting. 
Emissions associated with marina energy use increased. The reason for this is not clear and further work will need 
to be done to ascertain how this can be reduced.
 
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E N T I T Y   C L I M A T E   R I S K   R E S P O N S E
Strategy
Metrics and targets
In line with POAL’s goal, set in 2017, of being a leading global sustainable port, POAL Environment Policy adopted 
2016/2017 
in 2018 set long-term sustainability targets of:
Category
(Base 
2019/2020 2020/2021 2021/2022
• net-zero emissions by 2025
year)
• zero emissions by 2040
Scope 1
• zero waste to landfill by 2040.
Transport fuels and other
12,251
12,049
12,479
11,458
POAL routinely reviews the progress against these targets to ensure they remain relevant.  Based on the past 4 
Other gases
3
6
23
7
years’ experience of working towards achieving them, a revised strategy has been developed in July and August 
Total Scope 1
12,254
12,055
12,502
11,465
for consideration by the POAL Board in September 2022. This revised strategy confirms POAL’s commitment to 
Scope 2
becoming an environmentally positive and climate resilient port,  but recognises the current realities of limited 
Electricity
1,867
1,368
1,446
1,534
alternative equipment  options available for heavy cargo handling equipment and the challenges over the supply 
of interim emissions reduction options  such as renewable diesel.   
Total Scope 2
1,867
1,368
1,446
1,534
Scope 3
The revised Sustainability Strategy confirms POAL’s long term zero waste and zero emissions targets but has 
D R A F T 
revised the achievement date for its zero emissions target from 2040 to 2050 to align with Auckland Council’s 
Transport
420
264
13
27
long term emissions reduction target and to align the capex spend for heavy cargo handling equipment to the end 
Waste
200
29
7
29
of its effective life. Further, the revised strategy recommends the  removal of the initial net-zero by 2025 target, 
Scope 3 additional
1,467
2,166
2,425
2,549
preferring instead to concentrate on emission reduction initiatives within the business. 
Total Scope 3
2,087
2,459
2,445
2,605
The revised strategy recommends POAL maintain the current  medium-term emission reduction targets of 37.5 
per cent reduction from our 2017 baseline by 2032.  This interim target in based POAL’s approved SBTi target. 
Total gross emissions
16,208
15,882
16,393
15,604
C O N F I D E N T I A L
Risk management
Certified green electricity
-
-327
-1,446
1,534
Net GHG emissions (all scopes)
16,208
15,555
14,947
14,070
POAL recognises the importance of managing material risks across the business, and has robust systems for 
managing this. POAL’s Key Risk Register classifies climate change as a “critical risk”. A high-level risks and 
 
opportunities assessment was completed using projections of RCP 4.5 and RPC 8.5. This identified risks relating 
Our net emissions (Scope 1 and 2, net of certified green electricity) fell 8.3 per cent to 11,464.8 tC02-e this year 
to atmospheric, hydrological, oceanographic, regulatory, technical and legal changes, as well as capital risks from 
(unaudited) from 12,502 tC02-e the previous year. Furthermore Ports of Auckland has achieved an absolute 
changes in revenue and access to capital. The assessment identified that these could have a direct impact on 
reduction of 2,580 tCO2-e against the baseline year (2017) for all categories. 
assets and operations, supply chains and stakeholders. 
This is Ports of Auckland's net GHG emissions (Net-GHG) for all categories and allows for market-based emissions 
As a next step, POAL has developed an Organisational Readiness Assessment Roadmap which outlines a 
factors through their purchase of renewable electricity certificates. Ports of Auckland’s emission reduction 
programme that will develop coordinated processes to reliably identify and analyse climate change and 
pathway includes a combination of purchasing renewable electricity, improving fuel efficiency, adopting low, and 
sustainability-related risks. This will ensure that over time, the collective risk management system is viewed 
zero, carbon alternatives for diesel in the short term, as well as procurement of zero carbon emission heavy cargo 
through a climate lens. Following this, a consideration of velocity and interconnectivity between risks, as well as a 
handling equipment when these assets are scheduled for replacement. 
conventional analysis of severity and likelihood, will take place.
