REPORT FY21
AIRTRUNK.COM

This is an interactive PDF designed to enhance your experience. The best way to view this report is with Adobe Reader.
Click on the links within the content to help you navigate the report.

Sustainability Report FY211

PLANETCONTENTS

01.

PG
23. Energy Management
27. Carbon Management
32. Waste Management
35. Water Management

PG
04. Message from our Founder and CEO
05. The Home of Hyperscale in APAC
10. About the Report
11. Sustainability at AirTrunk FY21
12. Awards and Recognition

PEOPLEINTRODUCTION

02.
Acknowledgement of Country
AirTrunk acknowledges the Traditional Owners of Country
throughout Australia and recognises their continuingconnection to land, water and community. We pay our
respects to their Elders past, present and emerging.
Acknowledgement of Stakeholder Support
AirTrunk would like to thank the broad and diverse rangeof stakeholders who contributed ideas and comments inthe development of this Report.

OUR
SUSTAINABILITY
APPROACH

PG
14. Shaping a Sustainable Future For All
16. Our Sustainability Strategy
17. Our TCFD Commitment
18. Sustainability Governance
19. Stakeholder Engagement
21. Our Contribution to the Global
Sustainable Development Goals

PG
39. Environmental Health and Safety
42. Talent Attraction and Retention
47. Community Engagement
51. Customer Data Protection and Cyber Security

PROGRESS
PG
55. Innovation
58. Customer Experience and Satisfaction
62. Risk Management
64. Corporate Governance03.

APPENDICES
PG
67. Sustainability Data
70. GRI Content Index
77. KPMG Limited Assurance Report

We welcome all stakeholders to share any feedback and insights about our approach to sustainability and reporting.
Please direct these to info@airtrunk.com
Sustainability Report FY21

2

Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

AppendicesPART 1: INTRODUCTION

THE DATA CENTRES OF TOMORROWBUILT SUSTAINABLY
TODAY
Sustainability Report FY21

3

Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

MESSAGE FROMOUR FOUNDER AND CEO
Less than a decade ago, data centres were
unrecognisable from what they are today.
Companies stored their data on premise andcolocation data centres were just emerging.
The signs of change were there – increasing
smartphone adoption, mobile banking andshopping, social networking, and digitisation.
At AirTrunk, we anticipated a different futurefor data centres. A future in the cloud, onethat is measured in megawatts, not kilowatts.
We saw a future of unprecedented growth
and a gap in what was currently on offer.
AirTrunk was borne from an ambitious visionof what was to come. The big tech players
would need fast, flexible, and scalable
solutions across the Asia-Pacific region.
They would need a platform of hyperscaledata centres to enable this future growth.
The growth was well-underway before
COVID-19 devastatingly swept the globe.
The pandemic hyper-accelerated digitisationand the shift to the cloud. In what seemed
like an instant, people across the globe
transitioned our work and interactions
online. AirTrunk has remained focused onproviding the critical digital infrastructure
for global tech companies to meet these
unprecedented demands.

Sustainability Report FY21

As the pioneers of hyperscale data centresin the Asia Pacific, we were ready. Our
business model since day one has been
focused on delivering for our customers
with speed, scalability, flexibility, safety,
security and sustainability.

We believe that when it
comes to sustainability,
now is the time for change,
now is the time to act.

To ensure we make the greatest positive
impact possible and hold ourselves toaccount, we are reinforcing our ESG
commitments in our inaugural FY21
Sustainability Report.
This is just the beginning for AirTrunk.
We are excited to share the progress wemade in FY21 and the ambitious plans wehave for FY22, including developing ourroadmap to a Net Zero future.

Robin Khuda
As we strive towards a progressive andsustainable future, it is our collective
responsibility to always search for new
ways to reduce our carbon footprint,
increase resource efficiencies, and enhance
the lives of people and communities forgenerations to come.

Founder & CEO
AirTrunk

Our goal is to set the standard insustainability by establishing bold andmeasurable commitments across three key
pillars – Planet, People and Progress.

4Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

THE HOME OF
HYPERSCALE IN APAC
About AirTrunk
AirTrunk is a best-in-class hyperscale data
centre specialist creating a platform for cloud,content, and large enterprise customers
across the Asia-Pacific region. The company
develops and operates data centre campuseswith industry leading reliability, technology
innovation and energy efficiency.
AirTrunk’s unique capabilities, designs andconstruction methodologies allow it to provide
customers with a scalable and sustainable
data centre solution at a significantly lower
build and operating cost than the market.

In 2020, a consortium led by Macquarie Asia
Infrastructure Fund 2 (MAIF2) and including
Public Sector Pension Investment Board(PSP Investments), acquired a major stake inthe business, investing alongside AirTrunk’s
Founder and CEO Robin Khuda. MAIF2 ismanaged by Macquarie Infrastructure and Real
Assets, one of the world’s leading alternative
asset managers and part of the ASX-listed
Macquarie Group Limited (ASX:MQG).

Founded in 2015, AirTrunk is a private company,
well capitalised to fund its development ofdata centres across Asia Pacific.

Sustainability Report FY21

5

Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

The Data Centres of Tomorrow
Built Sustainably Today
Sustainability is at the heart of our company purpose:

To scale and sustain
the relentless growth of
Asia-Pacific’s digital future
AirTrunk is striving to enable the sustainablegrowth of the cloud, while safeguarding
communities and the planet.
AirTrunk plans to achieve its purpose
through the vision: to continually redefine
and deliver the hyperscale data centresof tomorrow. AirTrunk constantly evolves
and drives improvement across its design,development, and operations by setting new
standards for the future of data centres.

Sustainability Report FY21

Just as AirTrunk is powering our customers,
AirTrunk is powered by our people.
Our values guide us as we work andinteract with one another, our customers,
the community, and other stakeholders.

6Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

AppendicesCommitted to our Customers
At AirTrunk, we design, deliver, and operate
the data centres of tomorrow to meet theneeds of the world’s leading technology
companies.
Our customers are changing the way peopleinteract, transact, and learn. As they shape
the way we live from the cloud, they are
relying on us, on the ground, to support adata-driven future. That is why we put ourcustomers at the centre of everything we do,
because their success is key to our success.

Every AirTrunker is committed to delivering
the best experience for our customers. It is
this relentless focus on our customers thathas helped AirTrunk become the leading
hyperscale data centre platform in Asia
Pacific, built on a foundation of trust, deep
relationships, and a commitment to truly
understanding our customers.

Our operating model is centredon strong customer engagement
throughout seven key phases:

07.

OPERATIONS

01.

EARLY ENGAGEMENT& SITE SELECTION

Our customer value proposition focuses onfour key areas. We are:

06.

02.

HANDOVER& SERVICE
DELIVERYFAST +SCALABLE

FLEXIBLE +COST-EFFICIENT

TRUSTED +SECUREDESIGN &INNOVATIONCUSTOMER ENGAGEMENTACROSS ALL STAGESSAFE +SUSTAINABLE

05.

03.

CONSTRUCTION

RFP &CONTRACTING

04.

OSE PROCUREMENT& GC SELECTION

Sustainability Report FY217

Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

AppendicesPowered by our People
No matter their past experiences or walk oflife, AirTrunkers share one trait - a passion
for progress.
Regardless of their role, AirTrunkers
constantly find new and better ways
to achieve our customers’ goals, reimagining
and delivering new standards of excellence.
They create progress for our industry – at ascale and pace unmatched.

ATTRACT

Sustainability Report FY21

ONBOARD

AirTrunk has developed a suite of programs
to guide and support our AirTrunkers
throughout the employee lifecycle, keeping
them positively charged and highly engaged.
Our people programs are designed to unlock
the full potential of our team.
The five stages of our employee lifecycle are:

DEVELOPENGAGEREWARD

8

Part 1:Introduction

Part 1:Introduction

Data Centred in APAC

PlanetPeopleProgress

Appendices

TOK1

AirTrunk is headquartered in Sydney,with regional headquarters in Singapore
and Tokyo supported by local teams.

:

SYD1

AirTrunk’s data centre platform currently
includes six hyperscale facilities acrossAsia Pacific – in Australia, Singapore,
Hong Kong, and Japan.

AirTrunk Partnerships

Part 2:
Our Sustainability Approach

HKG1

SGP1

MEL1

SGP1

SYDNEY, AUSTRALIAOPERATIONALMELBOURNE, AUSTRALIAOPERATIONALLOYANG, SINGAPOREOPERATIONAL

HKG1

SYD2

TOK1

HONG KONG
OPERATIONAL

AirTrunk works with world-classpartners to provide industry-leading
solutions for our customers. We engage
with multiple suppliers and thirdparty business partners (including
contractors) who are typically locatedin the countries in which we operate
across Asia Pacific. Most of our
procurement activities involve goods
and services required to develop andconstruct data centres, or the operationand maintenance of existing facilities.

MEL1

SYDNEY, AUSTRALIAOPERATIONALTOKYO, JAPANUNDER DEVELOPMENT

SYD1
SYD2

2

Sustainability Report FY219

Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

ABOUT
THE REPORT
AirTrunk presents its inaugural
Sustainability Report for FY21, highlighting
our commitment to delivering value to all
our stakeholders, and our progress towards
integrating sustainable practices across ouroperations. Sustainability indicators andperformance are summarised in Appendix 1.
AirTrunk’s goals are aligned to the long-term
global goals of society, as articulated in the
United Nations Sustainable Development
Goals (SDGs). We aim to create long-termsustainable value, while driving positive
outcomes for business, society, and theplanet. In this Sustainability Report, AirTrunkprovides an account of the company’s
ambitions, performance, and challenges.
KPMG was engaged to independently assure
a selection of our carbon management
disclosures. The independent limited
assurance report can be read in Appendix 3.

The information in this report covers all
AirTrunk operations (headquarters, offices,and data centres), from 1 July 2020 to 30 June
2021, unless otherwise stated. The report is tobe read in conjunction with our sustainabilityrelated disclosures on our website.

The reporting scope for Planet metrics
includes data centres and offices with morethan 12 months operational data as shown
below.

REPORTING SCOPE

CATEGORY

Data
Centres

Head
Offices

LOCATIONOPENING DATE

SYD1

Sep 2017

MEL1

Nov 2017

SGP1

Dec 2020

HKG1

Dec 2020

SYD2

Mar 2021

TOK1

Nov 2021

SYD-HQ

Apr 2018

SGP-HQAug 2019

HKG-HQ(same building as HKG1)TOK-HQ
Sustainability Report FY21

Reporting Framework

Reporting Period and Scope

PLANETPEOPLEPROGRESSThis report has been prepared in accordancewith the Global Reporting Initiative Standards(GRI Standards): Core option. The GRI Content
Index can be found at the end of this report inAppendix 2.
Earlier this year, we conducted a materiality
assessment to ensure we responded tothe environmental, social and governance(ESG) issues of greatest significance to ourstakeholders, society, as well as the long-termsustainability of our business.

In our effort to align our sustainability
reporting with non-financial frameworks
and voluntary best practices, we have used
the Sustainability Accounting Standards
Board (SASB) Standards as a reference andconsidered CDP and GRESB to guide our ESG
performance disclosures.

Each year, we will report on our sustainability
performance in the context of emerging
global trends, key stakeholder interests,
sustainability best practices and our
corporate environment.

Dec 2020
Aug 2021
10

Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

SUSTAINABILITY AT
AIRTRUNK FY21
OUR SUSTAINABILITY ACHIEVEMENTS
Opened Singapore’s
largest & mostefficient independent
data centre, SGP1.

Achieved Operating
PUE of 1.37 in FY21 andset ambitious target
range of 1.23-1.28.
Our designs enableannual averages as
low as 1.14.

Implemented two
successful efficiency
pilots in SYD1 andMEL1.

Achieved carbon
neutrality for 100%of AirTrunk corporate
emissions for FY21.1

Fully offset ourestimated historical
Scope 1 emissions
from 2017 for SYD1and MEL1.

Commenced Zero
Waste to Landfill pilot
program in HKG1,
MEL1 and SGP1.

Provided renewableenergy sourcing
options to ourcustomers including
direct contracting.

Appointed a Head ofEnergy & Climate to
our Leadership team.

MEL1 achieved 1M
work hours with zero
LTIs. SGP1 achieved 2M
work hours with zero
LTIs.2

Zero major cybersecurity incidents.

Establishedcommunity
engagement & CSR
programs in 100% of
the markets where ourdata centres havebeen operating for
more than 12 months.

98% of employees
state they are proud
to work for AirTrunk(Pulse Survey 2021).

Launched a Diversity& Inclusion program
including AirTrunk
Women in Leadership.

Published inaugural
FY20 Modern Slavery
Statement.

Extended COVID-19
support to ourcommunities andemployees.

Appointed a Chief
Safety Officer to our
Executive team.

Launched new data
centres:
HKG1 (20+MW),
SGP1 (60+MW), andSYD2 North (110+MW).

Progressed our
TOK1 data centre
development(300+MW),opening soon.

Launched an
innovative “Kit ofParts” program toincrease off-sitemanufacturing andimprove efficiency,
quality & safer
practices, reducing
rework & waste.

Established fiveenterprise-wide
process improvement
initiatives for better
management,
governance, andstandardisation.

Inaugural
Sustainability Reportaligned with GRI
Standards. Improved
FY21 GRESB and CDP
disclosures.

Appointed a Head of
Risk & Sustainability to
our Leadership Team.

PLANETPEOPLEPROGRESS
Sustainability Report FY21

Notes:
1. Carbon neutrality for AirTrunk’s corporate emissions
means that we have achieved carbon neutral operationsfor Scope 1 emissions at SYD1 and MEL1 data centres
and Scope 2 emissions for electricity consumption at
our SGP-HQ and SYD-HQ as well as at our SYD1 andMEL1 data centres for consumption that is not passed
through to our customers. AirTrunk locations will be
included upon reaching 12 months of operation.
2. Lost Time Injury (LTI).

11

Part 1:Introduction

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

AWARDS AND
RECOGNITION
Achieved the

Built toAchieved

Highest security
and quality
certification

SCEC Zone 3
or higher

BCA Green Mark
Platinum Ratingin SYD1, MEL1 and SYD2
data centres in Australia.

for SGP1 data centre in 2020.

Won

Won

AwardedDigitalInfrastructure
Deal of the Year
(Asia)

Asia PacificTelecoms
Deal of the Year
2020

BCA Green Mark
Platinum Ratingin TMT Awards in 2020.

in IJ Global Awards inJune 2021.

in 100% of our data centres:
PCI DSS, ISO:27001 and
SOC 2 Type II.

