Sector: Aviation Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/aviation/ Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Tue, 01 Oct 2024 07:04:48 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Case study: How Copa Airlines creates economic value for its stakeholders https://sustaincase.com/case-study-how-copa-airlines-creates-economic-value-for-its-stakeholders/ Mon, 30 Sep 2024 05:59:03 +0000 https://sustaincase.com/?p=19685 Copa Airlines is dedicated to connecting destinations, people and stories, seeking to be the leading airline in Latin American aviation. Maintaining healthy relationships with its stakeholders, generating sustainable value for all, is a top priority for Copa Airlines. This case study is based on the 2021 Sustainability Report by Copa Airlines, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing […]

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]]> Copa Airlines is dedicated to connecting destinations, people and stories, seeking to be the leading airline in Latin American aviation. Maintaining healthy relationships with its stakeholders, generating sustainable value for all, is a top priority for Copa Airlines.

This case study is based on the 2021 Sustainability Report by Copa Airlines, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Abstract 

In 2021, the economic value distributed by Copa Airlines reached $1,033,954 million.  Tweet This! In order to create economic value for its stakeholders Copa Airlines took action to:

  • create economic value for employees
  • create economic value for suppliers
  • create economic value for the government

What are the material issues the company has identified?  

In its 2021 Sustainability Report Copa Airlines identified a range of material issues, such as air and ground safety, corporate governance, compliance culture, ethics and anti-corruption. Among these, creating economic value for its stakeholders stands out as a key material issue for Copa Airlines.

Stakeholder engagement in accordance with the GRI Standards   

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Copa Airlines engages with:

Stakeholder Group                Method of engagement (in 2022)
Employees

 

 ·      Intranet

·      E-mails

·      Signs in shared areas

·      Ethical line

·      On-site and online trainings

·      Performance evaluations
Customers

 

 ·      Website

·      E-mails

·      Social media

·      Satisfaction survey

·      Mobile app

·      Care modules

·      Counters
Industry and general suppliers

 

 ·      E-mail

·      Performance and acquisition evaluations

·      Area of Procurement/ administration

·      Website
Unions

 

 ·      Reports of results

·      Public partnerships

·      Open dialogue

·      Website
Shareholders

 

 ·      Board of Directors

·      Quarterly Results Report

·      Financial Reports

·      Website

·      Daily
Business partners

 

 ·      Regular meetings

·      Negotiations

·      Open dialogue

·      Website
Regulators

 

 ·      Reports of results

·      Public partnerships

·      Open dialogue

·      Website
Community

 

 ·      Social media

·      Website

·      Regular meetings

·      Open dialogue
Mass Media

 

 ·      Phone calls

·      Public partnerships

·      Open dialogue

·      Website
Financing banks

 

 ·      Reports of results

·      Annual report

·      Quarterly financial information

·      Open dialogue

·      Website
NGOs

 

 ·      Open dialogue

·      Regular meetings

·      Website

·      Phone calls

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Copa Airlines engaged with its stakeholders through an online survey.

What actions were taken by Copa Airlines to create economic value for its stakeholders?

In its 2021 Sustainability Report Copa Airlines reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, Copa Airlines paid $258,128 million for employee salaries and benefits.
  • Creating economic value for suppliers
  • In 2021, Copa Airlines paid $425,067 million to suppliers.
  • Creating economic value for the government
  • In 2021, Copa Airlines paid $10,486 million in taxes and contributions.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by Copa Airlines, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.copaair.com/assets/COPA_Design_Memoria_2021_ENG_HQ-.pdf

Note to Copa Airlines: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

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]]> Case study: How IndiGo creates economic value for its stakeholders https://sustaincase.com/case-study-how-indigo-creates-economic-value-for-its-stakeholders/ Wed, 21 Aug 2024 06:02:22 +0000 https://sustaincase.com/?p=19470 InterGlobe Aviation Limited (IndiGo) is a leading air transportation system in India providing air connectivity to 73 Indian communities and cities for tens of millions of, primarily Indian, citizens, with the largest aircraft fleet in India serving domestic and international markets in and out of India. As an organisation, IndiGo believes that integrating ESG is critical to not only its operations, but also for creating shared value for all its stakeholders. This case study is based on the 2021-22 ESG Report by IndiGo, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies […]

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]]> InterGlobe Aviation Limited (IndiGo) is a leading air transportation system in India providing air connectivity to 73 Indian communities and cities for tens of millions of, primarily Indian, citizens, with the largest aircraft fleet in India serving domestic and international markets in and out of India. As an organisation, IndiGo believes that integrating ESG is critical to not only its operations, but also for creating shared value for all its stakeholders.