During 2020/2021 POAL implemented a trial of renewable diesel in a range of plant, vessels and vehicles. The 
trial was successful, but Covid restrictions and supply chain challenges prevented further trialling and use of this 
fuel in day-to-day operations during 2022. POAL will attempt to secure supplies of this and/or other low carbon 
fuel options now that the supply chain challenges are lessening, as it is recognised that these fuels will play a 
significant part of the Ports of Auckland interim emissions reduction programme in the coming years.
During 2021/2022, POAL studied the electrical network across the port.  Several initiatives were identified to 
improve the long-term resilience of the network and its ability to meet expected future demand. This study also 
identified potential renewable electricity generation options across the port to help met our electricity needs. 
These will be implemented in accordance with the plan developed. 
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E N T I T Y   C L I M A T E   R I S K   R E S P O N S E
 A
Roles with a climate change, sustainability or environmental aspect or focus for Tātaki 
Tātaki Auckland Unlimited
Auckland Unlimited
Governance
Tātaki Auckland Unlimited’s (TAU) board oversees decision-making associated with its risk management policy 
framework and performance against its climate change targets. The board has delegated part of its authority to 
CHIEF 
EXECUTIVE
the executive management team to manage some strategic and operational matters, including climate change. 
The Risk Committee is a committee of the board with a membership of three board members whose core role is to 
support the board in its risk-related oversight and responsibilities.
RISK 
BOARD
During 2021/2022, TAU’s Climate Innovation and Sustainability team completed a gap analysis against the TCFD 
COMMITTEE
framework and identified areas for improvement. A set of recommendations was presented to the board in 
November 2021 and approved for implementation. The recommendations included:
• ensuring capability building at a senior management and board level in relation to climate-related risk
• allocating more organisational resources to managing and disclosing climate-related risks
D R A F T 
CHIEF 
•  disclosing the climate-related responsibilities assigned to management positions or committees and whether 
GM
FINANCIAL 
DIRECTOR – 
these responsibilities include assessing and/or managing climate-related issues 
PROPERTY
& CORPORATE 
INVESTMENT 
SERVICES 
& INDUSTRY
• developing the organisational structure associated with delivering on climate-related responsibilities
OFFICER
•  nominating a board member to be is responsible for establishing governance arrangements, assessing 
climate-related risks, and implementing adaptation actions.
C O N F I D E N T I A L
The board nominated Director Dan Te Whenua Walker to be lead board member for climate risk management. 
HEAD OF  
HEAD OF  
HEAD OF 
HEAD OF 
HEAD OF 
Dan is also a member of TAU’s Risk Committee. The board will continue to access climate expertise through the 
ASSET & FACILITY 
CAPITAL  
HEAD OF RISK & 
CLIMATE 
HEAD OF 
ECONOMIC 
VISITOR 
Climate Innovation and Sustainability team, and climate change training has been confirmed for both the board 
SERVICES
PROJECTS
INNOVATION & 
ASSURANCE
INNOVATION
TRANSFORMATION
SUSTAINABILITY
ECONOMY
and the Executive Leadership Team.
The Climate Innovation and Sustainability team manages TAU’s existing climate change programmes and 
activities and supports the development and implementation of the organisation’s sustainability strategy to align 
DESTINATION 
PROJECTS 
RISK & 
PLACE  
MANAGEMENT 
with Auckland Council’s key climate targets. The team formally presents to the organisation’s Risk Committee a 
TEAM X10
COMPLIANCE 
MANAGER 
PLANNER/ 
ADVISOR
(GRIDAKL)
minimum of twice per year, outlining key climate change risks and actions and reports to the board on an ad-hoc 
SUSTAINABILITY 
LEAD
basis. It intends to develop governance processes with the support of the nominated climate risk management 
lead board member, to ensure accountability of climate action across the organisation.
BUSINESS 
PROGRAMME 
Roles with climate change, sustainability or environmental aspect or focus
SENIOR MĀORI 
DEVELOPMENT 
ENERGY 
CORPORATE 
FACILITIES 
DIRECTOR 
SENIOR ASSET 
ADVISOR – CLIMATE 
MANAGER 
INNOVATION 
PROPERTY DATA 
MANAGER
– CLIMATE 
• The climate innovation and sustainability team
MANAGER
INNOVATION HUB 
– CLIMATE 
DEVELOPMENT 
COORDINATOR
X4
INNOVATION 
MANAGER
INNOVATION 
MANAGER
• The risk team
HUB
HUB
•  A project team dedicated to the development and implementation of a Climate Innovation Hub. The size of 
SENIOR 
CORPORATE 
BUILDING
SENIOR 
CLIMATE 
this team is expected to grow in 2022/2023.