Sustainability Report FY21

for SGP-HQ.

12

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

AppendicesPART 2OUR SUSTAINABILITY
APPROACH
Sustainability Report FY21

13

Part 2:
Our Sustainability Approach

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

SHAPING ASUSTAINABLE
FUTURE FOR ALL
At AirTrunk, we design, build, and operate
the critical infrastructure that enables
our customers to drive transformationalchange. And with such change, comes great
responsibility. We are responsible for ensuring
a sustainable future for our people, customers,
and communities, for generations to come.
Aligned to the United Nations SDGs andthe Paris Climate Agreement, AirTrunk’s
sustainability strategy is our long-term
commitment to the planet, people, and progress.

Sustainability Report FY21

01.

02.

03.

We're always looking to find better ways
to reduce our impact on the planet andmanage resources responsibly.

We believe in enhancing the lives of
our team, customers and the wider
community.

Through innovation, growth andtransparency, we're helping shape aprogressive and sustainable future.

We're continuously improving our designand operations to maximise efficiency
and targeting carbon neutrality at all
AirTrunk offices and data centres.

We strive to uplift all people, by
making a positive social impact in thecommunities in which we operate.

Based on a foundation of clear principles
and sound governance, we're challenging
the status quo to come up with new andbetter ways.

PLANETPEOPLEPROGRESS

14

Part 2:
Our Sustainability Approach

Materiality
For an organisation to create sustainable value,
it is essential to identify which issues are material
to the business - in order to allocate resources
towards corporate purpose.
In 2020, AirTrunk conducted a materiality
assessment, identifying matters that impact ourbusiness, our stakeholders, and our communities.
It was a company-wide effort incorporating feedback
from internal and external stakeholders and using
the Sustainability Accounting Standards Board(SASB) industry standards as a foundation.
AirTrunk’s Sustainability Committee then reviewed
the results to confirm AirTrunk's FY21 material topics.

Part 1:Introduction

Part 2:
Our Sustainability Approach

EnergyManagement

CarbonManagement

Waste
Management

Water
Management

Environmental
Health and Safety

Talent Attraction
and Retention

Community
Engagement

Customer Data Protection
and Cyber Security

Innovation

Customer Experienceand Satisfaction

RiskManagement

Corporate
Governance

PlanetPeopleProgress

Appendices

MATERIAL TOPICS

01.
PLANET
02.
PEOPLE03.
PROGRESS

Sustainability Report FY21

15

Part 2:
Our Sustainability ApproachOUR
SUSTAINABILITYSTRATEGY

Part 1:Introduction

PlanetPeopleProgress

Appendices

EnergyManagement

CarbonManagement

Waste
Management

Water
Management

Continue to deliver the lowest
PUE in the region throughefficient designs, developments
and operations.

Set emission reduction targets
to align with the Paris Agreementin 2022.

Achieve a waste-free officein 2022 by reducing waste
we generate and diverting it fromlandfills.

Optimise water efficiency
through water conservation
strategies for all operating
data centres.

02.
PEOPLE

Environmental
Health and Safety

Talent Attraction
and Retention

Community
Engagement

Customer Data Protection
and Cyber Security

Provide a safe working
environment where all
employees, customers andcontractors can thrive.

Attract, empower and growa diverse team who is constantly
raising the bar.

Better our local communities
through job creation, digitaldevelopment and community
partnerships.

Ensure best-in-class control
environment to secure andprotect our customer data.

03.
PROGRESS

Innovation

Customer Experienceand Satisfaction

RiskManagement

Corporate
Governance

Focus on innovation and growthacross APAC andwork across an increasing
number of markets.

Meet or exceed our customer
commitments for projects
and services while achieving
the highest quality standards.

Remain ahead of trends,
proactively manage risks andtake advantage of opportunities.

Conduct operations lawfully,
ethically and responsibly inaccordance with internationallyaccepted principles.

01.
PLANET

By sharing our strategy to sustainability, we hope
to be a catalyst for change in our own industry andbeyond. In the spirit of transparency, we will not wait
for perfect results to share our efforts and progress.

Sustainability Report FY21

Part 2:
Our Sustainability Approach16Part 2:
Our Sustainability Approach

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

OUR TCFDCOMMITMENT
The urgency of climate change requires
everyone to rethink how to plan for the future.
AirTrunk has developed a two-year roadmap
to adopt the Task Force on Climate-Related
Financial Disclosures (TCFD) framework andis actively implementing its recommendations
across four pillars - governance, strategy, risk
management, and metrics and targets.

In FY23, AirTrunk will deep dive intoquantitative risk analysis including theidentification of material climate-relatedrisks to the business, their quantification
through scenario analysis, and theidentification of their strategic implications.
This analysis will cover all AirTrunk operations
throughout the Asia-Pacific region.

In FY22, AirTrunk plans to conduct a first level
analysis to further understand the potential
climate-related risks and opportunities,
and gain an appreciation for how risks andopportunities may manifest in different
climate futures.

Sustainability Report FY2117

Part 2:
Our Sustainability Approach

Part 1:Introduction

SUSTAINABILITY
GOVERNANCE

Sustainability Report FY21

PlanetPeopleProgress

Appendices

BOARD
CHIEF EXECUTIVE OFFICER / CHIEF OPERATING OFFICER

We strive to embed sustainability and prioritise it
within every aspect of our business. We have set
up a clear governance structure to manage ourprioritised ESG issues and to deliver long-termvalue for our stakeholders. We know that changetakes real, collaborative, and consistent effort by
every member of staff, and every stakeholder.
Our Board is accountable for AirTrunk’s ESG
performance. AirTrunk’s Sustainability Committee
is comprised of representatives across thecompany who lead the delivery of our Planet,
People and Progress ambitions. The Committee
is chaired by our Head of Risk & Sustainability
who directly reports to AirTrunk’s Chief Operating
Officer, Chief Executive Officer, and the Board.

Part 2:
Our Sustainability Approach

HEAD OF RISK & SUSTAINABILITY

01.

02.

PLANET Chief Technology Officer
 Chief Operating Officer
 Head of Energy & Climate
 Energy Team03.

PEOPLE

Chief Safety Officer
Chief Marketing Officer
Head of People & Culture
Head of ICTPROGRESS

Chief Operating Officer
Chief Technology Officer
Chief Financial Officer
Chief Legal Officer
Head of Risk &Sustainability

18

Part 2:
Our Sustainability Approach

STAKEHOLDERENGAGEMENT
We cannot achieve sustainability goals alone. Stakeholder collaboration and engagement
are key to ensuring we deliver on our sustainability commitments. We know the decisions
we make affect our employees, customers, investors, partners, governments, regulators,
suppliers, and the communities in which we live and work. Therefore, we engage
stakeholders early to listen to their concerns and ambitions, and where appropriate andrelevant to our business, incorporate their feedback into our planning and actions.

Part 1:Introduction

STAKEHOLDER GROUP

Customers

Part 2:
Our Sustainability Approach

PlanetPeopleKEY INTEREST

Appendices

KEY ENGAGEMENT METHOD

Experience and Satisfaction











Customer surveys;
Service delivery program tailored to each customer;
Regular, transparent customer communications and reporting;Monthly and Quarterly Business Reviews;
Managing customer confidentiality and data privacy;
Assisting customers in achieving their sustainability goals;
AirTrunk Sustainability Report;
AirTrunk website;
AirTrunk policies.

EmployeeWell-being








Annual AirTrunk Employee Engagement Survey;
Monthly all-staff townhalls;
AirFit wellness program;
AirTrunk Intranet;Internal social media platform;
Perks and benefits i.e. team lunches, staff off-sites and recharge days.

Employee
Development







AirTrunk onboarding training series;
Skills training programs;
Goal setting and performance reviews;
Peer feedback;Community programs.

Healthand Safety








EHS committees;
Designated safety representatives across all AirTrunk locations;
Consultation, communication, and coordination;
Contractor and stakeholder partnering;
Reporting and escalation channels;
Sharing lessons learnt.

Governance






Management team meetings;
Organisational KPIs;
Strategic focus groups;
AirTrunk company policies.

Employees

Sustainability Report FY21

Progress

19

Part 2:
Our Sustainability Approach

STAKEHOLDERENGAGEMENTPart 1:Introduction

STAKEHOLDER GROUP

PlanetPeopleKEY INTEREST

Progress

Appendices

KEY ENGAGEMENT METHOD
Investor briefings and updates with an environmental and social focus;
Financial reporting and disclosures;
AirTrunk website;
AirTrunk Sustainability Report.

Investors

Transparency and Timely
Information on Business
Performance






Partners

Business
Partnerships

 Regular engagement on matters relevant to our partners;
 AirTrunk website; AirTrunk Sustainability Report.

Compliance Reporting of compliance to regulatory requirements.

Contribution to National
Objectives

 Regular dialogue, consultative meetings, and briefings with government.

Compliance with Laws
and AirTrunk's Policies








Contribution to Community Close consultation with government, local councils, charities
and community groups;
 CSR programs and local community engagement; Volunteering activities at various charities and organisations.

Governmentand regulators

Suppliers

Communities

Sustainability Report FY21

Part 2:
Our Sustainability Approach

Supplier Code of Conduct (Newly launched);
Procurement policy and tendering procedures;
Pre-qualification and vendor onboarding procedures;
Compliance audits;
Supplier evaluation;
Voice of supplier program.

20

Part 2:
Our Sustainability Approach

Part 1:Introduction

SDG

OUR
CONTRIBUTIONTO GLOBALSUSTAINABLE
DEVELOPMENTGOALS
In 2020, we sought to better understand how
we could contribute to the SDGs achievement
and assess our impact in a meaningful way.
While AirTrunk's business touches on all 17
interrelated SDGs, we have identified eightpriority goals that will drive the greatest longterm impact.

Sustainability Report FY21

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

GOAL

RELATED MATERIAL ESG TOPICAIRTRUNK'S EFFORTS AND PROGRAMS

Goal 3: Good Health and Well-being
Ensure healthy lives and promote well-being for all at all ages.

 Environmental Health and Safety
 Talent Attraction and Retention

We work to achieve safe delivery everyday by empowering our people.
We build systems that enable successful work, and we develop and engage
leaders who go beyond compliance to build resilient approaches to work.

Goal 7: Affordable and Clean Energy
Increase substantially the share of renewable energy in the global
energy mix.

 Energy Management
 Innovation

We are committed to adopting and offering our customers better access tocleaner energy in all of our markets.

Goal 8: Decent Work and Economic Growth
Promote sustained, inclusive, and sustainable economic growth,
full and productive employment, and decent work for all.

 Talent Attraction and Retention
 Innovation

We create new jobs, attract the best talent, and maintain high retention
and engagement across a diverse workforce.

Goal 9: Industry, Innovation and Infrastructure
Build resilient infrastructure, promote inclusive andsustainable industrialisation and foster innovation.






Goal 10: Reduce Inequality
Reduce inequality within and among countries.

 Community Engagement
 Talent Attraction and Retention

Goal 11: Sustainable Cities and Communities
Make cities and human settlements
inclusive, safe, resilient, and sustainable.








Carbon Management
Innovation
Talent Attraction and Retention
Risk Management
Corporate Governance
Customer Data Protection and Cyber Security

We build innovative, reliable, and energy-efficient data centres andcontribute to the creation of sustainable low-carbon cities with ourcustomers and stakeholders.

Goal 12: Responsible Consumption and Production
Ensure sustainable consumption and production patterns.








Carbon Management
Energy Management
Waste Management
Water Management
Risk Management
Corporate Governance

We are constantly exploring new ways to adopt responsible consumption
and production practices. We actively monitor our energy, carbon,
water, and waste management practices as part of our environmental
conservation efforts.

Goal 13: Climate Action
Take urgent action to combat climate change and its impacts.







Energy Management
Carbon Management
Waste Management
Community Engagement
Risk Management

We are committed to raising awareness and promoting actions to combat
climate change and minimising our environmental footprint across ourvalue chain.

Innovation
Customer Experience and Satisfaction
Community Engagement
Customer Data Protection and Cyber Security

We constantly seek to reinvent the way we create products and services tofulfil the current and future needs of our people and customers.

We attract, empower and grow a diverse team. We make a positive
contribution in local communities in which we operate data centres
through job creation, digital development, community investment andengagement.

21

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

OUR SUSTAINABILITY APPROACH

PLANET
Sustainability Report FY21

22

Part 1:Introduction

ENERGYMANAGEMENT

WHY

IT MATTERS?

HOW

DOES AIRTRUNKMANAGE THIS?

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

It has been estimated that data centres account for approximately 1% of
global electricity consumption and this is projected to increase with thedigitisation of our economies.3

As a result, most of a data centre’s carbon emissions stem from emissions
related to electricity consumption (captured under reported Scope 2
emissions). Managing energy is therefore paramount to managing carbon.

Power grids still rely at least in part on thermal power sources and thus emit
carbon in the process of generating electricity.

This puts energy management at the heart of everything we do at AirTrunk inorder to deliver the most energy-efficient data centres possible.

The single most important metric for managing energy is Power Usage
Effectiveness (PUE), a widely adopted metric in the data centre industry.

PUE and energy efficiency are managed across the lifecycle of our data
centres. Starting with the design process, AirTrunk advises its customers
on the most energy-efficient configuration; our engineers recommend thebest cooling solution for the local climate; and we select the most efficienttechnology solutions.

PUE measures the ratio between total facility energy consumed and theIT equipment energy consumed. A lower PUE value indicates less energy
is required to operate the IT servers and the data centre is operating more
efficiently. AirTrunk optimises, measures, and continuously improves on ourannual average PUE.

We test the energy efficiency of our facilities during the commissioning
process and continuously monitor performance throughout the operations
period.
In addition, we run innovation and continuous improvement programs tofurther raise energy efficiency at all our operating facilities.

WHAT

To manage energy efficiency by building and operating hyperscale data
centres that achieve industry leading PUE outcomes.

To set the benchmark for best-in-class PUE across the Asia-Pacific markets
in which we operate and to continuously improve our performance.

WHAT

TARGET: Achieve an annual average operating PUE range between 1.23-1.28 acrossour stabilised portfolio.

PERFORMANCE: Annual average operating PUE for FY21 is 1.37 for our locations that haveoperated for more than 12 months. We are on track to achieve our target
range as the portfolio stabilises. We commit to transparent reporting of
performance metrics and performance targets in order to provide better
benchmarks for our industry on energy efficiency in Asia Pacific.

