Case Study: CSR at Air France-KLM

Johan Bouwer (), Paul Peeters (), Rob Bongaerts () and Eke Eijgelaar ()
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Johan Bouwer: Breda University of Applied Sciences
Paul Peeters: Breda University of Applied Sciences
Rob Bongaerts: Breda University of Applied Sciences
Eke Eijgelaar: Breda University of Applied Sciences

Chapter Chapter 11 in Corporate Sustainability and Responsibility in Tourism, 2019, pp 181-189 from Springer

Abstract: Abstract 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.

Keywords: CSR 2.0; Aviation; Air France-KLM; Sustainability; Responsibility (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:spr:csrchp:978-3-030-15624-4_11

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DOI: 10.1007/978-3-030-15624-4_11

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