Beyond the runway: How CIAL is leading climate action in aviation

Christchurch International Airport Limited (CIAL) has long understood that climate action is not just an operational checkbox but a strategic necessity for long-term prosperity.

For nearly two decades, the CIAL board has methodically integrated climate transition into its business model, guided by its core purpose: to champion Te Wai Pounamu, the South Island, for today and tomorrow.

CIAL’s sustainability drive began in 2006 with a clear-eyed focus: measure carbon impacts, identify what’s in their control and start with practical steps. This foundation has guided an orderly transition – delivered asset by asset – replacing high-emission infrastructure for more efficient, lower-carbon options.

It was driven by the belief that sustainability could be environmentally beneficial, and offer costs savings through energy efficiency, lower maintenance and operational costs, says Chair Sarah Ottrey CFInstD.

The airport replaced diesel generators with a ground source heat pump system, transitioned its fleet to electric vehicles, installed LEDs across its buildings, and built large rapid charging hubs that now power airside equipment and public vehicles.

Each change has been justified by a solid business case, balancing environmental benefits with cost savings from lower energy use, reduced maintenance and improved efficiency.

Crucially, CIAL’s board recognised early that climate action can’t be tackled in isolation. Some activations directly benefit airline partners – for example, installing gate ground power allows aircraft to plug into electricity at the gate, instead of burning jet fuel in auxiliary power units.

These practical, mutually beneficial solutions have earned stakeholder buy-in, reduced operating costs for airlines and cut emissions at the same time.

Scope 1 and 2 emissions from ground operations have reduced by 92%, with the Southern Hemisphere’s first fully electric airport fire truck recently joining the fleet as another visible signal of commitment.

Yet in 2020, the board acknowledged that staying within the airport perimeter would not be enough, says Ottrey.

“We took a step change and started looking beyond airport operations at the wider systemic transition required for aviation climate action.”

The challenge ahead is significant: scaling up renewable energy generation, navigating transmission and storage issues, developing green hydrogen supply chains, working with manufacturers on novel aircraft technology, and aligning with airline partners’ climate strategies.

“This is not business as usual,” says Ottrey. “It requires a regular high level of governance debate and commitment.”

The board now plays an active facilitation role, acting as an infrastructure enabler and catalyst for collective action across the aviation ecosystem where the most material climate impacts sit.

Governance is structured to ensure this focus remains embedded. Climate transition is a whole-of-board responsibility, supported by multiple committees – from the Risk, Audit and Finance Committee, which oversees climate disclosures and adaptation, to the Aeronautical Committee, which examines the impacts of flight operations and future fuel opportunities. Climate risk, progress and trade-offs are discussed openly every month.

Learning has come through experimentation and sharing what works – and what doesn’t. The board has embraced an open-source approach, publishing full emissions footprints (including supply chain impacts) and welcoming partnerships. This transparency has built trust with stakeholders and enabled quicker progress with domestic and global partners.

Having started with practical steps under its direct control, CIAL’s climate work is now far more granular and nuanced, extending into complex system-wide partnerships and future fuels.

Today, CIAL collaborates through the Airport Carbon Accreditation Taskforce, the International Working Group on Electric and Hydrogen Aircraft, and the New Zealand Hydrogen in Aviation Consortium. It also co-chairs the Zero Emission Aviation working group under Sustainable Aviation Aotearoa – part of the Government’s Emissions Reduction Plan – to maintain momentum.

Ottrey emphasises that climate leadership requires boards to lean into long-term uncertainty. She notes that climate action often involves short-term costs and incremental change – such as the upfront investment in an electric fire engine – but says the alternative is far costlier.

As she puts it: “Start with Purpose – if you intend for your organisation to be around in 50 or 100+ years, what imprint do you wish to leave? Without the shoulder of the board first leaning in, the impetus throughout the company and its stakeholders will never be maximised.”

The airport’s lessons are clear: build capability, share knowledge and tackle the systemic barriers head-on. In an industry often described as ‘hard to abate’, CIAL shows that consistent, data-driven action and strong governance can chart a credible path – not just for the benefit of the company, but for the wider sector and the communities it connects.