CLIMATE CHANGE 
CLIMATE CHANGE 
FACILITIES 
MAINTENANCE 
SUSTAINABILITY 
CHANGE & 
& SUSTAINABILITY 
& SUSTAINABILITY 
MANAGER
MANAGER
ASSETS ADVISOR
SUSTAINABILITY 
•  The Capital Projects team who works closely with Climate Innovation and Sustainability team to deliver on 
ADVISOR
ADVISOR
EXECUTIVE
emissions reduction actions (limited to availability of funding). 
•  The Asset and Facility Services team works with the Climate Innovation and Sustainability team to develop 
climate change capability for adaptation and mitigation across TAU’s assets and services.
Strategy
TAU is currently developing a sustainability strategy which will sit between its Statement of 
Intent and wider organisational strategies. The strategy will be delivered in three phases in 2022 
and 2023:
 
•  Phase 1 - A stocktake and scoping exercise for a climate change and sustainability strategy. 
This will produce a proposed approach with a set of requirements for the development of an 
organisational sustainability strategic plan that is inclusive of climate risks and opportunities. 
•  Phases 2 and 3 - Developing and implementing an 18–24-month strategy with metrics 
and targets.
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TAU’s operating model and five strategic outcomes are detailed in its Statement of Intent (SOI). The SOI outlines 
The top emissions sources across all sites consist of electricity, gas, working from home, car average (petrol) and 
TAU’s alignment to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, and its commitment to implementing the 
diesel. Electricity (1,467.72 tCO2e) is the highest source and is widely used across all our sites for air-conditioning 
economy priority and addressing climate change.
(heating / cooling), lighting, power for appliances. 
Risk management
Gas (212.01 tCO2e) generates significant emissions within Tātaki Auckland Unlimited, being the second highest 
emitter. Many business units across the organisation rely on gas. 
TAU’s processes for identifying and assessing risk include: 
This year data was recorded for staff working from home and it was one of the highest emissions. For the majority 
•  business units doing quarterly strategic and monthly operational reviews of current and emerging risks 
of 2021/2022, Auckland was in a COVID-19 lockdown, therefore there was a high percentage of staff working 
• risk committee approving risk evaluation outcomes and treatment actions 
from home. Secondly, we applied an average assumption that all staff generate similar emissions whilst working 
•  a risk and assurance function compiling a top operational risk register which is reported to ELT and the 
from home.  
Board monthly
Car Average (petrol) generated significant emissions (92.56 tCO2e). Diesel is a high contributor to the 
•  a quarterly risk register being reported to the Risk Committee and Council Audit and Risk Committee
organisational emissions (61.82 tCO2e). Tātaki Auckland Unlimited have several diesel vehicles within the fleet. 
Eight out of eleven of the Zoo’s vehicles use diesel. Electricity in Scope 3 is from electric vehicle commuting. 
TAU is following Auckland Council’s adoption of the ISO 31000:2018- Risk Management Guidelines. The process 
for managing climate-related risk is as follows:
Base year figures have been updated to 2018/2019 for consistency across other reporting where that is used as 
Tataki Auckland Unlimited’s base year e.g. in our Statement of Intent. 
D R A F T 
•  operational managers identify, assess, control, and mitigate the risk, in consultation with the Head of Risk and 
Assurance if required
TAU uses the following targets to manage and assess its climate-related risks and opportunities.
•  the Head of Risk and Assurance works with Auckland Council (Group) Risk Working Group to facilitate and 
monitor effective risk management practices across business units. These are subject to internal and then 
Target
Metrics
external audit processes.