Under the leadership of AirTrunk’s Head of Energy & Climate, our dedicatedEnergy team manages energy efficiency across our portfolio, daily.

Our PUE commitments are sponsored and reviewed by AirTrunk’s Chief
Technology Officer and Chief Operating Officer.

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

WHO

MANAGES THIS
AT AIRTRUNK?

WHATSDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY21

Notes:
3. According to estimates of the International Energy Agency, data centres
consumed about 200TWh globally which was 0.8% of global electricity in 2019.

23

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Energy Management

Between 2010 and 2019, global internet traffic
increased more than twelvefold. Global data
centre workloads increased 7.5-fold in thesame period. Electricity consumption fromdata centres, however, barely increased at all.4
How is this possible? Because data centres
have, on average, become dramatically more
efficient. These efficiency gains can be directly
traced to the growing influence of hyperscaledata centres which are increasingly replacing
less efficient, legacy facilities and enterprise
deployments. According to the International
Energy Agency, “energy demand remains flat
owing to strong efficiency improvements and ashift to cloud and hyperscale data centres”.5

Notes:
4. International Energy Agency.
5. International Energy Agency.

Sustainability Report FY21

TWh
250
SDS

HYPERSCALEKEEPING A LID
ON ENERGYCONSUMPTION

200

Hyperscale

150

100

Cloud (non-hyperscale)
Traditional

50

0
2010

2012

2014

2016

2018

2020

2022

AirTrunk is contributing to this shift by deploying hyperscale data centres that offer
customers massive efficiency gains in Asia-Pacific markets. In addition, the shift of server
workloads to the cloud is also dramatically increasing the IT productivity per kWh of energy
consumed. In other words, not only are our hyperscale facilities enabling more IT workload
for each kWh, but the compute efficiency of the IT workload itself is increasing. We
estimate our cloud-driven hyperscale facilities deliver 2.8-times the compute power forthe same unit of energy consumed, compared to an enterprise or colocation environment.

24Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Energy Management
Average PUE in APAC for 2020 (Uptime Institute)

SETTING APAC BENCHMARKSFOR HYPERSCALE EFFICIENCY
The scale of our deployments allows AirTrunk toachieve better efficiency results. We work closelywith our customers to design the electrical andmechanical configurations for optimal PUE
performance in the local climatic conditions
and, together, deliver innovation. We have, as one
example, adopted elevated supply air temperaturesthat reduce cooling requirements and reduce
electrical losses through efficient UPS design.

Utilisation of the facility

Given our exclusive focus on hyperscale
deployments, the design PUE of our data centres
far exceeds common industry benchmarks.
AirTrunk facilities can achieve annual average PUEs
as low as 1.14 as shown in the figure on the right.

Climatic conditions

The AirTrunk PUE band shows the average annual
operating PUE values our facilities achieve. We do
not report the best instantaneous performanceas this has limited influence on actual energy
consumption over time. The actual average PUE
number will depend on several factors:

The higher the utilisation of the IT servers in a facility,
the better the overall energy efficiency. This means
we will achieve best PUE performance as the server
utilisation in our new data centres stabilises. We areshowing our PUE performance as a curve at different
utilisation points.

Cooling requirements and energy consumption
closely track ambient temperatures. In tropicallocations such as Singapore, the average annual PUE
will naturally be higher than in temperate Melbourne,
Australia. When comparing PUE performance, we
thus show a PUE band for our facilities acrossdifferent climates.

Customer deployment
Within the same data centre, we host customers
with bespoke cloud architecture, server deployments
and utilisation profiles. Given our hyperscale focus
and close engagement with our customers, we areable recommend and implement efficiency-driven
choices into the facility design from day one.

1.69

1.52

These average annual PUE values are quoted inaccordance with the Green Grid PUE definition.6
This reflects the ratio of total facility energy
consumption at high-voltage utility meters to
IT energy consumption at low-voltage data hall
meters. For the period FY21, our average annual
PUE was 1.37 and falls within the PUE band shownon the right.
It is worth noting that since AirTrunk receives powerat extra high voltages through on-site substations(at 66kV or higher), this PUE calculation includes
transformation losses inside the PUE averages.
Other loads that contribute to the facility energy
consumption include technical and office spaces,
which are also included in the PUE calculations.

1.41

PUE band of AirTrunk facility portfolio(annual average)

1.33

1.33

1.14

1.16

75%

100%

1.20
1.16

25%

50%

IT Load Utilisation

Green Grid also offers a narrower definition known
as partial PUE (pPUE). In this narrower definition,
only the plant and equipment serving the IT data
halls are considered and substation losses andoffice spaces are excluded.
If AirTrunk had adopted this narrower definitionof PUE the resulting PUE band would reduce by afurther 3% i.e. achieving a pPUE as low as 1.11.
This demarcation is demonstrated in the figure on
the right.

PUE boundary also
commonly used in thedata centre industry
By narrowing boundaries
to IT load, cooling load,
UPS (i.e. all load from TX
output to data hall IT).
PUE could be lowered by
up to a further 3%.

ACC's
on roof

132kV site
substation
Generators andTransformers with
UPS's on gantry

pPUE Range: 1.11-1.31

PUE Boundary
consistent with the Green
Grid definition of PUE

Notes:
6. The Green Grid, OUE: A Comprehensive
Examination of the Metric, White Paper #49.

Tech and
Office Building

Quoted average annual
PUE target to include
substation losses, techand office space load.
PUE Range: 1.14-1.33

Sustainability Report FY2125

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Energy Management

DRIVING DOWN PUE THROUGHCONTINUOUS IMPROVEMENT
Throughout FY21, several energy saving
initiatives were implemented to proactively
manage PUE while customer loads were
ramping up, including: Proactive maintenance through monitoringof efficiency performance; Operational setpoint optimisation;
 Improved operational cooling efficiency
dependant on load utilisation;
 Customer-specific energy-efficiency pilot
programs.
AirTrunk continues to drive innovative thinking
in operations in order to achieve industryleading PUE performance in our facilities.
Through analysis of extensive operational dataand careful piloting of new initiatives, we canquantify and validate the impact as well as therisks of any changes before we roll them out.

Sustainability Report FY21

Following our efficiency innovation pilots
in FY21, we improved the PUE of our
SYD1 facility by 0.05 through operational
improvements and provided significant
energy savings to our customers.
We are setting ourselves ambitious targets
to continuously improve our performance.
We are targeting an annual average PUE
range between 1.23 – 1.28 across our
stabilised portfolio.
For further examples of AirTrunk’s energy
efficiency initiatives, see Innovation:
Our Energy Saving Initiatives.

26

Part 1:Introduction

WHY

IT MATTERS?

CARBONMANAGEMENTPart 2:
Our Sustainability Approach

PlanetThe Intergovernmental Panel on Climate Change (IPCC) stated global
emissions must be halved by 2030 and reach net zero by 2050 to avoid
climate catastrophe. The urgency of climate actions has called for more
effective carbon management from all sectors.

PeopleProgress

Appendices

Carbon management is everyone’s responsibility. As designers, builders, andoperators of the critical infrastructure to enable the digital economy, we areresponsible for ensuring a sustainable future for our people, customers, andcommunities for generations to come.

More and more countries are adopting ambitious climate targets which willtranslate to more stringent regulatory requirements for carbon emissions.

HOW

DOES AIRTRUNKMANAGE THIS?

AirTrunk measures Scope 1 and Scope 2 emissions. We report theseemissions for locations that have been operational for at least 12 months.
We measure both CO2 emissions and other GHG emissions converted to CO2
equivalents (CO2e) and use ‘carbon’ as a shorthand for CO2e.
While we expect Scope 2 emissions from electricity consumption to be themain driver of carbon emissions in our business, we plan to include Scope 3
emissions in our future reporting.

WHAT

IS OUR COMMITMENT?

AirTrunk has successfully achieved carbon neutrality for our corporate
emissions in FY21. This includes:
 Scope 1 emissions at SYD1 and MEL1 data centres.
 Scope 2 emissions for electricity consumption at SGP-HQ and SYD-HQ.
 Scope 2 emissions for SYD1 and MEL1 data centres for consumptionthat is not passed through to customers.

Since 2020, AirTrunk has participated in the annual CDP Climate Change
Assessment and discloses its carbon management activities to all
stakeholders.
To develop leadership and expertise in effectively managing carbon,
AirTrunk’s senior leaders and employees across all functions will becompleting a Climate Action Program. This will ensure AirTrunkers are fullycompetent on the global carbon action requirements, the role of carbon in
our operations and the actions we need to take.
We will set emission reduction targets to align with the Paris Agreement
which will expand beyond our corporate emissions to include Scope 2
emissions for electricity consumption passed through to customers.
Our emission targets and Net Zero roadmap will be developed in 2022
to guide us through the transition to ensure abatement measures arevigorously assessed and readied for implementation.
We will also continue to explore alternative energy sources in each of ourmarkets, including green hydrogen.

WHAT

IS OUR TARGET
AND PERFORMANCE?

WHO

MANAGES THIS
AT AIRTRUNK?

TARGET: Maintain carbon neutrality for all corporate emissions.
 Set emission reduction targets aligned with the Paris Agreement.
 Develop Net Zero roadmap in 2022.
 Provide customers with renewable energy supply choices at all facilities
with the goal of fully matching customer Scope 2 emissions.

PERFORMANCE: FY21 Scope 1 emissions: 562 tCO2e.
 FY21 Total carbon offset: 562 tCO2e.
 FY21 Scope 2 emissions (market-based): 155,027 tCO2e.
 FY21 Scope 2 emissions (location-based): 156,616 tCO2e.

Our dedicated Technology and Energy Team manages carbon under theleadership of AirTrunk’s Head of Energy & Climate.

Our carbon commitments are sponsored and reviewed by the
Chief Technology Officer and Chief Operating Officer.

Refer to Appendix 1 for details.

WHAT

SDGS DOES IT
CONTRIBUTE TO?
Sustainability Report FY21

27

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Carbon Management

Carbon Neutrality
Scope 1 Emissions
Our reported Scope 1 emissions
include direct emissions from ouroperations. The main components
are the combustion of diesel fuelfor backup generators, any fugitive
emissions from refrigerants usedin cooling equipment, as well as
specialty gases present in ourtransformers and substations. We
convert the measured consumptionof these items into carbon emissions
using recognised emission factors.7
In FY21, we had Scope 1 emissionsof 562 tCO2e. While we expect our
Scope 1 emissions to increase
with new facilities commissioned
and customer load increasing, weare working to reduce the Scope
1 intensity of our operations. Thisfor example, includes the study ofrenewable fuels and the use of low
global warming potential refrigerants
and alternative specialty gases.

Our continued focus is to reduce
our carbon emissions footprint andto offset the residual emissions
using high quality, meaningful andmeasurable carbon credit offsets
available in the market. Since
our operational emissions mainly
occurred in Australia before FY21,
we have sourced 100% of the
carbon offsets locally in Australia
from high-quality projects. As ourfootprint diversifies with other AsiaPacific sites becoming operational,
we may diversify the sourcing,but will continue to seek regional
matching and high-quality projects.
In addition to the FY21 offsets,
AirTrunk has also offset 100% of
our estimated Scope 1 historicalemissions8 since the launch of our
first data centre in Australia in 2017.

In total AirTrunk sourced 1,410
Australian Carbon Credit Units(ACCU) carbon offsets for historicalemissions (824 tCO2e) and current
FY21 emissions (562 tCO2e) fromtwo of the highest quality projects
in Australia. Each credit is verified
and assessed to certify the impact
of carbon reduction or removal of
GHG emissions. Regulated by Clean
Energy Regulator (‘CER’) at the
Emissions Reductions Fund offset
standard, these carbon emission
offsets are eligible under the Climate
Active Carbon Neutral Standard.
The two certified Emissions
Reduction Fund ACCU projects are
Indigenous Fire Management andBush Regeneration.

COMMODITYSTANDARD

COMMODITY
TYPE

COMMODITYPROJECT TYPECOMMODITYLOCATION

Emissions Reduction Fund

ACCU

Indigenous Fire Management

Australia

QUANTITYPER CENTQUANTITY50%

1,410 Units
Emissions Reduction Fund

ACCU

Bush Regeneration

Australia

50%

Notes:
7. Refer to Appendix 1 for details.
8. Our historical emissions were estimated using our current year as the baseline and thenretrospectively allocating emissions for past years based on our contracted capacity in each period.
Sustainability Report FY2128

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Carbon Management

PROJECT 1:
INDIGENOUS FIRE MANAGEMENT
Location:
Northern Territory, Australia.
The Project:
Arnhem Land in the Northern Territory is prone to extreme, devastating
wildfires that affect the landscape, people, plants, and animals. Aboriginal
Traditional Owners and rangers utilise customary fire knowledge toaccomplish highly sophisticated landscape-scale fire management.
Controlled burns are conducted early in the dry season to reduce fuel on
the ground and establish a mosaic of natural firebreaks, preventing bigger,hotter, and uncontrolled wildfires later in the season.
Percentage of Units:
50% of 1,410 Units.
Key Benefits & Impacts:
 Local employment.
 Community development.
 Biodiversity protection.
 Ancient culture site protection.
The project meets the following Sustainable Development Goals:

Pictures provided by TEM depicting aboriginal owners and rangers conducting traditional fire
management activities.
Sustainability Report FY2129

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Carbon Management

PROJECT 2:
BUSH REGENERATION
Location:
Western New South Wales, Australia.
The Project:
Widespread land clearing has significantly impacted local
ecosystems. This degradation and loss of plant species threatens
the food and habitat on which other native species rely. This Native
Forest Regeneration project works with landholders to regenerate
and protect native vegetation. The area harbours various indigenous
plant species which provide important habitat and nutrientsfor native wildlife. The project avoids emissions caused by land
clearing and achieves key environmental and biodiversity benefits.
Percentage of Units:
50% of 1,410 Units.
Key Benefits & Impacts:
 Local employment.
 Emissions reduction.
 Biodiversity protection.
The project meets the following Sustainable Development Goals:

Pictures provided by TEM depicting the native landscapes in which bush regeneration is conducted.