This case study is based on the 2021-22 ESG Report by IndiGo, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Abstract

Generating, through its operations, sustainable value for employees, providers of capital and all its stakeholders, is a top priority for IndiGo.  Tweet This! In order to create economic value for its stakeholders IndiGo took action to:

  • create economic value for employees
  • create economic value for providers of capital
  • create economic value for governments
  • create economic value for communities

What are the material issues the company has identified? 

In its 2021-22 ESG Report IndiGo identified a range of material issues, such as ethical business conduct, climate change, workplace health and safety, customer privacy. Among these, creating economic value for its stakeholders stands out as a key material issue for IndiGo.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups IndiGo engages with:

To identify and prioritise material topics IndiGo engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Customers ·      Advertisements

·      Social media

·      Customer experience surveys

·      Company website

·      Mobile application
Investors and Shareholders

 

 ·      Investor calls

·      Non-deal road shows

·      Periodic reports on company website
Employees

 

 ·      Email, SMS

·      Company website

·      Intranet

·      Town hall meetings

·      Employee satisfaction surveys
Government and Regulators ·      Company website

·      Meetings and representations
Civil Society and NGOs ·      Mails, calls

·      Community meetings
Industry and Trade Associations ·      Industry conference and trade fairs

·
Suppliers and Partners

 

 ·      Dealer meets

·      Regular meetings

·      Periodic audits

·      Know-Your-Customer (KYC)

What actions were taken by IndiGo to create economic value for its stakeholders?

In its 2021-22 ESG Report IndiGo reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In FY 2021-22, IndiGo paid ₹ 34,864.43 million for employee wages and benefits.
  • Creating economic value for providers of capital
  • In FY 2021-22, IndiGo paid ₹ 23,580.15 million to providers of capital.
  • Creating economic value for governments
  • In FY 2021-22, IndiGo paid ₹ 4.12 million to governments.
  • Creating economic value for communities
  • In FY 2021-22, IndiGo spent ₹ 2.69 million in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by IndiGo, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.goindigo.in/content/dam/indigov2/6e-website/header/information/indigo-green/download-report/ESG-IndiGo-Green-final-2022.pdf

Note to IndiGo: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How IndiGo creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Cathay Pacific creates economic value for its stakeholders https://sustaincase.com/case-study-how-cathay-pacific-creates-economic-value-for-its-stakeholders/ Fri, 02 Aug 2024 05:57:42 +0000 https://sustaincase.com/?p=19454 Cathay Pacific together with its subsidiaries had 222 aircraft at the end of 2022 and, immediately prior to the onset of COVID-19, its airlines directly connected Hong Kong to 119 destinations in 35 countries worldwide, including 26 destinations in Chinese mainland. Ongoing engagement and open communication with key stakeholder groups is, for Cathay Pacific, crucial to building collaborative relationships and creating long-term value for all. This case study is based on the 2022 Sustainable Development Report by Cathay Pacific, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate […]

The post Case study: How Cathay Pacific creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Cathay Pacific together with its subsidiaries had 222 aircraft at the end of 2022 and, immediately prior to the onset of COVID-19, its airlines directly connected Hong Kong to 119 destinations in 35 countries worldwide, including 26 destinations in Chinese mainland. Ongoing engagement and open communication with key stakeholder groups is, for Cathay Pacific, crucial to building collaborative relationships and creating long-term value for all.

This case study is based on the 2022 Sustainable Development Report by Cathay Pacific, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Abstract

Generating, through its operations, sustainable value for employees, providers of capital and all its stakeholders, is a top priority for Cathay Pacific.  Tweet This! In order to create economic value for its stakeholders Cathay Pacific took action to:

  • create economic value for employees
  • create economic value for providers of capital
  • create economic value for communities

What are the material issues the company has identified?  

In its 2022 Sustainable Development Report Cathay Pacific identified a range of material issues, such as flight safety and security, business ethics and anti-corruption, privacy and data protection, infectious disease. Among these, creating economic value for its stakeholders stands out as a key material issue for Cathay Pacific.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Cathay Pacific engages with:

Stakeholder Group                Method of engagement
Employees

 

 ·      Surveys

·      Meetings or focus groups

·      Internal communication platforms

·      Employee town halls

·      Meetings with staff unions

·      Employees engagement activities

·      Mobile applications
Customers

 

 ·      Surveys

·      Focus groups

·      Cathay website and social media

·      Hotline and online enquiries

·      Mobile applications
Suppliers and business partners

 

 ·      Surveys

·      Periodic meetings with key suppliers and partners

·      Supplier screening and assessments

·      Partnership programmes

·      Meetings with industry bodies

·      Advisory panels
Investors and regulators

 

 ·      Annual General Meetings

·      Annual and interim reporting

·      Announcements and circulars

·      Investor meetings

·      Press releases

·      Hotline and online enquiries

·      Meetings with government bodies
NGO partners

 

 

 ·      Community events

·      Partnership programmes

·      Multi-stakeholder meetings

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Cathay Pacific engaged with its stakeholders through a survey.

