ABSTRACT
Sustainability and corporate social responsibility (CSR) have developed over time from an environmental perspective into a broader and key management discipline for airlines, and focusing on these activities has become common in response to political and public pressure and expectations (for airports, see Chapter 18). For instance, British Airways published its first annual environmental report in 1991, which was later increased in scope to a social and environmental report (Becken and Lane, 2006). Similarly, SAS started its CSR activities by focusing on environmental aspects, and later extended it to include social responsibilities (Lynes and Andrachuk, 2008). In addition, it is increasingly recognised that the development of effective sustainability and CSR strategies can enable airlines to gain a competitive advantage in the market (Albers et al., 2009; Seo et al., 2015). Companies such as Southwest Airlines, for instance, have shown that social and commercial achievements are not conflicting targets (Beard and Hornik, 2011).