Sustainability Report FY2130

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Carbon Management

Scope 2 Emissions
Our reported Scope 2 emissions
include the total indirect emissions
from consumption of electricity at ourfacilities. We convert the electricity
consumption into carbon emissions
using the prevailing grid emissions
factors from the local electricity grid(location-based method).
In FY21, we had market-based Scope
2 emissions of 155,027 tCO2e andlocation-based Scope 2 emissionsof 156,616 tCO2e. This includes bothelectricity consumption for AirTrunkcorporate use at head offices anddata centres, and customer Scope
2 emissions for passed-throughelectricity.
We achieve carbon neutrality on our
corporate Scope 2 emissions at SGPHQ and SYD-HQ and SYD1 and MEL1
data centres by sourcing sufficient
renewable energy through our utility
supply agreements on a portfolio
basis.

For customer Scope 2 emissions,
AirTrunk provides renewable energy
supply choices at all facilities. We
work with utility providers, energy
retailers and renewable project
developers to offer our customers
innovative and commerciallyattractive supply options. We do
this in close alignment with ourcustomer’s procurement objectives
for renewable energy.
At the same time, we support
customers who choose to selfprocure renewables to offset their
Scope 2 emissions in our facilities.
Many of our customers are global
leaders in renewables and are
driving massive investments into
clean energy through group-wideprocurement efforts. We support
this by providing Quarterly Carbon
Reviews with granular breakdowns ofenergy consumption and associatedemissions by location, which thenenables matching. We also provide
our customers with the option
to directly contract with energy
suppliers where regulation allows.
We work closely with customers toprovide them with renewable energy
supply choices at all facilities withthe goal of fully matching customer
Scope 2 emissions.

Sustainability Report FY2131

Part 1:Introduction

WASTE
MANAGEMENTPart 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

WHY

Inappropriate handling of waste can result in the contamination of
air, water, and soil, which in turn can cause harm to the environment
as well as communities.

Effective waste management is essential for the communities inwhich we operate to thrive sustainably.

HOW

We constantly look for opportunities to better identify, manage,
reduce, and dispose of our waste in more responsible andsustainable ways.

We are working with recycling and composting partners to achieve
zero waste to landfill from all our offices and data centres.

IT MATTERS?

DOES AIRTRUNKMANAGE THIS?

AirTrunk is working on strategies to minimise contamination in ourwaste streams and create diversion pathways that minimise waste
to landfills.

WHAT

Launch zero waste to landfill for our data centres andachieve certification.

WHAT

TARGET: Achieve a waste-free office in 2022 by reducing the waste we
generate and divert it from landfills.
 Achieve zero waste to landfill certification in at least one market(Singapore, Australia or Hong Kong) by December 2022.

PERFORMANCE: In FY21, we implemented new waste initiatives to achieve ourwaste-free targets for our offices in 2022.
 We also initiated a program in MEL1, SGP1, HKG1 data centres
to achieve zero waste to landfill certification (UL2799).

Waste management is owned by all AirTrunk employees. We aim tofoster a sustainable culture from the top-down.

Our sustainability team assists in the creation of objectives which
are relayed to site managers for implementation.

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

WHO

MANAGES THIS
AT AIRTRUNK?

WHATSDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY21

32

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Waste Management

ACHIEVING A
ZERO WASTE
TO LANDFILL OFFICE
IN 2022
In accordance with the principles of the circular economy,
we adopt a preventive approach to achieve the maximum
reduction in the environmental impact of waste produced
at our offices. Our aim is to achieve a waste-free officein 2022. We will do this by reducing and diverting waste
through the following framework:

This is the most crucial part ofour waste management strategy.
The largest impact we can have on waste management
is to avoid the generation of waste. At AirTrunk, we want
waste to be avoided where it is not needed.

You can’t manage what you don’t measure.
The journey starts by tracking, understanding, and analysing our waste
generation, which provides valuable data helping us to reduce our waste.

REDUCE

When waste cannot be avoided, an effort will be made to reduce the quantity.

When a product reaches the end of life at AirTrunkit may not be the end of life for the product.
We will encourage our offices and data centres to sort, collect, quantify, monitor,
and reuse waste. We will find avenues in which items deemed to be waste can bereused elsewhere or donated.

We are aiming to reduce waste sent to landfill by: Creating an effective waste management and disposal program at our offices and data centres.
 Monitoring and analysing our waste and recycling disposal patterns for continuous improvement.

Our goal at AirTrunk is to create a zero waste to landfill office in 2022.

Sustainability Report FY21

AVOID

REUSE

DISPOSE

ACHIEVINGZEROWASTE TOLANDFILL

33

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Waste Management

OUR ZERO WASTE
TO LANDFILL PILOT
In 2020, we launched a waste management program to
track and record our waste generation monthly at eachof our offices and data centres. This monthly tracker
helps us understand how much waste is generated bylocation and identify areas where waste reduction andsustainable disposal programs could be implemented.
In 2021, we initiated a program in our MEL1, SGP1,
HKG1 data centres to achieve certification for UL2799.
UL requires at least 90% diversion through methods
other than 'waste to energy' to achieve Zero Waste
to Landfill9 designations. UL2799 Landfill Waste
Diversion Validation is an important step for AirTrunkto commence categorising and validating the amountof waste going to landfill. Using lessons learnt fromthis pilot program, we will expand our waste-freeambitions to AirTrunk’s other data centres.

Notes:
9. Silver 90-94%, Gold 95-99% and Platinum 100%.

Sustainability Report FY2134

Part 1:Introduction

WATER
MANAGEMENTPart 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

WHY

IT MATTERS?

Water is the source of life in communities, environments andtechnology, and AirTrunk is committed to ensuring the responsible
use and protection of this critical resource.

The mismanagement of water can lead to excessive irrigation
affecting environments; and hygiene-related diseases which canaffect communities worldwide.

HOW

AirTrunk’s water usage is predominantly driven by the mechanicalsystems that provide cooling to the IT infrastructure.

We are constantly exploring new ways to adopt responsible
consumption and production practices. We actively monitor
our water management practices as part of our environmental
conservation efforts.

DOES AIRTRUNKMANAGE THIS?

Starting with the design process, a technical solution is developedthat considers both instantaneous and annual energy andwater use to ensure a balanced approach that also satisfies theoperational needs of our customers. Water usage monitoring isthen carried out as part of data centre operations to continuallymonitor and generate data on water consumption.

WHAT

Use water consciously and deliberately in our data centres todeliver significant energy savings and carbon reduction.

Optimise water efficiency through water conservation strategies
for all operating data centres across Asia Pacific.

WHAT

TARGET: Undertake initiatives and trials in SYD1 and MEL1 tounderstand the relationship between water and power
consumption, enabling optimisation and improved
efficiencies moving forward.

PERFORMANCE: To measure our performance, we use Water Usage Effectiveness(WUE), an industry-recognised metric that assesses water
consumption in relation to the energy consumed within a facility.
The FY21 weighted average WUE is 0.73 l/kWh across SYD1 and
MEL1.

WUE is managed across the lifecycle of our data centres.

Our dedicated engineering team manages WUE under theleadership of AirTrunk’s Chief Technology Officer.

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

WHO

MANAGES THIS
AT AIRTRUNK?

WHATSDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY2135

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Water Management

OUR WATEREFFICIENCY STRATEGY
Strong water stewardship is important to us at AirTrunk.
There are a number of ways we promote the responsible
and sustainable use of water. These include:

Sustainability Report FY21

Implementing intelligent control systems
to automatically define and respond to“out of range” usages, enabling operators
to actively target areas for optimisation.

Monitoring water withdrawal, consumption
and disposal across our facilities using multilayered metering strategies. The informationcollected is used in conjunction with energy
data to ensure the engineering practices weadopt are best in class and provide a holistic
approach towards sustainability, aiming to
exceed industry standards.

Consuming non-potable municipal supplies
where possible and recovering rainwater(grey water) in addition to compliance withlocal codes and requirements. In Singapore,
we utilise NEWater as the primary means ofcooling make up water. This is provided by a
dedicated network, operated and managed
by the public utility company (PUB).

Deploying high-efficiency equipmentthat achieves a balance between energy
consumption and water consumption. An
example of this is the MEL1 facility thatutilises elevated operating temperatures totake advantage of the local climate to reduce
both water and power consumption directly,
using hybrid dry-cooling technologies.

Collecting data on water withdrawals andtotal water resources and monitoring thelevel of water stress in the areas we operate.

Promoting the responsible use of waterat AirTrunk by raising awareness of ourcurrent and future water management
strategy. Where possible, we utilise
opportunities to ensure water usage is
responsible and minimised.

36

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Water Management

SUSTAINABLE USE OF
OUR FINITE RESOURCES
AirTrunk’s bespoke elevated temperature,refrigerant-free mechanical system deployedin MEL1 was developed with the primary goalof minimising energy consumption. It is aclean and highly-efficient solution.
The elimination of the refrigeration cycle fromthe heat rejection process has vastly improved
efficiency and reduced the total carbon
footprint of the deployment.
To achieve this, evaporative cooling is required.
Open-circuit evaporative cooling is a reliable
and trusted technology (particularly for data
centres) whereby the process of evaporatingwater is the primary mechanism of heatrejection. Traditional open-circuit evaporative
cooling systems enable very high-density heatrejection and are generally efficient from anenergy perspective; however, this comes at theexpense of water consumption.

Sustainability Report FY21

Rather than adopting this typical strategy,
AirTrunk opted to pioneer cutting-edge
hybrid-cooling technology at MEL1,
combining dry-cooling with an evaporative
trim. This way, the advantage of thetemperate climate is fully realised in sucha way that water is not required in the heatrejection process for a significant portion of
the year.
The deployed system uses more than 11
times less water annually than a traditional
evaporative cooling system.
Through this, AirTrunk has carefully
considered the fine balance between
water and power consumption to ensurea technical solution that satisfies therequirements of our customers, and ensures
the sustainable use of our finite resources.

37

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

OUR SUSTAINABILITY APPROACHPEOPLE
Sustainability Report FY21

38

Part 1:Introduction

ENVIRONMENTALHEALTHAND SAFETYPart 2:
Our Sustainability Approach

Planet

WHY

AirTrunk's success is founded upon the safety and health of our people.
We strive to ensure that the people engaged on all our projects, acrossconstruction and operations, go home safely each day.

HOW

AirTrunk aims to achieve the highest safety standards everyday in a way that
positively impacts the health, safety and well-being of everyone associatedwith our business.

IT MATTERS?

DOES AIRTRUNKMANAGE THIS?

By fostering safe work environments, we make a positive social impact in
the communities in which we operate and have a more fulfilled and happier
workforce.

PeopleProgress

Appendices

We focus on training, coaching, mentoring and oversight to ensure safe
execution of our projects and operations. Our EHS management system isaligned to the ISO45001:2018 Occupational Health and Safety standard.
We conduct safety maturity modelling to inform our safety strategy andinitiatives.

AirTrunk actively engages with our workers and partners to create a safe
working environment, recognising that our people are best placed to identify
and mitigate risks and hazards.

WHAT

IS OUR COMMITMENT?

Working with our people, customers, delivery partners and suppliers,
AirTrunk aims to achieve industry-leading safety performance that
demonstrates EHS leadership in the data centre sector.
We will continually empower our people to achieve safe outcomes everyday.

WHAT

IS OUR TARGET
AND PERFORMANCE?

TARGET: Maintain our commitment to safe delivery everyday by continuing to strive
for elimination of injuries across our projects and operations.
 0 regulatory notices issued.

We will continue building our systems to enable successful work that adapts
to risks and challenges.
We will consistently develop engaged leaders who go beyond compliance tobuild a resilient approach to work.
PERFORMANCE: Total Recordable Incident Rate (TRIR) – Employees: 0
 Total Recordable Incident Rate (TRIR) – Contractors: 0.50
 Lost Time Incident Rate (LTIR) – Employees: 0
 Lost Time Incident Rate (LTIR) – Contractors: 0.14
 Total number of fatalities: 0
 Total number of health and safety regulatory notices issued: 0
Refer to Appendix 1 for details.

WHO

MANAGES THIS
AT AIRTRUNK?

Safety is a shared responsibility across AirTrunk, integrated and embedded
within all functions, activities, and processes.

Our Chief Safety Officer, with the leadership of our Chief Executive Officer
and the support of the EHS Board Committee, leads our safety commitments.

WHAT

SDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY21

39

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Environmental Health and Safety

GLOBAL LEADERIN SAFETY
We achieved exemplary safety performancein FY21 due to the collaborative efforts of ourleaders and workers across all our projects
and operations. Our goal is to be a global
leader in safety for our industry. AirTrunkrecognises that our people are ideallyplaced to identify, report and mitigate risks
and hazards arising from our projects andoperations. Our number one priority is toempower our people to take action to createa safe and healthy work environment for all.
AirTrunk’s EHS management system isaligned to the ISO45001:2018 Occupational
Health and Safety standard. We focus on
leading indicators and mechanisms for earlyrisk identification and mitigation, including: Risk-specific inspections; Internal and external audits;
 High-risk activity (HRA) planningworkshops and control verifications; Leadership engagement walks; Virtual safety walks;
 EHS stakeholder groups, working groups
and committees; Hazard reporting; Learning through incident investigations.

Sustainability Report FY21

Our EHS committees meet across the AsiaPacific region to provide our people with theopportunity to raise local challenges, issues,and concerns in an open and transparent
forum. The committees are designed to
involve key local leaders and to provide
escalation mechanisms to ensure seniorleaders are engaged in providing support tolocal operations.
Process and system specific training isprovided to all employees and contractors
associated with AirTrunk activities to ensure
they understand EHS requirements andexpectations. Ongoing training, coaching,mentoring and oversight are provided toensure task complexity is managed and risks
are mitigated through competent execution
teams.
In addition, AirTrunk has implemented arange of programs and initiatives to enable
our people and partners to recognise risks
and hazards and take appropriate action.
These include Good Save, Walk and Reward,
and Partner Rewards.

The Good Save is a QR code systemproviding immediate access for everyone
at AirTrunk sites to report hazards andunsafe conditions. Inputs are reviewed for
immediate follow-up by onsite leaders toensure appropriate and timely treatmentof risks. The system is linked to monthly
rewards which also encourages reporting.
Walk and Reward is our opportunity torecognise onsite excellence by rewarding
great behaviour. We know that recognising
excellence is the key to reinforcing safe work
outcomes. Leaders across our Asia-Pacificsites are equipped with rewards to provide
immediate, onsite recognition to workers forexcellent risk management practices.