Contribute to Auckland Council groups emissions 
C O N F I D E N T I A L
Metrics and targets
0% for 2022
reduction target of 50% by 2030 from an 2018/2019 
10% for 2023
baseline. This includes a year-on-year reduction target 
for carbon emissions as a KPI its SOI. 
an additional 10% in 2024
tCO e
2018/2019 
2
(Base  year)   2019/2020
2020/2021
2021/2022
Scope 1
Waste diversion from landfill targets 
70 to 80% target depending on site or event
Other
9
13
14
12
Other fuels
787
697
467
213
Reach 70% of waste diversion from landfill across all 
cultural festivals until 2023
Other gases
1
-
-
-
Deliver Lantern, Pasifika, Diwali and Tāmaki Herenga Waka 
Festivals under a consolidated cultural festivals strategy 
100% recyclable or compostable food servicing 
Refrigerants
40
204
6
54
including the approach to landfill waste diversion and 
products are across all cultural festivals until 2023
Stationary energy
2
9
4
1
carbon footprint monitoring. 
Meet customer survey target for sustainability 
Transport fuels
91
93
102
97
initiatives of 70% each year until 2023.
Total Scope 1
930
1,015
593
377
Scope 2
Electricity
1,476
1,553
1,522
1,468
Total Scope 2
1,476
1,553
1,522
1,468
Scope 3
Electricity
-
16
151
139
Freight
86
75
411
84
Other fuels
-
-
28
13
Passenger vehicles – default age
-
-
1
1
Scope 3 additional
141
291
297
820
Transport – other
650
567
78
81
Waste
114
163
71
50
Total Scope 3
991
1,112
1,037
1,188
Total gross emissions
3,397
3,680
3,152
3,033
Certified green electricity
-
-
-
-
Net GHG emissions (all scopes)
3,397
3,680
3,152
3,033
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Watercare Services Limited
Roles with a climate change, sustainability or environmental aspect or focus for Watercare
Governance
The Watercare board oversees its climate change strategy through the Enterprise Risk Register, a strategic in 
depth review of on sustainability and climate, and other climate-related updates. The board meets at least eight 
times a year to discuss these matters. The board also has an Audit and Risk Committee which oversees climate-
AUDIT AND 
related disclosures and provides advice and recommendations to the board for final decision-making.
BOARD
RISK 
COMMITTEE
Watercare’s board and executive leadership team recently finalised Watercare’s Organisational Plan which 
includes climate action under the strategic pillar ‘we are fully sustainable’. One of the key aims under this pillar is 
to ensure Watercare understands the impacts of climate change and takes bold actions to reduce its emissions 
and prepare the business for future climate challenges. Several targets have been identified to help the board 
ensure management are tracking against these targets.
In the past, Watercare had a Committee for Climate Action, a sub-committee of the board that focused on climate 
CHIEF 
D R A F T 
EXECUTIVE
change governance and provided input into mitigation and adaptation activities. In February 2022, Watercare’s 
board agreed to disestablish this sub-committee and move the functions up to the whole board. 
In addition to accessing climate expertise via the board members who have relevant climate-related expertise, the 
board also access expertise through Watercare’s sustainability team and external parties. External parties include 
experts who come and present to the board. In recent years this has included Mark Baker Jones (Te Whakahaere), 
Mark Lusis (Arup), James Hughes (Tonkin & Taylor), India Logan-Riley (Te Ara Whatu) and David Robertson 
C O N F I D E N T I A L
(Generation Zero).
CHIEF 
CHIEF 
CHIEF 
CHIEF 
CUSTOMER 
OPERATIONS 
INFRASTRUCTURE 
CORPORATE 
OFFICER
Watercare’s executive leadership team regularly meet to review and provide input into organisational policies, 
OFFICER
OFFICER
SERVICES 
OFFICER
frameworks and strategies that support Watercare’s climate change programme. This includes reviewing progress 
against both the Organisational Plan and the Watercare’s Statement of Intent. The executive leadership team 
• Water 
• Emergency 
(Climate change 
appoints an executive sponsor for climate change which is currently Watercare’s Chief Infrastructure Officer. The 
efficiency
response
Exec Sponsor)
• Water 
• Site resilience
• Water supply 
role is to provide executive support to teams and relevant climate change projects, and to provide sponsorship at 
Strategy
• Decarbonisation
strategy
board level.
• Communities
• Water resources 
• Servicing 
• Communication
management
strategies
Management is responsible for monitoring and reviewing their own climate related risks including any reduction 
HEAD OF 
GM 
HEAD 
• Environmental 
• Project risk 
SUSTAINABILITY
activities associated with these risks. Watercare will leverage the existing work with the council on the climate 
management
assessment
FINANCE
OF RISK
disclosures programme to enhance this activity.