What actions were taken by Cathay Pacific to create economic value for its stakeholders?

In its 2022 Sustainable Development Report Cathay Pacific reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2022, Cathay Pacific paid HK$ 10,571 million in staff expenses.
  • Creating economic value for providers of capital
  • In 2022, Cathay Pacific paid HK$ 3,074 million to providers of capital.
  • Creating economic value for communities
  • In 2022, Cathay Pacific spent HK$ 6 million in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by Cathay Pacific, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.cathaypacific.com/content/dam/cx/about-us/sustainability/sustainability-reports/en/Cathay-Pacific_Sustainable-Development-Report-2022_EN.pdf

Note to Cathay Pacific: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Cathay Pacific creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How LATAM creates economic value for its stakeholders https://sustaincase.com/case-study-how-latam-creates-economic-value-for-its-stakeholders/ Wed, 03 Jul 2024 06:00:41 +0000 https://sustaincase.com/?p=19294 LATAM Airlines Group S.A. has domestic operations in five countries in South America— Brazil, Chile, Colombia, Ecuador, and Peru—and offers the best connectivity within, to, and from Latin America, covering 144 destinations in 22 countries with its passenger operations and 154 destinations with its cargo operations. LATAM’s main value output is its capacity to generate lasting positive impacts, for both the business and all its stakeholders. This case study is based on the 2022 Integrated Report by LATAM, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what […]

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]]> LATAM Airlines Group S.A. has domestic operations in five countries in South America— Brazil, Chile, Colombia, Ecuador, and Peru—and offers the best connectivity within, to, and from Latin America, covering 144 destinations in 22 countries with its passenger operations and 154 destinations with its cargo operations. LATAM’s main value output is its capacity to generate lasting positive impacts, for both the business and all its stakeholders.

This case study is based on the 2022 Integrated Report by LATAM, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Abstract

In 2022, the economic value distributed by LATAM reached US$9,231,965 thousand.  Tweet This! In order to create economic value for its stakeholders LATAM took action to:

  • create economic value for employees
  • create economic value for governments
  • create economic value for communities

What are the material issues the company has identified?

In its 2022 Integrated Report LATAM identified a range of material issues, such as mitigating climate change, health and safety in the air and on the ground, ethics and anti-corruption, sustainable tourism. Among these, creating economic value for its stakeholders stands out as a key material issue for LATAM.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups LATAM engages with:

Stakeholder Group
Authorities and different government bodies
Trade associations
International organisations
Capitals market
Communities
Employees
Network of suppliers
Customers

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics LATAM engaged with its stakeholders through an online survey.

What actions were taken by LATAM to create economic value for its stakeholders?

In its 2022 Integrated Report LATAM reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2022, LATAM paid US$1,266,336 thousand for employee salaries and benefits.
  • Creating economic value for the government
  • In 2022, LATAM paid US$8,914 thousand in taxes.
  • Creating economic value for communities
  • In 2022, LATAM spent US$18 thousand in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by LATAM, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.latamairlinesgroup.net/static-files/3713f695-b961-440f-bf91-6842c3cd6fac

Note to LATAM: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How LATAM creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Finavia creates economic value for its stakeholders https://sustaincase.com/case-study-how-finavia-creates-economic-value-for-its-stakeholders/ Mon, 08 Jan 2024 07:04:08 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15658 Finavia is a Finnish airport company that enables smooth international flight connections from Finland to the rest of the world through its national airport network. by enabling efficient and reliable connections with the rest of the world, as well as by investing in the development of its airports. This case study is based on the 2021 Annual and Responsibility Report by Finavia, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most […]

The post Case study: How Finavia creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Finavia is a Finnish airport company that enables smooth international flight connections from Finland to the rest of the world through its national airport network. Finavia creates value for its owner, the State of Finland, and Finnish society as a whole  Tweet This! by enabling efficient and reliable connections with the rest of the world, as well as by investing in the development of its airports.

