Corporate Responsibility Report Corporate Responsibility Report - PDF document

Financial responsibility 1 Corporate Responsibility Report Corporate Responsibility Report 2009 of Finnair Group www.finnair.com/group

2 Corporate Responsibility Report 2009 of Finnair Group

Corporate Responsibility 2009 3 04 Leader – Mika Vehviläinen 06 Column – Kati Ihamäki 07 Finnair Group 08 Key figures 10 Importance of stakeholder relations 12 GRI reporting principles Economic responsibility 14 Introduction 15 The effects of climate change 16 Our vision takes us forward 18 Column - Damian Ryan 19 Economic GRI Indicators Social responsibility 20 Introduction 21 Enthusiastic experts 24 For the good of the children 26 Customer is the star 28 Moving forward together 29 Social GRI Indicators Environmental responsibility 33 Introduction 34 Air transport energy consumption and emissions 36 Among the elite airlines 37 The most modern fleet 38 With biofuel towards zero carbon dioxide emissions 39 Environmental GRI Indicators The customer can make a difference 47 Introduction 48 Travel sensibly 49 Respect your travel destination 50 Select a responsible hotel 51 GRI table Editorial board of Finnair Group’s corporate responsibility report 2009: Contact information: Kati Ihamäki, Maria Mroue, Ville-Pekka Pusa. Concept and realisation: Miltton Oy, Finnair Plc, Helsinki Airport project manager Leena Löytömäki, AD Sampsa Voutilainen. Illustrations: Tietotie 11 A, FI-01053 Finnair Anton Yarkin. Photos: Aurinkomatkat, Shutterstock, Finnair. Switchboard: +358 9 818 81 www.finnair.com www.finnair.com/group

4 Corporate Responsibility Report 2009 of Finnair Group Editorial Bearing its social responsibility is a pre- mechanisms. requisite for a company’s operations. As New aircraft represent the greatest pos- air transport is a growth sector, it is es- sible contribution to reducing environ- sential that social responsibility is part of mental effects. Our emissions in relation our everyday activities. We also want to to seats offered have reduced radically, The road to serve the quality- and environmentally- and further reductions will take place conscious passenger better in future. in the future. By operational means we continuous Bearing financial responsibility re- have already achieved clear savings both quires sound activities as well as a fi- in the air and in ground operations. We improvement nancially sound company. Operations will continue on the path of improve- must be adjusted to prevailing condi- ment – better operating practices must tions and the company must be able to be found in future, too. This will guar- see into the future without a crystal ball. antee our opportunities to grow sustain- Bearing social responsibility brings with ability and profitably, while continuing it responsibility for personnel as well to bear our social responsibility. as for the home and destination coun- It is also important to improve infra- try’s population and society. An airline, structure to a level at which air transport through its operations, supports eco- could operate effectively. Europe’s con- nomic life and the tourism business, gested air space must be improved so provides connections for citizens and that it would be possible to save valuable companies, and creates jobs as well as hours and fuel, and reduce emissions conditions for many other sectors. by millions of tonnes. This is both a fi- During the global recession and a nancial and an environmental issue for time of crisis for the air transport sec- airlines, and also a significant factor in tor, we have been unable to avoid ad- terms of providing smooth and efficient justment measures, and these have in- travel connections for customers. cluded difficult decisions. Some of the In addition, emissions reductions chosen measures were implemented in should be achieved with the aid of global a constructive spirit and with common system of emissions trading. In 2010 air understanding between the parties in- transport became part of the EU emis- volved. But there were also decisions and sions trading system. Finnair is actively intended cost-cutting measures that led pursuing an international agreement on to industrial action and agitation. De- an air transport emissions trading model, bate also took place outside the com- because this would achieve a worldwide pany that was inappropriate and caused reduction in air transport emissions; re- bad feeling among all personnel groups. gional systems, on the other hand, lead Some overstatements and exaggerations to carbon leakage and a distortion of were made. competition. Now, as we take Finnair forward, we 0 0 0 must be able to learn from these events and try to solve problems before they New information is continually emerg- build up into crises. I believe that the ing about the environmental effects of new organisational structure will clarify air transport. The latest research shows responsibilities, increase openness and that some of the emissions clearly cause create a corporate culture in which con- cooling. Furthermore, there are still many structive discussion is encouraged. Satis- uncertainties connected with the contri- fied personnel and an effective structure bution of water vapour and vapour trails are prerequisites for profitable growth from engines. In order to use operational and are also our calling cards to cus- means, invest in the right kind of tech- tomers. nology and improve infrastructure, we must follow development and actively 0 0 0 examine new information. In the field of environmental respon- In addition to research on the emis- sibility, airlines are currently playing a sions impact of air transport, another ac- particularly prominent role in the climate tive issue to follow is the replacement of MIKA VEHVILÄINEN change debate. An airline can reduce traditional jet fuel completely or partly PRESIDENT & CEO its environmental load in four ways: by with biofuel. There exist for this many FINNAIR PLC using new and advanced technology in options, about which research data are its operations; by using infrastructure already available. The problem, in such an that works better; by developing its op- energy-intensive industry, is to find a raw erational activities; and through market material which would meet demand and

Corporate Responsibility 2009 5 I TECHNOLOGY II INFRASTRUCTURE III OPERATIONS IV ECONOMIC INSTRUMENTS could be produced sustainably. Finnair We have therefore already started on port on aspects of social responsibility is actively participating in this develop- our own independent emissions reduc- via, for example, the Carbon Disclosure ment work and our aim is make a test tion measures and are actively involved Project and a report based on the GRI flight later this year and to initiate com- in promoting the other two means. An guidelines. In addition, we respond to mercial operations next year. indication of the emissions reduction we questions both by e-mail and through have already achieved is that from 1999 published documents and our blogs. 0 0 0 to 2009 emissions have declined by 22 We are constantly working with inter- We would like to demonstrate our per cent per seat. This has been long- est groups to identify factors on which commitment to a sustainable future by term work, and it will continue. we must focus in future. We await your publishing emission targets for the com- A vital part of our social responsibil- feedback on this second responsibility ing years. We will strive to reduce our ity is open communication. We want to report, in the production of which we emissions independently by 2017 by 24 communicate about our work on differ- have taken into account the feedback per cent per seat. In addition to this, we ent forums, but we hope at the same time received on last year’s report. Bearing hope that emissions reductions will also to receive feedback on our success. We our social responsibility demands con- come through improved infrastructure want to answer questions and respond tinuous improvement as well as staying and a global emissions trading system. to issues of concern. We regularly re- on the alert.