• Energy 
• Asset Management 
management
Plan
• Decarbonisation
Strategy
Dramatic changes in the climate have the potential to significantly impact water supply and wastewater services, 
disrupting service continuity and incurring substantial costs. Watercare's key risks and vulnerabilities across both 
water and wastewater services, include: 
•  Water – Catchment land instability, water scarcity, diminishing raw water quality, on-site flooding, power and 
access road failures to plants, increasing pipe breakages, impacts on assets due to sea-level rise, dramatic 
changes in demand for water services with increasing peak demands, potential ‘stranded assets’ following land-
use changes and sea-level rise. 
•  Wastewater – Decreased effectiveness of oxidation ponds, increasing probability of wastewater bypasses, on-
site flooding, impacts on critical third-party services, changes to assimilative capacities, increased instances of 
consent non-compliances, submerged outfalls, migratory bird impacts, greater corrosion/odour issues, a greater 
number of overflows, increased pumping costs, increased saltwater intrusion and flotation of assets such as 
pipes and manholes.
The Watercare and Healthy Waters Climate Action Plan was established in 2022 to co-ordinate the key 
components of delivery for a resilient and low carbon water system in Tāmaki Makaurau Auckland. This document 
 
 
covers the implementation of actions from Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and the Auckland Water 
Strategy as well internally developed sub-actions to achieve our climate goals. The 
primary focus areas are Māori partnerships, overarching, adaptation, mitigation and 
engagement.
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Risk management
Total gross emissions
81,535
95,313
97,300
107,899
Climate change is integrated into Watercare’s risk management policy and framework and follows the ISO 
Certified green electricity
-
-
-
-
31000:2018- Risk Management Guidelines. 
Net GHG emissions (all scopes)
81,535
95,313
97,300
107,899
The identification process for climate change risks is similar to other risks across Watercare. As part of the risk 
Watercare has recently adopted new methodology for measuring wastewater emissions (which is now the most 
management process, each business unit within Watercare is responsible for identifying and managing climate 
significant source of emissions). This methodology is globally recognised by the Intergovernmental Panel on 
related risks and opportunities relevant to their area. 
Climate Change and has been refined for adoption in New Zealand through the WaterNZ Climate Change Special 
Interest Group. The new methodology has resulted in a significant increase on the total reported volume of 
Enhanced criteria and parameters are being developed relating to climate change risk management within the 
emissions. Watercare’s reported GHG footprint has gone from 46,315 to 97,300 tCO2e for the previously reported 
Watercare Risk Management framework. Watercare will leverage the existing work with Auckland Council on the 
2020/2021 year and these figures have also been backdated to 2018 as per the table above. 
Climate Disclosures Programme to support this activity. 
Natural gas consumption and fuel use in Watercare’s corporate fleet reduced this year as operating procedure and 
The Sustainability team facilitates collaboration across the business to increase awareness and understanding of 
electric vehicle fleet investment changes took effect. 
climate change impacts and considerations for making decisions. 
There have been increases in Watercare’s total emissions from last year as flow to these plants increased by 8 per 
Climate change has been identified as a strategic risk and is part of the Watercare’s enterprise risk register and 
cent from 2021. This is mostly due to increased rainfall versus 2021 when drought conditions were experienced. 
reporting. Watercare’s executive leadership team monitors emerging risks, risk-mitigating actions, and strategies.
D R A F T 
Due to sewer networks also being combined with stormwater systems in some areas of Auckland as well as leaks 
A dynamic adaptive pathway planning approach is being implemented to help understand the options and trigger 
and other intrusions into pipes, there are higher volumes of water and other materials enter treatment plants in 
points for infrastructure planning and delivery of services in an uncertain future. Climate risks are also addressed 
wet years. As this is treated these to ensure they are less harmful to our rivers and oceans into which they are 
individually on a project-by-project basis in new infrastructure planning. An appropriate course of action will be 
discharged, greenhouse gasses are released which we is included in the reporting. Electricity emissions, have 
dependent on the nature of the risks, the asset itself, or other factors such as impact on service delivery for the 
also increased this year in comparison to last year due to the higher volumes of wastewater being treated, and 
local community. 
also because of a greater repliance on drinking water from the Waikato water treatment plants, which require 
more energy to get the water to Aucklanders. This was done to allow the dams to recover after the drought and it 
C O N F I D E N T I A L
At a servicing strategy level (sub-region) we look at high level climate change impacts (flooding zones, sea level 
rise, rainfall) for long term planning of water and wastewater services for an area of Auckland. This supports a 
highlights the balance between water security and reducing emissions. 
reduction in climate impacts before getting to project level. 