This case study is based on the 2021 Annual and Responsibility Report by Finavia, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

In 2021, Finavia created sustainable, long-term value for its stakeholders by focusing on health security, maintaining a good customer experience and engaging in active cooperation with airlines to restore Finland’s flight connections. In order to create economic value for its stakeholders Finavia took action to:

  • create economic value for employees
  • create economic value for suppliers
  • create economic value for the state

What are the material issues the company has identified?

In its 2021 Annual and Responsibility Report Finavia identified a range of material issues, such as customer experience, Finland’s connectivity, responsible growth, global environmental impacts, compliance with standards. Among these, creating economic value for its stakeholders stands out as a key material issue for Finavia.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Finavia engages with:

To identify and prioritise material topics Finavia engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Personnel

 

 ·      The development of occupational health services in response to changed needs

·      Supporting and activating temporarily laid-off personnel

·      Increased communication in response to the COVID-19 situation

·      Continuous cooperation with the management, employees and trade union representatives
The authorities (Finnish Customs, the Finnish Border Guard, the Police, the Finnish Transport and Communications Agency) The environmental authorities Health authorities ·      Maintaining and regularly reviewing the shared overview of the situation

·      Coordination and management of day-to-day operations

·      Continuous dialogue and distributing information
Financiers and owner

 

 ·      Continuous and open dialogue

·      The main owner’s participation in financing operations during the crisis
The state and local municipalities ·      Continuous dialogue

·      Meetings, working groups
Residents in the proximity of airports

 

 ·      Open dialogue, hearing and influence

·      Environmental impacts of airports

·      Aircraft noise control
Companies operating at airports, partners, subcontractors and suppliers ·      Effective and open dialogue

·      Careful contract and price negotiations using justified arguments and data

 
Media ·      Open communication
Military and state aviation

 

 ·      Regular cooperation meetings

·      Membership in the airspace control advisory group of the Ministry of Transport and Communications
General aviation

 

 ·      Local dialogue and meetings

·      Meetings of the cooperation body of Finavia and the Finnish Aeronautical Association

·      Relationships with interest groups and aviation schools
Passengers/ Customer experience

 

 ·      Health security during travel

·      Increasing the sense of security

·      Close cooperation with the authorities and regional health professionals to prevent the spread of COVID-19

·      Open and regular customer communication
Airlines

 

 ·      Short-term forecasts and data produced by Finavia for use by airlines

·      Close cooperation between Finavia and airlines

What actions were taken by Finavia to create economic value for its stakeholders?

In its 2021 Annual and Responsibility Report Finavia reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, Finavia paid EUR 62 million for employee salaries and fees.
  • Creating economic value for suppliers
  • In 2021, Finavia paid EUR 323 million in purchases from service and goods suppliers.
  • Creating economic value for the state
  • In 2021, Finavia paid EUR 26.1 million in taxes and tax-like levies.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Finavia, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.finavia.fi/sites/default/files/documents/Finavia_Annual_and_Responsibility_Report_2021.pdf

Note to Finavia: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Finavia creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How IIAC creates economic value for its stakeholders https://sustaincase.com/case-study-how-iiac-creates-economic-value-for-its-stakeholders/ Mon, 24 Jul 2023 05:56:02 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15256 Incheon International Airport Corporation (IIAC) was established for the purpose of smooth air transportation through efficient construction, management and operation of Incheon International Airport, and for the goal of contributing to Korea’s economic development. This case study is based on the 2020/2021 Sustainability Report by IIAC, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.  IIAC seeks […]

The post Case study: How IIAC creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Incheon International Airport Corporation (IIAC) was established for the purpose of smooth air transportation through efficient construction, management and operation of Incheon International Airport, and for the goal of contributing to Korea’s economic development. Creating and sharing value with employees and all its stakeholders, is a top priority for IIAC.  Tweet This!

This case study is based on the 2020/2021 Sustainability Report by IIAC, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

IIAC seeks to utilise ESG (environmental, social and governance issues) so as to create long-term, sustainable economic and social value for its stakeholders. In order to create economic value for its stakeholders IIAC took action to:

  • create economic value for employees
  • create economic value for partners
  • create economic value for shareholders and investors
  • create economic value for the local community

What are the material issues the company has identified?

