This case study provides an analysis of the way in which a leading airline company in the world, Air France-KLM, applies Corporate Social Responsibility (CSR) within its business activities. The analysis is based on a conceptualisation of the term itself and the policy of and activities performed by the company. Other companies in the airline industry regard the Air France-KLM as a ‘good practice’ since it acts in an exemplary way on the integration of sustainability in the three major domains of CSR: economy, people and environment. It caters for environmental protection, customer experience, responsible human resources and local development. A challenge remains for the whole of the airline industry: to reconsider the very purpose of their business and start working on CSR 2.0. In CSR 2.0 sustainability, scalability, responsiveness and ‘glocality’ become part of an airline’s very DNA and are not regarded mere ‘defensive’ measurements for satisfying the ‘customer’ and politics.
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KLM Royal Dutch Airlines has been a forerunner of the airline industry since 1919. As the oldest operating airline to date, the company aims to become innovators of today. This paper proposes an addition to the KLM transformation projects: Moving Your World, The Digital Transformation, and The KLM Real Estate Vision. This addition is a concept for ‘The Winning Way of Working,’ which aims to create a holistic workplace design; one where KLM employees are able to experience flexible and customizable environments, disconnection between colleagues and locations is reduced, and health benefits of vegetation in work environments are promoted.
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Airline ground operations are subject to the conflicting demands of short turn-around times and safety requirements. They involve multiple parties, but are less regulated than airborne processes. Not surprisingly, more than a quarter of all aircraft incidents occur on the ground. These incidents lead to aircraft damage and associated costs, risk of injuries, and can potentially impact in-flight safety. KLM Ground Services has targeted platform safety performance as an area for improvement. However, existing safety awareness programs have had limited effect. A direct link between safety culture surveys and safety performance has not been established, and therefore these are insufficient to give adequate feedback on interventions. Newly developed by the Texas University are the Line Operations Safety Assessments (LOSA), first targeted at cockpit operations. Variants are available since October 2010 for the platform and maintenance environments. The research group for Aviation Engineering at the Amsterdam University of Applied Sciences has used the original platform LOSA material and tailored these to the specific circumstances at KLM. Results to date show that with these modifications, platform LOSA is a useful tool to quantify safety performance and to generate trend data. The effect of safety interventions can now be monitored. Referentie de Boer, R.J., Koncak, B., Habekotté, R., & van Hilten, G.J. (2011), Introduction of ramp-LOSA at KLM Ground Services , Human Factors and Ergonomics Society Annual Meeting, Leeds, United Kingdom
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De epidemie stelt het veiligheidsbestel zwaar op de proef. Behandel de politie net als de KLM, schrijft lector Marnix Eysink Smeets in de Veiligheidscolumn.
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Recently KLM has revealed the plan to downsize the full-freight cargo fleet in Schiphol Airport, for that reason it is important for the company and the airport to explore the consequences of moving the cargo transported by the full freighters into the bellies of the passenger flights. The consequences of this action in terms of capacity and requirements are still unknown for the stakeholders. The current study illustrates that once the freighters are phased out, the commercial traffic needs to adjust mainly their load factors in order to absorb the cargo that was previously transported by the full freighters. The current model is a version that includes the airside operation of the airport and also the vehicle movement which allows addressing the uncertainties of the operation as well as the limitations and potential problems of the phasing-out action.
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Interview met Stefan Peij in SC Online
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