Watercare has established a Decarbonisation Roadmap which aims to level out these increasing emissions in 
Individual infrastructure projects have more in-depth risk assessments completed during the planning phase 
the coming years before larger decreases occur before 2030. Increasing population, climatic conditions and new 
when climate change impacts are relevant. Technical engineering, flood mapping, sea level rise and water supply 
technology are increasing emissions whilst planned investments and new ways of delivering services are being 
considerations are part of this.
implemented over this time period to reduce emissions. 
Metrics and targets
Watercare’s operational targets that relate to its climate change strategy include:
Target
By When
Baseline
tCO2e
2017/2018 
(Base year)  2019/2020
2020/2021
2021/2022
Energy neutral at major wastewater 
Scope 1
treatment sites 
2030
Absolute target
Stationary combustion
2,908
1,729
3,459
2,039
40% reduction in built carbon 
2025
2021 Asset Management Plan baseline
Mobile combustion
1,761
1,883
1,930
1,958
Process emissions (wastewater)
50,239
55,171
52,832
56,114
50% reduction in operational emissions
2030
2018
Fugitive emissions
5,061
7,576
8,202
10,483
Total Scope 1
59,969
66,359
66,423
70,594
Net-zero emissions
2050
2018
Scope 2
Electricity
13,898
15,210
14,668
16,698
Total Scope 2
13,898
15,210
14,668
16,698
Scope 3
Product use (lime)
5,906
6,320
6,557
6,517
Maintenance contracts
-
1,687
1,660
1,501
Transmission and distribution loss gas and electricity
1,465
1,408
1,528
1,674
Waste
167
1611
3,733
7,733
Business travel
129
114
72
67
Use of sold products (contract for services for 
-
2,604
2,659
3,114
Waikato District Council)
Total Scope 3
7,668
13,744
16,209
20,607
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T E R M S
Te Papakupu whāiti
Te Papakupu Māori 
Glossary of terms
Translation of Māori terms
Adaptation 
Photovoltaic array
Te Tiriti o Waitangi 
Actions taken to help communities and ecosystems 
Energy generating equipment that is composed of a 
Treaty of Waitangi.
cope with changing climate condition (United 
different number of solar panels.
Nations Framework Convention on Climate Change) 
Kaitiakitanga
OR Adjustment in natural or human systems in 
Greenhouse gas emissions (GHG)
Guardianship, stewardship, trusteeship.
response to actual or expected climatic stimuli or 
Gases emitted to the atmosphere which contribute 
their effects, which moderates harm or exploits 
to the greenhouse gas effect where more than the 
Kaitiaki
beneficial opportunities (IPCC).
normal amount of atmospheric heat is retained in 
Trustee, minder, guard, custodian, guardian, caregiver, keeper, steward.
the atmosphere. These emissions include water 
Assimilative capacity
vapour, carbon dioxide, nitrous oxide, methane, 
Kahurangi
Assimilative capacity refers to the ability of the 
ozone, halocarbons and other chlorine and bromine-
Blue.
D R A F T 
environment or a portion of the environment (such as 
containing substances.
a stream, lake, air mass, or soil layer) to carry waste 
Kakariki
material without adverse effects on the environment 
Kia ora Tāmaki Makaurau
Green.
or on users of its resources.
Auckland Council’s Māori outcomes performance 
measurement framework developed in conjunction 
C40 cities
Hapū
with mana whenua and mataawaka.
Kinship group, clan, tribe, subtribe, section of a large kinship group.
C O N F I D E N T I A L
C40 cities is a network of over 90 cities around the 
world committed to addressing climate change. 