In its 2020/2021 Sustainability Report IIAC identified a range of material issues, such as response to COVID-19, ethical and legal compliance, establishment of safe airport, risk management, reinforcement of governance transparency and expertise. Among these, creating economic value for its stakeholders stands out as a key material issue for IIAC.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups IIAC engages with:

Stakeholder Group                Method of engagement
Korean Nationals, customers

 

 ·      Survey on innovation (7,886 respondents)

·      Voice of Customers (VOC) (2,589 cases)

·      SNS such as YouTube, Facebook, etc. (7 cases)

·      Innovative citizen participation group (34 persons /4 times)

·      Customer committee (33 persons /2 times)

·      Innovative citizen participation Hackathon competition (27 cases
Government, relevant agencies, local society

 

 ·      K-Airport Quarantine Platform (Regular)

·      Work contact channel with the government (Regular)

·      Innovative local resident group (30 persons/9 times)

·      Demand Recovery Committee (12 companies)

·      New Public Innovation Council (4 companies)

·      Airport Economic Zone Implementation Council (9 companies)
Employees, labour union

 

 

 ·      Innovative Idea Competition (100 cases)

·      Online proposal board (20 cases)

·      Open innovation implementation group (123 persons)

·      Emergency management planning meeting (weekly)

·      New discussion on methods of overcoming COVID-19 crisis (83 cases)

·      Labour-management meeting & council (16 times)
Vendors, small-medium sized enterprises, subsidiaries

 

 

 ·      SNS such as Kakao Channel (35,000 persons)

·      Chatbot & SLM(Regular)

·      Survey (2 times), Happy Call (4 times)

·      ‘Fly Together’ conference (31 companies)

·      New Corporate Group Response Centre (Regular)

·      Meeting for each position in IIAC-Subsidiary (Monthly)

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics IIAC engaged with its stakeholders through an online survey.

What actions were taken by IIAC to create economic value for its stakeholders?

In its 2020/2021 Sustainability Report IIAC reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020, IIAC paid KRW 164 billion in employee costs.
  • Creating economic value for partners
  • In 2020, IIAC paid KRW 569 billion in outsourcing costs.
  • Creating economic value for shareholders and investors
  • In 2020, IIAC paid KRW 38.6 billion in interests.
  • Creating economic value for the local community
  • In 2020, IIAC paid KRW 12.4 billion in contributions.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by IIAC, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.airport.kr/co_file/ko/file01/SR_2021_eng.pdf

Note to IIAC: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How IIAC creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Korean Air creates economic value for its stakeholders https://sustaincase.com/case-study-how-korean-air-creates-economic-value-for-its-stakeholders/ Wed, 12 Jul 2023 05:58:38 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15219 Korean Air is the largest airline and flag carrier of South Korea, owning a total of 154 aircraft which operate regularly between 13 domestic cities and 107 cities in 42 countries around the world. Distributing long-term, sustainable economic value to its stakeholders, including employees, customers, and shareholders, is a top priority for Korean Air. This case study is based on the 2022 ESG Report by Korean Air, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: […]

The post Case study: How Korean Air creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Korean Air is the largest airline and flag carrier of South Korea, owning a total of 154 aircraft which operate regularly between 13 domestic cities and 107 cities in 42 countries around the world. Distributing long-term, sustainable economic value to its stakeholders, including employees, customers, and shareholders, is a top priority for Korean Air.

This case study is based on the 2022 ESG Report by Korean Air, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

Korean Air seeks to share the economic value created as a result of its business activities with its various stakeholders  Tweet This!, gaining their trust. In order to create economic value for its stakeholders Korean Air took action to:

  • create economic value for employees
  • create economic value for creditors
  • create economic value for the state
  • create economic value for suppliers
  • create economic value for local communities

What are the material issues the company has identified?

In its 2022 ESG Report Korean Air identified a range of material issues, such as sound governance, health and safety of passengers, ethical and compliance management, customer privacy protection, employee health and safety. Among these, creating economic value for its stakeholders stands out as a key material issue for Korean Air.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Korean Air engages with:

Stakeholder Group                Method of engagement
Customers

 

 ·      Website

·      Korean Air Newsroom

·      Newsletter

·      SNS channels

·      Service centre

·      Voice of Customer (VOC)

·      Chatbot

·      NPS (Net Promoter Score) survey
Shareholders/ Investors

 

 ·      General meetings of shareholders

·      Corporate briefings, IR meetings

·      Website (disclosures)

·      Operation of IR communication channels (IR e-mail, phone)
Employees ·      Labour-management council

·      On-site visit of Human Resources Division

·      Intranet (communication / employee information system)

·      Newsletter

·      KAL Daily Newsbytes

·      Internal misconduct reporting system

·      Employee grievance management system
Partner companies

 

 ·      Portal site for partner companies (Intranet)

·      Production Management Council

·      Workshops and meetings with partner companies
Local communities

 

 ·      Website

·      SNS channels
Government/ related organisations

 

 

 ·      Interviews with administrative departments and policy meetings

·      Technical meetings, technical consultation

·      Participation in international organisation meetings

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Korean Air engaged with its stakeholders through interviews and an online survey.