AirTrunk shows thehighest standardsof safety practices
across all its sites.
AirTrunker

The Partner Rewards program aims tofacilitate the development of a safety
excellence culture among AirTrunk,contractors, and our workforce across all
projects. The program is designed to promotemanagement commitment, engagement,
behavioural monitoring, and continuous
improvement across varied leading metrics.
For further examples of wellness initiatives
for our employees and contractors, seeTalent Attraction and Retention: Grow @Hyperscale, and Supporting AirTrunk
Construction Workers During COVID-19(APAC).
40

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Environmental Health and Safety

SUPPORTING AIRTRUNKCONSTRUCTION WORKERS
DURING COVID-19
At SGP1, our priority throughout COVID-19
has been to ensure the health and safety ofour people, including those working at ourconstruction sites. AirTrunk worked closelywith our general contractor (Obayashi OSPL)
to design and build a new safe Construction
Temporary Quarter (CTQ) for our workers.

While building the CTQ with approval fromlocal authorities, AirTrunk’s COVID-19
Response Team implemented the following
measures: Temperature check points;
 Strategic hand washing and handsanitisation points;
 Segregated entry and exit points;
 Segregated sanitary, bathing and laundry
facilities.
Once our workers moved into their new
CTQ dormitories, we engaged with themusing various communication platforms toreceive feedback and suggestions to ensure
their continued safety and well-being.

Sustainability Report FY2141

Part 1:Introduction

TALENTATTRACTION
AND RETENTIONPart 2:
Our Sustainability Approach

PlanetPeopleProgress

AppendicesWHY

Due to the rapid growth of our industry, and compounded by aglobal pandemic, there is an increasing talent shortage acrossour markets.

To ensure we are well placed to capitalise on the accelerated
growth of our industry, it is our goal to make AirTrunk the placetalent wants to be.

HOW

We offer a range of people programs and a workplace environmentthat keeps our people positively charged and connected to eachother and the community. This creates a safe, healthy, and happy
working environment where all AirTrunkers can thrive.

We have set a sustainable foundation for our people consistingof strong leadership, rigorous recruitment processes andattractive benefits.

WHAT

To attract, empower and grow a diverse team who is constantly
raising the bar and setting new standards for our industry.

To foster a diverse, fun and inclusive working environment.

WHAT

TARGET: Accelerate representation of women to 30% of all employees
across the business by 2025.
 Establish NextGen talent partnerships in key markets.
 Launch Learning@AirTrunk program to provide ongoing learning
opportunities for our staff.

PERFORMANCE:
Our FY21 Female representation is: Board: 38%
 Total employees: 27%- Leadership: 22%- Individual Contributor: 28%

IT MATTERS?

DOES AIRTRUNKMANAGE THIS?

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

To maintain a high-performing culture, we offer best practicelearning and support programs, regular peer feedback and atransparent performance management system.

Refer to Appendix 1 for details.

WHO

MANAGES THISAIRTRUNK?

Our People & Culture team leads our talent attraction and retention
programs, with oversight from AirTrunk’s Executive team.

All AirTrunkers play a role in creating and fostering a culture thatis inclusive, engaging, and sustainable as we continue to grow.

WHAT

SDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY2142

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Talent Attraction and Retention

A DIVERSEAND INCLUSIVEWORKPLACE
AirTrunk values diversity and strives to create
an inclusive environment where everyone canbring their authentic selves to work and realise
their full potential.
As AirTrunk continues to grow and scale in
new cities and territories, we recognise it isimportant to nurture a diverse and inclusive
culture, which drives innovation, and enables
us to deliver our best results for our people
and customers.
Training and education programs, and talentacquisition and retention initiatives are a key
focus at AirTrunk to achieve our diversity andinclusion goals.

Sustainability Report FY2143

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Talent Attraction and Retention

GROW@HYPERSCALE
Being an AirTrunker means you havethe rare opportunity to drive thenext horizon of Asia-Pacific's digital
growth and the record-breaking
growth of AirTrunk, while also fasttracking your career.
AirTrunkers have a natural inclination
to think big, see around the curve,
and work collaboratively to solve
tough problems. We are relentlesschallengers, and creative problem
solvers, coming together to reimagine,build and deliver the data centres thatdrive our region forward.
In return, AirTrunk provides a platform
for personal growth, creating
an electric atmosphere, helping
AirTrunkers to stay positively charged
and amplify their impact.
This is what it means to Grow@
Hyperscale. This is what it means towork at AirTrunk.

Sustainability Report FY21

Backed by a robust recruitment
process, high performing, fun andsupportive culture, and driven by astrong leadership team, AirTrunkers
receive competitive remuneration
and a range of attractive benefits
including: AirFit Wellness Program with






‘Recharge Days’, wellness
subsidies, and weekly teamlunches in all offices;
Parental leave benefits anda supportive flexible working
environment;
An industry-leading onboarding
and induction experience;
Reflections designed to help
AirTrunkers succeed in their role
and accelerate their career;
Annual AirTrunk Connect event for
all AirTrunkers across Asia Pacific.

In building a culture,it’s important thatthings are at theircore – fun. The mostrewarding endeavours
are fun – and evenduring trying times,
it’s important torecognise you’re allin it together, to dosomething greater.
Robin Khuda
AirTrunk Founder & CEO

44

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Talent Attraction and Retention

EHS RESPONSE TO
COVID-19 ACROSS APAC
The COVID-19 pandemic proved immensely
challenging for businesses globally. AirTrunk’s
pace accelerated to unprecedented levels
from the onset of COVID-19 due to the massive
global uptake in remote working and demands
for data centre capacity.
AirTrunk quickly adapted our working methods
to support the efforts of the WHO, conforming
to national guidelines to help limit the
propagation of COVID-19 and maintaining ourcommitment to the health and safety of ourpeople and communities across Asia Pacific.
We quickly mobilised our emergency response
team, a multi-disciplined, cross-regional
working group focused on developing
AirTrunk’s COVID-19 management plan,
providing resources and support to staff,
and equipping leaders with the necessary
tools and information to continue business
operations.

Sustainability Report FY21

A range of important actions were adopted
by AirTrunk to ensure safe and healthy
outcomes during the pandemic, including: Establishing communication links with







government agencies to facilitate promptalignment with regulations;Technology for biometric scanning toregulate site access and attendance;
Modifying work rostering, transport andaccommodation arrangements;
Adapting site facilities to enable physicaldistancing;Continuous communications tocustomers, partners, employees, andother key stakeholders;Business continuity and ongoing ICT
support for AirTrunkers;
Health and wellbeing initiatives for all
AirTrunkers.

AirTrunk maintained its capability forcontinued data centre project delivery andoperations throughout Asia Pacific andreceived 99% score to the question: “I feel
supported by AirTrunk during COVID-19” instaff engagement surveys.

45

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Talent Attraction and Retention

PROVIDING A
GREAT EXPERIENCEAT AIRTRUNKHIGH STAFF ENGAGEMENT (FY21)

89%

98%

94%

92%

92%

91%

engagement overall.

believe ‘my manager
genuinely cares about
my wellbeing’.

are proud to work
for AirTrunk.

are confident in leadership.

would recommend AirTrunkas a great place to work.

believe ‘AirTrunk motivates me
to go beyond what I would in asimilar role elsewhere’.

HIGH STAFF RETENTION (FY21)

Sustainability Report FY21

7.6%

57 NEW HIRES

staff turnover.

onboarded.

46

Part 1:Introduction

COMMUNITYENGAGEMENTPart 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

WHY

AirTrunk’s growth has been possible, in part, because of thecommunities who have welcomed our operations. We have an
important role to play in these communities to help them thrive.

A commitment to community impact ensures a positive economic,
social and environmental future for all.

HOW

AirTrunk makes significant investments in each data centre project
to provide critical digital infrastructure to communities across the
Asia-Pacific region, and we execute on these projects to a highglobal standard.

In addition, AirTrunk designates community programs that we
support in each of our established markets.

IT MATTERS?

DOES AIRTRUNKMANAGE THIS?

Every AirTrunk project requires skilled resources to bring our vision
to reality. We invest in recruitment strategies to identify and hire
local talent, providing quality jobs in each of our markets. We also
engage hundreds of local trades and provide safe and high-quality
working conditions.

WHAT

To make a positive contribution to the local communities inwhich we operate data centres, through job creation, digitaldevelopment, community investment and engagement.

WHAT

TARGET: Continue supporting causes in 100% of our markets that havebeen operational for at least 12 months across our CSR pillars.

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

PERFORMANCE: In FY21, our community engagement activities covered 100%of our markets, operational for at least one year.
Refer to page 50 for details.

WHO

MANAGES THIS
AT AIRTRUNK?

Community engagement is managed by the Chief Marketing Officer,
in close consultation with the Chief Executive Officer and Executive
team.

WHAT

SDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY2147

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Community Engagement

INVESTING INOUR COMMUNITIESThe Asia-Pacific region is experiencing rapid population
growth and rising digital adoption at a much fasterrate than other regions around the world. To enable
these huge shifts in the region, scalable, reliable, andsustainable digital infrastructure, such as hyperscaledata centres, is required.
AirTrunk’s development of hyperscale data centres
allows large global technology companies to make theirproducts and services available to nearby communities.
AirTrunk supports domestic economic growth, generates
employment opportunities, and develops workforce
capabilities for the future, in markets where we operate.
As we build and operate our data centres inlocations across the region, our investment into local
communities can equate to billions of dollars and will
help our communities in their post COVID-19 recovery.

Sustainability Report FY2148

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Community Engagement

Our CSR Framework
AirTrunk’s CSR framework is a collaborative
approach, working in partnership with local
communities to achieve long-term social,environmental, and economic outcomes. Our CSR
framework consists of understanding, planning,
managing, and monitoring our community
engagement and its impact.

AirTrunk’s Corporate Social
Responsibility Program
Our CSR initiatives align to the industry in which we
operate, focusing on: Youth and Education, Environment
and Community Care.

CSR PILLARS

Understand our communities
 Identify and engage local communities;
 Assess social impacts and determine

best opportunities;
 Identify indigenous cultural heritage.

Research and plan Prepare stakeholder and community

engagement plans;
 Establish complaints mechanism.

Implement and manage
 Embed CSR into AirTrunk culture; Manage programs, partnerships,

governance and due diligence; Ensure timely response to incidents.

01

Youth and
Education

02

Environment

03

Community
Care

LINK TO SDGS

AirTrunk follows the UN Sustainability Development
Goals and ISO 26000 Guidance on Social Responsibility
to cover a diverse range of community initiatives which
will make a positive impact on society.

OBJECTIVES Invest in STEM education for the next generation of

workers and to upskill current workforce.
Conduct educational outreach programs, and connect
with community groups and schools to generate
greater awareness of STEM.

 Support climate action and environmental sustainability.

 Actively contribute to social improvement andcommunity development.
Build a culture of social responsibility and community
involvement at AirTrunk.

We have focused our CSR efforts on the local
communities where our data centres have been
operational for more than 12 months, including
Western Sydney for SYD1 and Melbourne for
MEL1. We have also commenced activities in otherareas including Sydney’s northern suburbs (SYD2),
Singapore (SGP1), and Inzai near Tokyo (TOK1).
Our CSR activity in FY21 included donations, staff
volunteering and profile raising for a variety ofimportant charities and local communities in need.

Monitor our impact
 Verify independent data and social

performance annually; Analyse total community investment; Consistently monitor and evaluate.

Sustainability Report FY2149

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Community Engagement

AIRTRUNK SHOWING UP
IN TIMES OF NEED
AUSTRALIASINGAPORE SYD1, Western Sydney
 COVID-19 Support.
 Donated a decontamination

 SYD2, Sydney North
 Donated to a new STEM facility

 SYD2, Sydney North
 Donated 150 trees to help

 Australia
 AirTrunk is supporting NSW, Australia
 Following severe flooding Australia
 COVID-19 Support.
 To raise funds and awarenessmachine & called on vendors todonate equipment to Blacktown
Hospital in May 2020.

its team of 8 AirTrunkers
who are participating inthe 2021 Noosa Triathlon,
making a difference for
Make-A-Wish Australia.

Sustainability Report FY21

at Lane Cove West Public
School set to open in 2021.

across NSW, AirTrunk donatedto GIVIT.org.au to support theirefforts assisting communities
in need.

conserve Australia's uniquenatural habitat and wildlife.

 MEL1, Melbourne West Funded 17 scholarships

to support STEM students
in Melbourne's West.

 SGP1, Singapore
 COVID-19 Support.
 Donated to help vulnerable
families in Singapore. The
Social Kitchen helps thecommunity by creating jobs
through food.

TOKYO TOK1, Tokyo COVID-19 Support.
 Donated vital funds and teammembers volunteered toprepare food, clothing andother necessities to support
local homeless community.

for mental health throughBeyond Blue, 30 AirTrunkers
participated in the 30km
Coastrek Walk in 2021.

50

Part 1:Introduction

CUSTOMERDATA PROTECTION
AND CYBERSECURITYPart 2:
Our Sustainability Approach

PlanetWHY

Protection of customer data is absolutely necessary to building
successful and sustainable customer relationships and promoting
AirTrunk's position as a responsible stakeholder in the broader
digital economy.

HOW

AirTrunk implements and operates a mutually reinforcing suite ofcontrols including operational procedures, technical mechanisms,
and awareness campaigns that work together to enforce end-toend protection of customer data.

WHAT

Ensure best-in-class control environment to secure and protect
our customer data.

WHAT

TARGET: Report 100% of identified incidents to the customer within 72
hours and for incident response actions to be underway within
the same timeframe.
 100% of staff (both internal and contractor) covered bycomprehensive onboarding and annual refresher training that
communicates the importance of confidentiality and dataprotection.

WHO

Customer Data Protection and Cyber Security is managed by the
Head of ICT and is supported by the Chief Operating Officer and theChief Executive Officer.

IT MATTERS?

DOES AIRTRUNKMANAGE THIS?

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

MANAGES THIS
AT AIRTRUNK?

PeopleProgress

Appendices

In line with global best practices for data protection, we proactively
identify and remediate data-related risks.

PERFORMANCE: In FY21, AirTrunk did not received any substantiated complaints
concerning breaches of customer data privacy or losses ofcustomer data.
 100% of AirTrunk employees and contractors received data
privacy, protection, and security awareness training within therequired deadlines.

WHAT

SDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY2151

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Customer Data Protection and Cyber Security

OUR CYBER SECURITY
FRAMEWORKIDENTIFY

Data protection capabilities within AirTrunk are founded uponan all-hazards cyber security strategy aligned with the NIST
Cyber Security Framework and the Cloud Security Alliance
Cloud Controls Matrix.
AirTrunk cyber security framework begins with our businessvision and risk appetite and identifies the highest priority
capabilities that must be developed in the near, mid, and longterm to support the realisation of business objectives. The
cyber security strategy defines and ranks prioritised security
initiatives to be pursued and the target maturity level for each,
including data protection and confidentiality initiatives.