Low carbon economy
An economy based on low-carbon power sources 
Iwi
C40 supports cities to collaborate effectively, share 
that therefore has a minimal output of greenhouse 
Extended kinship group related through a common ancestor.
knowledge and drive meaningful, measurable and 
gas emissions into the atmosphere, specifically 
sustainable action on climate change.
carbon dioxide.
Māra kai
Carbon footprint
Gardening for food. 
Mitigation
The total greenhouse gas emissions caused by an 
The action of reducing the severity, harm and 
Nga ara hei whai 
individual, event, organisation, service or product, 
seriousness of climate change through emissions 
Objectives.
expressed as carbon dioxide equivalent.
reduction.
Climate resilience
Ngahere
Net-zero carbon economy
The ability of a system and its component parts to 
Bush, forest.
This is an economy in which the amount of carbon 
anticipate, absorb, accommodate or recover from the 
dioxide emitted into the atmosphere is equal to the 
Rongoā
effects of a hazardous event in timely and efficient 
amount sequestered or offset (e.g. by forestry).
manner. This includes ensuring the preservation, 
Traditional Māori medicine including herbal remedies, 
restoration or improvement of its essential basic 
Risk register
spiritual healing and physical therapies.
structures and functions.
A tool for documenting risks and associated actions 
Tāmaki Makaurau
Climate risks
to manage each risk.
Auckland.
The exposure to climate related danger, harm or loss.
Supply chain
Te Taiao
Committee of the whole 
The sequence of processes involved in the 
production and distribution of a commodity.
The environment that contains and surrounds us.
An Auckland Council committee made up of all 
governing body members.
tCO2e
Executive leadership team
Tonnes (t) of carbon dioxide (CO2) equivalent (e). 
“Carbon dioxide equivalent” is a standard unit for 
The chief executive officer and those employees 
counting greenhouse gas (GHG) emissions regardless 
reporting directly to them.
of whether they are from carbon dioxide or another 
Environmental degradation
gas, such as methane.
The deterioration of the environment through 
depletion of resources such as air, water and soil; the 
destruction of ecosystems; habitat destruction; the 
extinction of wildlife; and pollution.
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Te huarahi whakapā mai ki te kaunihera
How to contact us
Online
aucklandcouncil.govt.nz/contactus
Phone
09 301 0101
Post
Auckland Council, Private Bag 92300, Auckland 1142
D R A F T 
Locations that offer council services 
Bledisloe Lane (CBD)
C O N F I D E N T I A L
Bledisloe House, Ground Floor, 24 Wellesley Street, Auckland CBD
Aotea / Great Barrier Island
81 Hector Sanderson Road, Claris, Great Barrier Island
Helensville
49 Commercial Road, Helensville
Henderson
6 Henderson Valley Road, Henderson
Huapai
296 Main Road (SH16), Huapai
Kumeū Library
296 Main Road, Kumeū
Manukau
Ground floor, Kotuku House, 4 Osterley Way, Manukau
Orewa
50 Centreway Road, Orewa
Papakura Sir Edmund Hillary Library
1/209 Great South Road, Papakura
Pukekohe Library, Franklin: The Centre 
12 Massey Avenue, Pukekohe
Takapuna Library
9 The Strand, Takapuna
Te Manawa
11 Kohuhu Lane, Westgate
Waiheke Island
10 Belgium Street, Ostend, Waiheke Island
Warkworth
1 Baxter Street, Warkworth
For opening hours and a list of services available at each service centre, visit aucklandcouncil.govt.nz
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“ Whatungarongaro 
te tangata toitū te 
whenua”
As man disappears from sight, 
the land remains
Auckland Council disclaims any liability whatsoever in connection with any action taken  
in reliance of this document for any error, deficiency, flaw or omission contained in it.
ISSN: 2253-1335 (Print) 
ISSN: 2253-1343 (PDF)

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Document Outline

• Cover
• Mihi
• Contents
• From the Group Chief Financial Officer  
• Climate change risk
• Governance
• Strategy
• Risk management
• Metrics and Targets
• Entity Climate Risk Responses
• Auckland Council
• Auckland Transport
• Eke Panuku Development Auckland Limited (Eke Panuku)
• Ports of Auckland Limited
• Tātaki Auckland Unlimited
• Watercare Services Limited
• Glossary of terms
• Translation of Māori terms
• How to contact us

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