What actions were taken by Korean Air to create economic value for its stakeholders?

In its 2022 ESG Report Korean Air reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, Korean Air paid KRW 13,430 (Unit: KRW 100 million) in labour expenses and KRW 3,503 (Unit: KRW 100 million) in welfare expenses.
  • Creating economic value for creditors
  • In 2021, Korean Air paid KRW 3,637 (Unit: KRW 100 million) in interest expenses.
  • Creating economic value for the state
  • In 2021, Korean Air paid KRW 1,473 (Unit: KRW 100 million) in corporate income taxes.
  • Creating economic value for suppliers
  • In 2021, Korean Air paid KRW 16 (Unit: KRW 100 million) in rent expenses, KRW 1,602 (Unit: KRW 100 million) in manufacturing expenses, KRW 18,000 (Unit: KRW 100 million) in fuel expenses and KRW 6,605 (Unit: KRW 100 million) in airport expenses.
  • Creating economic value for local communities
  • In 2021, Korean Air paid KRW 30 (Unit: KRW 100 million) in donations.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Korean Air, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.koreanair.com/content/dam/koreanair/ko/footer/about-us/sustainable-management/report/2022_Korean%20Air%20ESG%20Report_en.pdf

Note to Korean Air: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Korean Air creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How CAL creates economic value for its stakeholders https://sustaincase.com/case-study-how-cal-creates-economic-value-for-its-stakeholders/ Mon, 20 Feb 2023 07:04:37 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14771 China Airlines (CAL) is the largest airline in Taiwan. Based in Taiwan Taoyuan International Airport, CAL mainly provides international passenger and cargo air transport services, with flights to / from 29 countries and 159 destinations worldwide. , and endeavours to create sustainable value for them all. This case study is based on the 2020 Corporate Sustainability Report by CAL, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the […]

The post Case study: How CAL creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> China Airlines (CAL) is the largest airline in Taiwan. Based in Taiwan Taoyuan International Airport, CAL mainly provides international passenger and cargo air transport services, with flights to / from 29 countries and 159 destinations worldwide. CAL seeks to embrace mutual prosperity along with its stakeholders  Tweet This!, and endeavours to create sustainable value for them all.

This case study is based on the 2020 Corporate Sustainability Report by CAL, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Generating shared value for its employees and other stakeholders, responding to their concerns, is a top priority for CAL. In order to create economic value for its stakeholders CAL took action to:

  • create economic value for employees
  • create economic value for the government
  • create economic value for society

What are the material issues the company has identified?

In its 2020 Corporate Sustainability Report CAL identified a range of material issues, such as flight safety management, public health and safety, governance and integrity management, labour relations and engagement. Among these, creating economic value for its stakeholders stands out as a key material issue for CAL.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups CAL engages with:

Stakeholder Group                Method of engagement
Employees

 

 ·      Labour-management meetings

·      Labour unions

·      Employee suggestion boxes

·      Employee feedback website

·      China Airlines newsletter

·      China Airlines Retirees Portal
Customers

 

 ·      Customer satisfaction survey

·      Global business meetings

·      Taiwan business meetings

·      Discussions with travel agencies

·      CAL’s website, CSR website, Facebook / Instagram, e-mail, and text message

·      Customer service hotline

·      Corporate customer visits
Investors

 

 ·      Shareholders meeting

·      Shareholder’s hotline / mailbox

·      Road shows

·      Interviews
Government

 

 ·      Missives

·      Visits

·      Participation in projects

·      Participation in public hearings, seminars, or negotiation forums

·      Organisation of or participation in business seminars and audits

·      Participation in initiatives

·      Audits
Partners (Suppliers and Contractors)

 

 

 ·      Telephone

·      E-mail

·      Coordination meetings

·      Business visits

·      Site inspections
Community

 

 ·      Charity events

·      Community activities

·      News releases

·      Online mailbox
Media ·      News releases

·      Press conferences

·      Interviews

·      Active communication of industry information
Associations (including Aviation Organisations)

 

 

 ·      Participation in project meetings

·      Participation in work seminars

·      Organising or participating in summits, executive summits, committees, and coordination meetings

·      Participation in government-convened meetings

·      Telephone, e-mail, and exchange platforms

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics CAL engaged with its stakeholders through a survey, with 43 valid questionnaires returned by members of an internal sustainability team.

What actions were taken by CAL to create economic value for its stakeholders?