RECOVERPROTECTThe strategy plays a complementary role to the AirTrunk
Information Security Management System (ISMS). While the
ISMS is the mechanism for enforcement and operation ofgeneric security controls, the strategy informs the degreeof rigour for each control and investment in continuous
improvement.

RESPOND

Sustainability Report FY21

DETECT

The AirTrunk ISMS enforces information security policies
regarding acceptable use, information handling, and access
control, which bind all personnel to responsible use of
AirTrunk systems and information to support data privacy
outcomes. Access to AirTrunk systems is conditional upon
annual acceptance of these policies and associated training.

52

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Customer Data Protection and Cyber Security

PREVENTINGDATASECURITY
BREACHES

AirTrunk’s Cyber Security
Strategy

Continuous Cyber Security
Enhancements

01

Mandatory reporting within 72 hoursof customer data security breaches is
enforced for all AirTrunk site locations
and personnel.

02

Mandatory comprehensive data
privacy, protection, and security
awareness training, incident response
procedures, and testing of incident
response functions.

AirTrunk engages extensively withgovernment entities and the broader
security community to leveragecollective security and information
sharing networks. For example,
AirTrunk has established a partnershipwith the Australian Cyber Security
Centre (ACSC) and actively participatesin workshops hosted by the ACSC.

In FY21, AirTrunk did not receive any
substantiated complaints concerning
breaches of customer data privacy orlosses of customer data.
AirTrunk enforces controls across theentire lifecycle of data handled as part ofbusiness operations - from creation anddissemination of data through storage,
retention, and destruction of data.
Data protection capabilities, guided by the
AirTrunk Cyber Security Strategy, covertraining and awareness for personnel
who handle data, proactive technicalcontrols that mitigate potential data
loss, and incorporation of confidentiality
requirements into business processes.

Sustainability Report FY21

03

04

Continuous monitoring and proactive
enforcement of user access to data inline with least privilege. AirTrunk has
introduced programmatic methods forevaluating the extent of user accessto sensitive information and regularly
reviews access levels to ensure that
customer information is handled onlyby those on a need-to-know basis.
AirTrunk is positioned to introduce
enhanced email and file security
controls in FY22 to provide an
additional degree of protection
for classified data, reinforcing theinformation classification frameworkthat guides AirTrunk personnel inhandling information securely. These
controls have been successfully
adopted for security-related activities
including assessments performed bythird parties.

AirTrunk proactively improves
and extends information security
controls under the aegis of its ISO/IEC 27001:2013, SOC2 and PCI DSS
certifications, and demonstrates thedesign and operating effectiveness ofthese controls in half-yearly internal
audits and annual external audits.
Information security risks areproactively raised and discussed
from a business risk management
standpoint in monthly Security
Working Group meetings involving
stakeholders from across the business,and from a due diligence standpoint inquarterly ISMS committee meetings.

53

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

OUR SUSTAINABILITY APPROACH

PROGRESS
Sustainability Report FY2154

Part 1:Introduction

INNOVATIONPart 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

WHY

AirTrunk’s vision is to continually redefine and deliver thehyperscale data centres of tomorrow. Innovation is animperative for us to achieve our vision.

HOW

Our openness to innovate is woven into our company values ofabove and beyond, dynamic, transparent and responsive. By putting
our people and customers at the heart of everything we do, we
are willing to flex and are open to new ideas if it means a better
outcome for our customers.

Our leadership team has fostered this from Day 1 and models thisin everything that we do. We innovate alongside our customers
through regular technical sessions and workshops and constantly
engage with our suppliers on innovation proofs of concept andtrials.

WHAT

AirTrunk will continue to focus on innovation and growththroughout Asia Pacific and work across an increasing numberof markets.

Our commitment to progress through innovation will be facilitatedby an element of freedom and transparency from the leadershipteam, encouraging staff to test new ideas, creating an environment
where innovation is encouraged and celebrated.

WHAT

TARGET: Continue exploring opportunities to deliver PUE benefits throughongoing innovation.
 Provide innovative carbon reduction solutions to our customers.
 Continue to test our customer solutions for more efficient, costeffective and scalable options.

PERFORMANCE: In FY21, we launched two innovative energy savings projects.
Please refer to Our Energy Saving Initiatives.

WHO

Our culture of innovation at AirTrunk enables all staff to contributeto innovation initiatives, with oversight from our Chief Technology
Officer and the Executive team.

IT MATTERS?

DOES AIRTRUNKMANAGE THIS?

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

MANAGES THIS
AT AIRTRUNK?

WHATSDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY2155

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Innovation

BUILDING INNOVATIVE
HYPERSCALE
AND AGILEINFRASTRUCTURE
We aim to constantly challenge and lead the industry
in flexible, hyperscale colocation design. Our in-housedeveloped Reference Design and pre-designed equipment
modules work together to yield spatial efficiency andcustomer flexibility within a framework of standardisation.

Sustainability Report FY21

This design framework allows AirTrunk to:01

Quickly develop creative custom
solutions for our customers.

02

Have forward-looking flexibility
as emerging technologies becomecommercially viable.

03

Have maximum site density driving
efficiencies in land use.

04

Have regional consistency which
in-turn drives down project delivery
times allowing customers to reduce
their forward-looking commit time.

05

Provide customers and staff withconsistency across their facility
requirements i.e. logistics, offices,
storage and telecommunications.

06

Continually improve efficiencies
as the customer’s SLAs increase.

Working within our flexible Reference Design, our in-house
design team works very closely with our customers to understandtheir drivers and needs, creating a design feedback loop. We
continually track evolving drivers around safety, sustainability,
cost, and efficiency while growing with our customers.

56

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Innovation

Our Energy Saving Initiatives
Energy Saving at SYD1AirTrunk is committed to continuous
improvement in the design and operationsof our data centre platform, and we
consistently seek out improvements for ourcustomers, through efficiency measuresand operational enhancements. A series of
PUE optimisation trials were conducted at
SYD1 to explore viable energy savings, withthe goal of maximising efficiency, lowering
energy costs, and delivering increased value
to our customers.
The successful innovations were rolled out
in 2020, and significant energy efficiency
improvements were delivered.

Refrigerant-Free High Temperature
Solution at MEL 1
At AirTrunk, we always look for opportunities
to lower energy costs for our customers,
through efficiency measures and operational
enhancements while reducing theenvironmental impact of our data centres.

AirTrunk’s deep engagement with ourcustomers’ engineering teams informed us
the hyperscale data centre industry waslooking to move to SLAs in the 30+ degrees
celsius range. AirTrunk’s in-house designteam undertook early design optioneeringwith analysis of climate data, energy, andwater models to offer a potential customer anindustry-leading PUE while balancing impact
to the environment and solution costs.

BEFOREAFTER

Roof rejection equipment

Roof rejection equipment

Trim waterHigh power

Trim water

Fans only

Complex machine

Large amount ofrefrigerant (GWP)

SimpleNo refrigerant(0 GWP)

Weatheranalysis

Working with our customers, we delivered
innovative elevated temperature coolingsolutions in MEL1 with:

01 An industry-leading averageannual design PUE of 1.14

Traditional Cooling
System Design

02 A refrigerant-free cooling system
03 90% annual savings on water

Customerengagement
Designdata

Elevated Temperature
Cooling System Design

Systemmodellingusage compared to a traditionalcooling tower

04 More usable IT capacity withless overall infrastructure

05 A robust and flexible control

DATA CENTRE COOLINGDATA CENTRE COOLING

system with provisions for tuning
to drive lower PUE

Sustainability Report FY21

57

Part 1:Introduction

CUSTOMER
EXPERIENCEAND SATISFACTION

WHY

IT MATTERS?

Part 2:
Our Sustainability Approach

PlanetEverything we do is with one thing in mind, to help our customers grow, andas a result, we grow too.
Today’s customers are better informed, better connected and demand morethan ever before.

PeopleProgress

Appendices

The success of our business depends on building strong, long-lasting
relationships with our customers. We are always listening and learning
to understand their needs, solve their problems, and make sure they aresatisfied with their AirTrunk experience.

HOW

At AirTrunk, we do everything we can to help our customers succeed.
We help them through every experience and interaction with us, acting as
an extension of our customers’ teams. We help them solve global data centre
challenges and use a variety of communication channels to engage with ourcustomers including:

1. Early engagement to understand customer requirements and inform oursite selection and market strategies to be where our customers need us.
2. Deep engagement with our customers by providing subject matter experts
on strategic initiatives such as innovation, efficiency, renewable energy
and safety.
3. Ongoing support to ensure high customer satisfaction levels and longterm relationships in multiple markets throughout Asia Pacific.

WHAT

We strive to go above and beyond for our customers, being dynamic,transparent, and responsive in every collaboration, communication, andaction through the customer journey.

We establish metrics to measure customer satisfaction and continuously
identify opportunities for improvement.

DOES AIRTRUNKMANAGE THIS?

IS OUR COMMITMENT?

We aim to meet or exceed our customer commitments for projects andservices, delivering projects on time, meeting our customers SLAs, andmaintaining industry standards.

WHAT

TARGET: Continue to meet or exceed our customer commitments for
projects and services.
 Ensure high customer satisfaction levels and long-term relationships
throughout Asia Pacific with positive annual growth rates in MW sold.
 Integrate customer experience into the reward and recognition program.

WHO

Led by AirTrunk’s Executive team and supported by our Marketing &Customer and Service Delivery team, our people across the business are
ever ready and always responsive to our customer needs ensuring the best
customer experience and ongoing satisfaction.

IS OUR TARGET
AND PERFORMANCE?

MANAGES THIS
AT AIRTRUNK?

PERFORMANCE: Our FY21 average annual growth rate for our Top 5 customers in MW soldis 58%.

WHAT

SDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY2158

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

Customer experience has been core to our businessfrom the very beginning. Our customers were frontand centre in my mind when I created the vision for
AirTrunk, with the knowledge that their success wasgoing to be key to our success.
Our laser focus on customers has helped AirTrunk
become the leading hyperscale platform in Asia Pacific,
built on a foundation of trust, deep relationships, anda commitment to understanding our customers. As aresult, our customers have and will continue to scalewith us, often into unchartered territory.

Robin Khuda
AirTrunk Founder & CEO

Sustainability Report FY2159

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Customer Experience and Satisfaction

GOING ABOVE
AND BEYONDFOR OURCUSTOMERS
Our company values guide our behaviours
as we work with and interact with ourcustomers. AirTrunkers always strive togo above and beyond, and to be dynamic,
responsive and transparent in everything wesay and do. With a willingness to help anda drive to do whatever it takes with swift
action, our customers have come to expect
an outstanding level of service from AirTrunk.

What our Customers Say About us
AirTrunk is wholly customer focused, which is amazing. I’ve told themmany, many times that I really wish our other suppliers would conductbusiness in the same manner because it makes it incredibly easy.
Measuring Customer Satisfaction
They are very accessible, the whole team, from Robin at CEO level,
down, it doesn’t matter which role, I could ask them a question
and they would just jump on it and solve it… which is uncommon.

Customer satisfaction is the true measure of
success. The customer satisfaction data obtained isimportant for us to understand our customer needs
and continue to improve. We are growing our Voice ofCustomer program to measure customer satisfaction
more accurately and better identify opportunities forongoing improvement.

Everything we do is with one thing in mind to help our customers grow.

Well done in restoring the redundancy to normal operation withno customer impact. Our ability to achieve this consistently as a
combined team is a key point of differentiation for our customers andbusiness. We really appreciate the partnership. Let’s keep the positive
momentum going…

Sustainability Report FY2160

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Customer Experience and Satisfaction

OUR CUSTOMER VALUE PROPOSITIONFAST +SCALABLE

FLEXIBLE +COST-EFFICIENT

TRUSTED +SECURE

SAFE +SUSTAINABLE

Ready when you are

Customer charged

Trusted to deliver

Setting the standard Innovative hyperscale model Flexible from start to finish, An established Asia-Pacific Industry-low PUE and WUE todesigned for your rapid
capacity deployment.

 Scale at speed with our

extensive groundwork andpre-planning, local expert
teams and rapid construction.

 A responsive and consistentexperience wherever you
choose to grow with us in Asia
Pacific.

Sustainability Report FY21

making dealing with us easy.

 Dedicated to understanding anddelivering customised solutions
to suit your unique requirements.

 Grow efficiently with no additional
margins or added costs.

platform and expert teamtrusted by the world's largest
companies, and backed byMacquarie.

 Always on with 100% availability
and industry leading SLAs.

 Protecting your data withmaximum data centre security
across Asia Pacific.

reduce your carbon footprint.

 Strong commitment andcomprehensive programs to keep
our people and partners safe.

 Commitment to sustainable

solutions for our planet, people
and progress.

61

Part 1:Introduction

RISK
MANAGEMENTPart 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

WHY

Managing risks and opportunity is critical to creating andpreserving AirTrunk's value.

HOW

Risk Management is managed through a strong risk culture, speakup mindset and robust risk mitigations, strengthened by a clear
ERM governance to create, preserve, and realise AirTrunk’s value,
success, and growth.

WHAT

We are committed to improving our ability to identify risks andestablish appropriate responses, reducing surprises, while
maximising future opportunities.

We remain ahead of trends, proactively manage risks, and takeadvantage of opportunities.

WHAT

TARGET: Continue strengthening the adequacy and effectiveness of
AirTrunk’s risk management system.
 Identify our climate-related risks and opportunities, test ourresilience and further develop our climate response.

PERFORMANCE: In FY21, our new Head of Risk & Sustainability joined the
AirTrunk leadership team to lead our risk management
programs. We will work to further mature our risk management
system, keeping pace with our growth and ensuring we stayaligned with global standards.

WHO

Risk is the responsibility of all employees at AirTrunk. It is an
integral part of organisational processes and embedded in all
activities, processes, and systems.

The Chief Executive Officer is responsible for an effective ERM
system supported by the Chief Operating Officer and Head of Risk
& Sustainability who leads the design and implementation of the
ERM system.

IT MATTERS?

DOES AIRTRUNKMANAGE THIS?

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

MANAGES THIS
AT AIRTRUNK?

WHATSDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY2162

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Risk Management

OUR ENTERPRISE RISKMANAGEMENT SYSTEMThe COVID-19 pandemic uncovered thefragility of organisations within the spaceof weeks, and corporations were forced toadjust their strategy accordingly.
At AirTrunk, we have always believed
sustainability requires effective risk
management to mitigate businessdisruptions in the short, mid and long-term
and to avoid negative surprises. Sustainability
translates into a demand for awareness andresilience, developing effective strategies
to mitigate risks and taking advantage ofopportunities across our business.
At AirTrunk, the Board approves the risk
strategy as well as the design andeffectiveness of the ERM system. The
Chief Executive Officer is responsible for
an effective ERM system supported by the
Chief Operating Officer and the Head of Risk
& Sustainability who leads its design andimplementation.
AirTrunk’s risk management process
identifies and addresses a broad range ofrisks that can directly or indirectly impact thebusiness. The risks are identified, prioritised,assessed, monitored, reviewed, and reported

Sustainability Report FY21

to AirTrunk’s management and the Board
periodically. Our ERM system has beendeveloped to play a key role in making thebusiness more resilient to unpredicted crises
and supporting strategic and operational
decision making.

Continuous Improvement
Risk Management is an ongoing journey.
In 2020, we conducted a full refresh of ourenterprise level risks. The key risks wereclassified into three priority zones: high,medium, and low, with a clear strategy todevelop or maintain controls, ensuring theyremain adequate, effective and within risk
appetite and tolerance levels. At AirTrunk, we
continually challenge ourselves to enhance our
ERM system using ISO 31000 as a guideline.
Earlier this year, we conducted a full review
of our ERM system covering the full spectrum
from strategy, governance, culture, risk
assessment, monitoring and reporting. We
aim to continue evolving and refining theframework where necessary to ensure strongrisk governance across the Asia-Pacific region.

63

Part 1:Introduction

CORPORATEGOVERNANCE

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

WHY

As we continue growing, we recognise the vital role corporate
governance plays in the realisation of our vision and in the successand growth of our business.

A genuine commitment to good corporate governance is essential
to the sustainability of our business and performance.

HOW

AirTrunk adopts a high standard of corporate governance with welldefined roles and responsibilities, policies and procedures andappropriate culture, values, and ethical standards of conduct.

Under the responsibility of the Chief Executive Officer, theExecutive team manages the day-to-day business of AirTrunk. They
provide the Board with accurate, timely and clear information to
enable the Board to perform its responsibilities and the directors tofulfil their duties.

IT MATTERS?

DOES AIRTRUNKMANAGE THIS?

The Board works collectively with management and holds periodic
meetings to ensure the business is managed with due care anddiligence and that appropriate governance arrangements are inplace for sustainable growth and excellence.

WHAT

To conduct our operations lawfully, ethically, and responsiblyin accordance with internationally-accepted principles of good
corporate governance.

WHAT

TARGET: Continue to reinforce strong, organised, transparent andintentional corporate governance.
 Embed AirTrunk sustainability commitment into our financing
platform through a Sustainability Linked Loan.
 Maintain ESG transparency through annual Sustainability
Report, CDP and GRESB submission.

WHO

The Board and Executive team are responsible for upholding
high standards of corporate governance and demonstrating
commitment to the behaviours and values we stand for.

IS OUR COMMITMENT?

IS OUR TARGET
AND PERFORMANCE?

MANAGES THIS
AT AIRTRUNK?

PERFORMANCE: In FY21, we performed a corporate governance review toenhance how governance is functioning at AirTrunk. The exercise
included a review of the coverage and content of our corporate
policies, and a revision of our Board and Committee calendar,
charters, and Delegations of Authority matrices.

WHAT

SDGS DOES IT
CONTRIBUTE TO?

Sustainability Report FY2164

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendicesz Corporate GovernanceOUR
CORPORATEPOLICIES,MANUALS ANDGUIDELINES
AirTrunk’s corporate governance practices areembodied in manuals, policies, and guidelines
to help us fulfil our corporate responsibility forboth internal and external stakeholders. We
are concerned not only with results, but withhow those results are achieved.
To ensure the highest standards of governanceand accountability, our policies are madeavailable to all employees, and updated andreviewed to ensure they remain relevant to ourchanging business requirements, matching
our growth ambitions, and reaching our goals.

Sustainability Report FY21

Employee Policies

ICT and ISMS Policies

These policies cover a wide range of peoplerelated topics, including our commitment andactions to support diversity and inclusion in
our workplace, our employee benefits programand applicable procedures and requirements
to apply for annual leave and subsidies.

These policies provide guidance on ourInformation Security Management Systems
and acceptable use of our Information andCommunication Technology equipment
and services, ensuring they are used
responsibly and in line with best practiceand legislation to protect AirTrunk, its
employees and secure all information.

Business Conduct Policies
These policies outline expectations in termsof performance and business conduct toinform and guide our behaviours including
anti-bribery, anti-corruption, gifts andentertainment, privacy, and corporate social
responsibility.

EHS, Risk and Compliance

Whistleblower Policy
We foster an atmosphere of trust andopen communication where employees
feel comfortable coming forward andtalking about issues. We adopt an 'opendoor' policy and support any employee
who comes forward to discuss an issue orreport a potential violation.

AirTrunk’s Modern Slavery Policy
In FY21, we published our inaugural Modern Slavery Policy. The Board
has overall responsibility for ensuring our Modern Slavery Policy
complies with AirTrunk’s legal and ethical obligations and that all
management and employees of AirTrunk comply with the policy.
AirTrunk is committed to acting ethically and with integrity in all
our business relationships and have a zero-tolerance approach tomodern slavery. To this end, we are committed to implementing andenforcing effective systems and controls to minimise the risks ofmodern slavery occurring in our supply chains and operations to theextent possible and to ensure that any instances with modern slavery
reported to AirTrunk are investigated and addressed appropriately.
We are also committed to transparency in our own business and in
our supply chains, consistent with our disclosure obligations undermodern slavery legislation.

Some policies are available on our website.

Our Risk Management, Environmental Health& Safety and Environmental Sustainability
policies provide guidance regarding themanagement of risks to support theachievement of corporate objectives,protect our people and assets and ensuresustainability.

65PART 3

APPENDICES
Sustainability Report FY21

66

Appendix 1:
Sustainability Data

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

SUSTAINABILITY DATA
Notes:

PLANET INDICATORSENERGY MANAGEMENT

Unit

FY21

-

1.37

CARBON MANAGEMENT

Unit

FY21

Total Scope 1 emissions2

tCO2e

562

Total Scope 1 carbon offsets acquired3

tCO2e

562

Total Scope 2 emissions (location-based)4

tCO2e

156,616

tCO2e

239

Operating Power Usage Effectiveness (PUE)1

Corporate Scope 2 emissions4,5

tCO2e

156,376tCO2e

155,027

Corporate Scope 2 emissions7,8

tCO2e

0

Customers Scope 2 emissions7

tCO2e

155,027

Customers Scope 2 emissions

4,6

Total Scope 2 emissions (market-based)71.

Operating PUE (or average annual PUE) for SYD1 and MEL1 following the Green Grid PUE definition. This reflects the ratio of total facility energy
consumption at high-voltage utility meters to IT energy consumption at low-voltage data hall meters. Transformation losses and other loads that
contribute to the facility energy consumption such as technical and office spaces, are included in the PUE calculation.

2.

Scope 1 emissions for SYD1 and MEL1 including GHG emissions from combustion of diesel fuel for backup generators, transformer gas leakages(SF6) and refrigerants leakages (HFCs) from chillers. The GHG emissions from diesel and SF6 are calculated based on the Method 1 from the
National Greenhouse and Energy Reporting (NGER) guidelines. The GHG emissions from refrigerants gases are calculated based on the Simplified
Material Balance Method, from the U.S. EPA Center for Corporate Climate Leadership’s (The Center) GHG guidance. Source of the GWP rates used:
IPCC Fourth Assessment Report (AR4).

3.

Each carbon offset represents an avoidance or removal unit of GHG emissions, measured in Australian Carbon Credit Units (ACCU). We ensure thatthose offsets are high-quality and deliver “additionality” where the carbon reduction would not have happened in the absence of the carbon offsets.

4.

Location-based Scope 2 emissions from electricity consumption, following the GHG Protocol Guidance. This reflects the average GHG emissions
intensity from grids on which energy consumption occurs, using national grid-average emission factor data. Source of emission factors: NGER
2020-21 for Australia and Energy Market Authority (EMA) 2019 for Singapore.

5.

Location-based Scope 2 emissions from electricity consumption at SYD-HQ and SGP-HQ as well as at SYD1 and MEL1 for consumption that is notpassed through to our customers.

6.

Location-based Scope 2 emissions from electricity consumption at SYD1 and MEL1 for consumption that is passed through to our customers.

7.

Market-based Scope 2 emissions from electricity consumption and sourcing of renewable energy through our utility supply agreements, following
the GHG Protocol Guidance. This represents emissions from electricity consumption at SYD-HQ and SGP-HQ as well as SYD1 and MEL1, andincludes 1% green power sourced for SYD1 and MEL1 and 100% green power sourced for SYD-HQ.

8.

Market-based Scope 2 emissions from electricity consumption at SYD-HQ and SGP-HQ as well as at SYD1 and MEL1 for consumption that is notpassed through to our customers, and includes 1% green power sourced for SYD1 and MEL1 and 100% green power sourced for SYD-HQ.
There is excess green power sourced from the 1% allocated to SYD1 and MEL1 which we used to cover the SGP-HQ emissions. An estimation
approach has been used to counter the difference between emissions factors. The purchased green power is in abundance to cover the portion of
SGP-HQ emissions.

CARBON MANAGEMENT – HISTORICAL EMISSIONS

Unit

FY17-20

Total Historical Scope 1 emissions FY17-FY209

tCO2e

824

Total Historical Scope 1 carbon offsets acquired3

tCO2e

848

WATER MANAGEMENT

Unit

FY21

Water Usage Efficiency (WUE)10

l/kWh

0.73

Sustainability Report FY21

9.

We have estimated the historical operating Scope 1 emissions since the launch of our first data centre in Australia in 2017 (824 tCO2e), based on
our installed capacity in SYD1 and MEL1 while using our FY21 Scope 1 emissions as a baseline. We have used our FY21 Scope 1 emissions to set a
ratio of emissions per MW of contracted capacity and then applied this ratio to previous years of contracted MW capacity.

10. Average weighted WUE across SYD1 and MEL1. WUE (Green Grid & ISO/IEC CD 30134) is an industry recognised metric that assesses water
consumption in relation to the energy consumed within a facility.

67Appendix 1:
Sustainability Data

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

SUSTAINABILITY DATAPEOPLE INDICATORSEMPLOYEE INFORMATION

FY21

Headcount
Total headcount at 30 June 2021

DIVERSITY AND INCLUSION

FY21

Gender mix by management level (% female)

NEW EMPLOYEE HIRES

FY21

New employee hires

EMPLOYEE TURNOVER

FY21

Employee turnover

146

Board

38%

Total new employees hiresof which permanent employees

144

Total employees

27%

New employee hires by age groupof which fixed-term employees

2

Leadership22%<30 years old

6<30 years old0

Individual Contributor

28%

30-49 years old

44

30-49 years old

9>50 years old

7>50 years old

2

Total employees by gender57

Total employees turnover

11

Employee turnover by age

Male

107

Total employees by age group

Female39<30 years old

17

New employee hires by gender30-49 years old

115

Male

44

Male

8

14

Female13

Female3

Total employees by region

Employee turnover by gender

Australia

86>50 years old

Singapore

38

Return rate for employees who took parental leave (%)

Japan

16

Male

100%

Australia

21

Australia

2

Hong Kong

6

Female100%

Singapore

16

Singapore3

Total employees

100%

Japan

16

Japan

3

Hong Kong

4

Hong Kong

3

Total employees by employment type and by gender
Full time (Male)

107

Part time (Male)0

Full time (Female)

37

Part time (Female)2

New employee hires by region

Employee turnover by region

Total employees by management level
Leadership

36

Individual Contributor

110

Sustainability Report FY21

68

Appendix 1:
Sustainability Data

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

SUSTAINABILITY DATAENVIRONMENTAL HEALTH & SAFETY

FY21

Total Recordable Incident Rate (TRIR)1 – Employees

0

Total Recordable Incident Rate (TRIR)1 – Contractors

0.50

Lost Time Incident Rate (LTIR)2 – Employees0

Lost Time Incident Rate (LTIR)2 – Contractors

0.14

Notes:
1. TRIR provides the number of recordable injuries per 200,000 work hours. Recordable injuries include medical treatments,
restricted work injuries and lost time injuries.
2. LTIR provides the number of injuries resulting in more than 1 day lost per 200,000 work hours.
3. Fatality events include any death associated with the conduct of work for AirTrunk work scopes.

Total number of fatalities

0

4. Regulatory notices include any notice issued to AirTrunk by a Regulator or Statutory Authority for any breach of legislation,
licences or permits associated with AirTrunk work scopes in the local jurisdiction.

Total number of health and safety regulatory notices issued40

5. Community engagement and CSR programs in markets where our data centres have been in operations for more than 12 months.

3

6. Employees and contractors as of 30 June 2021 who have received security awareness training within the required deadlines.
COMMUNITY INVESTMENT% of our markets with minimum of one CSR activivty5

7.
100%

This includes complaints received from outside parties and/or regulatory bodies.

8. Average annual growth rate from first contract signing in 2016 to 2021.

CUSTOMER DATA PROTECTION AND CYBER SECURITY
Completion of security awareness training6
Substantiated complaints concerning breaches of customer data privacy
or losses of customer data7

100%
0

PROGRESS INDICATORSCUSTOMER EXPERIENCE

FY21

Average annual growth rate of the Top 5 customers from inception in MW sold8

58%

Sustainability Report FY21

69

Appendix 2:
GRI Content Index

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetDISCLOSUREPAGEOMISSION

102-1 Name of the organization

5

N/A

102-2 Activities, brands, products, and services

5-7

N/A

102-3 Location of headquarters

9

N/A

102-4 Location of operations

9

N/A

102-5 Ownership and legal form

5

N/A

102-6 Markets served

5, 7

N/A

102-7 Scale of the organization

5, 68

As a private company, AirTrunk does not publish a public Annual Financial Report.

102-8 Information on employees and other workers

68

N/A

102-9 Supply chain

19-20

N/A

102-10 Significant changes to the organization and its supply chain

N/A

Not applicable, as the present document is AirTrunk's first Sustainability Report.