In its 2020 Corporate Sustainability Report CAL reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020, CAL spent TWD 12.892 billion in salary expenses, TWD 18.931 billion in employee benefits and TWD 1.587 billion in post-employment benefits.
  • Creating economic value for the government
  • In 2020, CAL spent TWD 0.031 billion in income tax expense (interest).
  • Creating economic value for society
  • In 2020, for its contribution to social investments, CAL donated TWD 7,162,191. Commercial initiatives, charitable events and community investments represented 46%, 30%, and 24% of its total social investment, respectively.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by CAL, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://calec.china-airlines.com/csr/en/download/2020/2020-en-CSR.pdf

Note to CAL: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How CAL creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Air Canada promotes sustainability across its supply chain https://sustaincase.com/case-study-how-air-canada-promotes-sustainability-across-its-supply-chain/ Wed, 01 Jun 2022 06:08:38 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13683 Air Canada is Canada’s largest airline and the largest provider of scheduled passenger services in the Canadian market, the Canada-U.S. transborder market and in the international market to and from Canada. Air Canada works with various suppliers worldwide and seeks to make sure, not least through its Supplier Code of Conduct, that its suppliers adhere to key sustainability principles. This case study is based on the 2020 Corporate Sustainability Report by Air Canada, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done […]

The post Case study: How Air Canada promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Air Canada is Canada’s largest airline and the largest provider of scheduled passenger services in the Canadian market, the Canada-U.S. transborder market and in the international market to and from Canada. Air Canada works with various suppliers worldwide and seeks to make sure, not least through its Supplier Code of Conduct, that its suppliers adhere to key sustainability principles.

This case study is based on the 2020 Corporate Sustainability Report by Air Canada, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Air Canada is firmly committed to promoting sustainability among its more than 7,800 individual suppliers  Tweet This!, monitoring their environmental, ethical and social performance. In order to promote sustainability across its supply chain Air Canada took action to:

  • implement a Supplier Code of Conduct
  • reduce activities related to attractions involving dolphins
  • protect human rights

What are the material issues the company has identified? 

In its 2020 Corporate Sustainability Report Air Canada identified a range of material issues, such as economic performance, ethical business practices and policies, safety, data protection and privacy, energy consumption. Among these, promoting sustainability across its supply chain stands out as a key material issue for Air Canada.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Air Canada engages with:

Stakeholder Group
Shareholders
Customers
Employees
Suppliers
Communities

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Air Canada engaged with its stakeholders through interviews, workshops and surveys.

What actions were taken by Air Canada to promote sustainability across its supply chain?

In its 2020 Corporate Sustainability Report Air Canada reports that it took the following actions for promoting sustainability across its supply chain:

  • Implementing a Supplier Code of Conduct
  • Air Canada has developed a Supplier Code of Conduct (SCC), which forms an integral part of Air Canada’s material supplier contracts. The SCC is principle based and sets out Air Canada’s expectations of suppliers to ensure their behaviour aligns with Air Canada standards in the following key areas:
    • Business integrity
    • Responsible business practices
    • Responsible treatment of individuals
    • Respect for the environment
  • The SCC includes provisions relating to forced labour, child labour, non-discrimination and human rights, safe and healthy employment conditions and ethical behaviour. Air Canada is committed to working in partnership with its suppliers to help ensure adherence to the SCC. Suppliers may be asked periodically to confirm in writing that they meet Air Canada’s expectations as set out in it. Certain audit rights are also available. The SCC is reviewed regularly.
  • Reducing activities related to attractions involving dolphins
  • In 2019, Air Canada and subsidiaries (including Air Canada Vacations) made the commitment to no longer sell or promote packages to, or generate revenue from, attractions that involve the captivity of current or future generations of dolphins. In 2020, Air Canada Vacations further acted on these commitments, working with its suppliers and contracted hotels to continuously reduce the practice of keeping dolphins in captivity. In addition, and further to the SCC, Air Canada is looking to restate its Procurement Policy to integrate its ESG (environmental, social and governance) priorities and sustainability principles going forward.
  • Protecting human rights
  • Air Canada currently has two human rights components in its strategic procurement process, including clauses related to human rights within the Supplier Code of Conduct, which suppliers are expected to respect, and a one-time risk assessment inclusive of human rights screening, which is conducted prior to the execution of strategic procurement agreements.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Air Canada, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.aircanada.com/content/dam/aircanada/portal/documents/PDF/en/corporate-sustainability/2020-cs-report.pdf

Note to Air Canada: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Air Canada promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Sydney Airport promotes sustainability among its suppliers https://sustaincase.com/case-study-how-sydney-airport-promotes-sustainability-among-its-suppliers/ Wed, 02 Feb 2022 07:07:26 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13248 Sydney Airport is one of Australia’s most important pieces of infrastructure, its international gateway and an essential part of its transport network, connecting to more than 90 destinations around the globe. , working with suppliers to effectively manage environmental, social and governance risks. This case study is based on the 2019 Sustainability Report by Sydney Airport published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, […]

The post Case study: How Sydney Airport promotes sustainability among its suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Sydney Airport is one of Australia’s most important pieces of infrastructure, its international gateway and an essential part of its transport network, connecting to more than 90 destinations around the globe. Sydney Airport is committed to the responsible management of its supply chain  Tweet This!, working with suppliers to effectively manage environmental, social and governance risks.

This case study is based on the 2019 Sustainability Report by Sydney Airport published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Respecting and protecting human rights across all aspects of its operations and throughout its supply chain, building a culture to maintain high ethical standards and integrity, is a top priority for Sydney Airport. In order to promote sustainability among its suppliers Sydney Airport took action to:

  • implement a Supplier Code of Conduct
  • assess suppliers
  • combat modern slavery

What are the material issues the company has identified?

In its 2019 Sustainability Report Sydney Airport identified a range of material issues, such as economic performance, employee attraction, retention and development, climate change, community investment and engagement. Among these, promoting sustainability among its suppliers stands out as a key material issue for Sydney Airport.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Sydney Airport engages with:

To identify and prioritise material topics Sydney Airport engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Analysts and investors

 

 

 ·      Annual General Meeting

·      Roadshows, meetings and conferences

·      ASX releases

·      Investor days, presentations and briefings

·      Analyst surveys

·      Website
Business partners

 

 

 ·      Committees and forums

·      Briefings and meetings

·      Relationship managers

·      Service requests

·      InfoSyd website
Customers

 

 

 ·      Satisfaction surveys

·      Feedback channels and service requests

·      Media and advertising

·      Competitions

·      Relationship managers
Employees

 

 

 ·      Engagement surveys

·      Employee committees and working groups

·      Yammer (internal social media)

·      People leader forums

·      CEO newsletters and all staff briefings

·      Intranet
Government and regulators

 

 

 ·      Briefings and meetings

·      Industry forums

·      Submissions

·      Industry working groups
Local community

 

 

 ·      Community forums

·      Council briefings

·      Sentiment surveys

·      Partnerships with community organisations

·      Media and advertising
Suppliers

 

 ·      Supplier forums

·      Meetings

·      Assessment against the Supplier Code of Conduct
Tourism bodies and industry associations

 

 ·      Meetings

·      Participation in events and conferences

·      Industry forums

What actions were taken by Sydney Airport to promote sustainability among its suppliers?      

In its 2019 Sustainability Report Sydney Airport reports that it took the following actions for promoting sustainability among its suppliers:

  • Implementing a Supplier Code of Conduct
  • Sydney Airport’s Supplier Code of Conduct sets out how Sydney Airport manages its relationships with suppliers and its minimum expectations. It covers areas including health and safety, corporate governance, workplace conditions and human rights. Sydney Airport’s procurement spend mainly related to construction projects, security services, and facilities management services including cleaning services and baggage handling operations.
  • Assessing suppliers
  • During 2019 Sydney Airport assessed 25 suppliers against the expectations set out in the Supplier Code of Conduct. This accounts for 72 per cent of its in-scope third party spend. The majority of those suppliers met or exceeded Sydney Airport’s expectations, with six supplier improvement plans issued. The areas identified for improvement centred around:
    • Plans or initiatives supporting engagement of Aboriginal or Torres Strait Islander employment, business or communities
    • Coverage of bribery and corruption within submitted policies
    • Training of key policy documents (e.g. work health and safety, governance)
    • Lack of reference to Fair Work within submitted documents
  • Pleasingly, these suppliers actioned the gaps identified in their individual supplier improvement plans and all outstanding items were closed during 2019. Additionally, Sydney Airport continues to support the Business Council of Australia’s Australian Supplier Payment Code, which is designed to support the long-term viability of small businesses.
  • Combating modern slavery
  • In 2019, Sydney Airport completed a risk assessment for modern slavery in its business and supply chain, identifying high risk areas. Existing controls for these risks were reviewed, and where necessary, Sydney Airport strengthened these to make sure it is not doing business with individuals or companies that profit from modern slavery.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

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References:

1) This case study is based on published information by Sydney Airport, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Sydney Airport: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

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