102-11 Precautionary principle or approach

26-30

N/A

102-12 External initiatives

12, 17, 21, 27, 32,
40, 48, 53, 63

102-13 Membership of associations

50

N/A

102-14 Statement from senior decision-maker3

N/A

102-16 Values, principles, standards, and norms of behavior

6, 64-65, Link

N/A

102-18 Governance structure

18

N/A

PeopleProgress

Appendices

GENERAL DISCLOSURESGRI STANDARD

ORGANISATIONAL PROFILEGRI 102: General Disclosures 2016

STRATEGY
GRI 102: General Disclosures 2016
ETHICS AND INTEGRITY
GRI 102: General Disclosures 2016
GOVERNANCE
GRI 102: General Disclosures 2016

Sustainability Report FY21

70

Appendix 2:
GRI Content Index

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetDISCLOSUREPAGEOMISSION

102-40 List of stakeholder groups

19-20

N/A

102-41 Collective bargaining agreements

N/A

None of AirTrunk's employees are covered by collective bargaining agreements, as at 30 June 2021.

102-42 Identifying and selecting stakeholders

19-20

N/A

102-43 Approach to stakeholder engagement

19-20

N/A

102-44 Key topics and concerns raised

19-20

N/A

102-45 Entities included in the consolidated financial statements

10

N/A

102-46 Defining report content and topic boundaries

10

N/A

102-47 List of material topics

15

N/A

102-48 Restatements of information

Not applicableNot applicable, as the present document is AirTrunk's first Sustainability Report.

102-49 Changes in reporting

Not applicableNot applicable, as the present document is AirTrunk's first Sustainability Report.

102-50 Reporting period

10

N/A

102-51 Date of most recent report

Not applicableNot applicable, as the present document is AirTrunk's first Sustainability Report.

102-52 Reporting cycle

10

N/A

102-53 Contact point for questions regarding the report

2

N/A

102-54 Claims of reporting in accordance with the GRI Standards

10

N/A

102-55 GRI content index

70-76

N/A

102-56 External assurance

77-78

N/A

PeopleProgress

Appendices

GENERAL DISCLOSURESGRI STANDARDSTAKEHOLDER ENGAGEMENTGRI 102: General Disclosures 2016

REPORTING PRACTICEGRI 102: General Disclosures 2016

Sustainability Report FY21

71

Appendix 2:
GRI Content Index

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetDISCLOSUREPAGEOMISSION

103-1 Explanation of the material topic and its boundary

23

N/A

103-2 The management approach and its components

23-26

N/A

103-3 Evaluation of the management approach

23-26

N/A

302-1 Energy consumption within the organisation(non-renewable fuel, renewable fuel, electricity)

Confidentiality
constraints

As a hyperscale data centre our metric for leasing is in Megawatts (MW). As such we keep ourleased capacity and inversely our vacant capacity confidential while making our total designed
capacity known. This is comparable to how an office landlord will keep their leased capacity secretwhile the design of the building and number of floors is known or can be observed.
By making our total electricity consumption known alongside our portfolio level PUE, weinadvertently give away confidential information as IT Equipment Power at a portfolio level can bediscerned when two elements from the formula are known.

103-1 Explanation of the material topic and its boundary

27

N/A

103-2 The management approach and its components

27-31

N/A

103-3 Evaluation of the management approach

27-31

N/A

305-1 Direct (Scope 1) GHG emissions

27-31, 67

N/A

305-2 Energy indirect (Scope 2) GHG emissions

27-31, 67

N/A

PeopleProgress

Appendices

MATERIAL TOPICSPLANETGRI STANDARD

ENERGY MANAGEMENTGRI 103: Management Approach 2016

GRI 302: Energy

CARBON MANAGEMENTGRI 103: Management Approach 2016

GRI 305: Emissions 2016

Sustainability Report FY21

72

Appendix 2:
GRI Content Index

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetDISCLOSUREPAGEOMISSION

103-1 Explanation of the material topic and its boundary

32

N/A

103-2 The management approach and its components

32-34

N/A

103-3 Evaluation of the management approach

32-34

N/A

306-2 Waste by type and disposal method

Information
unavailable

As this is our first year of waste analysis, we are not able to disclose waste data. We will publish
this data in a future report as we put in place a process to collate, quantify and categorise thisinformation with the assistance of UL.

103-1 Explanation of the material topic and its boundary

35

N/A

103-2 The management approach and its components

35-37

N/A

103-3 Evaluation of the management approach

35-37

N/A

303-1 Interactions with water as a shared resource

35-37

N/A

303-2 Management of water discharge-related impacts

35-37

N/A

PeopleProgress

Appendices

MATERIAL TOPICSPLANETGRI STANDARDWASTE MANAGEMENTGRI 103: Management Approach 2016

GRI 306: Effluents and Waste 2016
WATER MANAGEMENTGRI 103: Management Approach 2016

GRI 303: Water and Effluents 2018
303-5 Water consumption

Sustainability Report FY21

Confidentiality
constraints

As a hyperscale data centre our metric for leasing is in Megawatts (MW). As such we keep ourleased capacity and inversely our vacant capacity confidential while making our total designed
capacity known. This is comparable to how an office landlord will keep their leased capacity secretwhile the design of the building and number of floors is known or can be observed.
By making our total water consumption known alongside our portfolio level WUE, we inadvertently
give away confidential information as IT Equipment Power at a portfolio level can be discerned
when two elements from the formula are known.

73

Appendix 2:
GRI Content Index

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetDISCLOSUREPAGEOMISSION

103-1 Explanation of the material topic and its boundary

39

N/A

103-2 The management approach and its components

39-41

N/A

103-3 Evaluation of the management approach

39-41

N/A

403-1 Occupational health and safety management system

39-41

N/A

403-2 Hazard identification, risk assessment and incident investigation

39-41

N/A

403-3 Occupational health services

39-41

N/A

403-4 Worker participation, consultation and communication on
occupational health and safety

39-41

N/A

403-5 Worker training on occupational health and safety

40

N/A

403-6 Promotion of worker health39-41, 44

N/A

403-7 Prevention and mitigation of occupational health and safety impacts
directly linked by business relationships

39-41

N/A

403-9 Work-related injuries

39, 69N/A

103-1 Explanation of the material topic and its boundary

42

N/A

103-2 The management approach and its components

42-46

N/A

103-3 Evaluation of the management approach

42-46

N/A

401-1 New employee hires and employee turnover (by age group, gender and region)

42-46, 68

N/A

401-3 Parental leave

44, 68N/A

405-1 Diversity of governance bodies and employees

42-46, 68

N/A

PeopleProgress

Appendices

MATERIAL TOPICSPEOPLEGRI STANDARDENVIRONMENTAL HEALTH & SAFETY

GRI 103: Management Approach 2016

GRI 403: Occupational Health and Safety 2018

TALENT ATTRACTION AND RETENTIONGRI 103: Management Approach 2016

GRI 103: Management Approach 2016
GRI 405: Diversity and Equal Opportunity 2016
Sustainability Report FY21

74

Appendix 2:
GRI Content Index

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetDISCLOSUREPAGEOMISSION

103-1 Explanation of the material topic and its boundary

47

N/A

103-2 The management approach and its components

47-50

N/A

103-3 Evaluation of the management approach

47-50

N/A

413-1 Operations with local community engagement, impact assessments,
and development programs

47-50, 69

N/A

103-1 Explanation of the material topic and its boundary

51

N/A

103-2 The management approach and its components

51-53

N/A

103-3 Evaluation of the management approach

51-53

N/A

418-1 Substantiated complaints concerning breaches of customer privacy
and losses of customer data

51-53, 69

N/A

PeopleProgress

Appendices

MATERIAL TOPICSPEOPLEGRI STANDARD

COMMUNITY INVESTMENT

GRI 103: Management Approach 2016

GRI 413: Local Communities 2016
CUSTOMER DATA PROTECTION AND CYBER SECURITY

GRI 103: Management Approach 2016

GRI 418: Customer Privacy 2016

Sustainability Report FY2175

Appendix 2:
GRI Content Index

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetDISCLOSUREPAGEOMISSION

103-1 Explanation of the material topic and its boundary

55

N/A

103-2 The management approach and its components

55-57

N/A

103-1 Explanation of the material topic and its boundary

58

N/A

103-2 The management approach and its components

58-61

N/A

Average annual growth rate of the Top 5 customers from inception in MW sold58, 69N/A

103-1 Explanation of the material topic and its boundary

62

N/A

103-2 The management approach and its components

62-63

N/A

103-1 Explanation of the material topic and its boundary

64

N/A

103-2 The management approach and its components

64-65

N/A

205-2 Communication and training about anti-corruption policies and procedures

65

N/A

PeopleProgress

Appendices

MATERIAL TOPICS
PROGRESSGRI STANDARDINNOVATIONGRI 103: Management Approach 2016
CUSTOMER EXPERIENCE AND SATISFACTION
GRI 103: Management Approach 2016
Not applicable
RISK MANAGEMENTGRI 103: Management Approach 2016
CORPORATE GOVERNANCE
GRI 103: Management Approach 2016
GRI 205: Anti-corruption

Sustainability Report FY21

76

Appendix 3:
KPMG Limited Assurance Report

Part 1:Introduction

Part 2:
Our Sustainability Approach

Independent Limited Assurance Reportto the Directors of AirTrunk Operating Pty Limited
Information subject to assurance

Conclusion
Based on the procedures
performed, and the evidence
obtained, for the year ended 30
June 2021, we are not aware ofany material misstatements in the
Selected Sustainability Information
as presented in Appendix 1:
Sustainability Data to AirTrunk's
Sustainability Report, which havebeen prepared in accordance with
AirTrunk’s policies and procedures.

Sustainability Report FY21

The Selected Sustainability Information, as presented in Appendix 1: Sustainability Data to
AirTrunk Operating Pty Limited's (AirTrunk) Sustainability Report and available on AirTrunk’s
website, comprised the following:

PlanetPeopleVALUE ASSUREDCARBON MANAGEMENT

FY21

Total Scope 1 emissions FY21 (t CO2e)562

Total Scope 1 carbon offsets acquired (t CO2e)562

Total Scope 2 emissions (location-based) (t CO2e)

156,616

Total Scope 2 emissions (market-based) (t CO2e)

155,027

CARBON MANAGEMENT - HISTORICAL EMISSIONS

FY17-FY20

Total Historical Scope 1 emissions FY17-FY20 (t CO2e)824

Total Historical Scope 1 carbon offsets acquired FY17-FY20 (t CO2e)848

Appendices

Criteria used as the basis ofreporting

Summary of procedures
performed

The criteria used to measure and report
the Selected Sustainability Information(“the criteria”) were developed by
AirTrunk management and are includedin the Carbon Management section ofAppendix 1: Sustainability Data to AirTrunk
Sustainability Report.

Our limited assurance conclusion is basedon the evidence obtained from performing
the following procedures: Enquiries with relevant AirTrunk staff,
and review of selected documentation, toassess the appropriateness of AirTrunk’s
process including their methodology forreporting of the Selected Sustainability
Information, the reasonableness andaccuracy of the calculations applied andthe review process for each metric; Enquiries with relevant AirTrunkpersonnel to understand the internal
controls, governance structure andreporting process of the SelectedSustainability Information;
 Analytical procedures including limited
sample testing over the SelectedSustainability Information;
 Walkthroughs of the SelectedSustainability Information to source
documentation;
 Evaluating the appropriateness of thecriteria with respect to the SelectedSustainability Information; and Review of the Sustainability Report in its
entirety to ensure it is consistent with
our assurance work.

Basis for conclusion
CARBON MANAGEMENT

Progress

We conducted our work in accordancewith Australian Standard on Assurance
Engagements ASAE 3000 (Standard)and Australian Standard on Assurance
Engagement ASAE 3410 (Standard). In
accordance with the Standards we have: Used our professional judgement to planand perform the engagement to obtain
limited assurance that the SelectedSustainability Information is free frommaterial misstatement, whether due tofraud or error; Considered relevant internal controls
when designing our assurance
procedures, however we do not express a
conclusion on their effectiveness; and Ensured that the engagement teampossess the appropriate knowledge,
skills and professional competencies.

77Appendix 3:
KPMG Limited Assurance Report

Part 1:Introduction

Part 2:
Our Sustainability Approach

PlanetPeopleProgress

Appendices

Independent Limited Assurance Reportto the Directors of AirTrunk Operating Pty Limited
How the Standard defines
limited assurance andmaterial misstatement
The procedures performed in a limited
assurance engagement vary in nature andtiming from and are less in extent thanfor a reasonable assurance engagement.
Consequently, the level of assurance
obtained in a limited assurance engagement
is substantially lower than the assurance
that would have been obtained had areasonable assurance engagement been
performed. Misstatements, including
omissions, within the Selected Sustainability
Information are considered material if,
individually or in the aggregate, they could
reasonably be expected to influence relevant
decisions of the Directors of AirTrunk.

Sustainability Report FY21

Use of thisAssurance Report
This report has been prepared for the
Directors of AirTrunk for the purpose ofproviding an assurance conclusion on the
Selected Sustainability Information andmay not be suitable for another purpose. We
disclaim any assumption of responsibility
for any reliance on this report, to any person
other than the Directors of AirTrunk, or for
any other purpose than that for which it
was prepared.

Management responsibility
Management are responsible for:
 Determining that the criteria isappropriate to meet their needs;
 Preparing and presenting the SelectedSustainability Information in accordancewith the criteria; and Establishing internal controls that enable
the preparation and presentation of
the Selected Sustainability Informationthat is free from material misstatement,
whether due to fraud or error; andmaintaining integrity of the website.

Our responsibility
Our responsibility is to perform a limited
assurance engagement in relation to theSelected Sustainability Information forthe year ended 30 June 2021, and to issue
an assurance report that includes ourconclusion.

Our independence andquality control
We have complied with our independence andother relevant ethical requirements of theCode of Ethics for Professional Accountants
issued by the Australian Professional andEthical Standards Board, and complied withthe applicable requirements of AustralianStandard on Quality Control 1 to maintain acomprehensive system of quality control.

KPMG
Sydney15 October 2021

78

CORPORATEINFORMATION
AirTrunk Operating Pty Ltd
Level 11, 1 Pacific Highway
North Sydney New South Wales 2060
Phone: +61 2 9953 4780
Email: info@airtrunk.com
Email: media@airtrunk.com
Company Registration ACN 612 044 283
Download this Sustainability Report online at www.airtrunk.com

Sustainability Report FY2179