Baxter G. Sustainable Airline Waste Management: A Case Study of air New Zealand’s Waste Management Programs and Strategies UDC: 656.7:502.131.1(931) DOI: http://dx.doi.org/10.7708/ijtte.2020.10(3).07 SUSTAINABLE AIRLINE WASTE MANAGEMENT: A CASE STUDY OF AIR NEW ZEALAND’S WASTE MANAGEMENT PROGRAMS AND STRATEGIES
Glenn Baxter1 1 School of Tourism and Hospitality Management, Suan Dusit University, Huahin Prachaup Khiri Khan, Thailand Received 4 April 2020; accepted 22 June 2020
Abstract: Waste management and waste disposal are now regarded as being amongst the most significant issues in the environmental management of the global airline industry. Consequently, airlines are now making substantial efforts to improve their waste management and reduce waste generation. Using an instrumental case study research approach, this study examines Air New Zealand’s environmentally sustainable waste management programs and strategies. Air New Zealand launched its “Project Green” waste program in 2017. Since its inception, the “Project Green” waste management program together with other waste-related strategies have enabled the airline to mitigate the environmental impact of its annual wastes, especially those disposed to landfill. Air Each year, Air New Zealand generates a heterogeneous range of organic and in-flight service wastes. A major challenge confronted by the airline, in reducing waste to landfill, is the apparent shortage of recycling and composting infrastructure available for the airline to send its waste material to. More robust infrastructure across New Zealand would assist Air New Zealand to keep compostable and recyclable waste out of landfills.
Keywords: airlines, Air New Zealand, case study, recycling, re-used wastes, sustainable waste management, waste to landfill.
1. Introduction levels of recycling and the recovery of all resources from waste; as well as behavioural Strategic waste management plans are now change (Cole et al., 2014). Uz Zaman frequently being used by firms to manage (2014, p. 682) has noted that zero waste waste problems. Around the world, firms are management is a holistic waste management adopting a zero waste strategy; this strategy concept that views waste as a resource which aims to prevent waste through sustainable is produced at the intermediate phase of design and consumption practices together the firm’s resource consumption process. with the optimum recovery from waste and Indeed, zero waste management is a whole avoiding the necessity to dispose of waste by system approach that is centered around incineration or landfills wherever possible reducing, re-using, and recycling of wastes. (Zaman and Ahsan, 2020). The zero-waste The objective of a zero-waste strategy is concept includes waste prevention; high to optimize recycling, minimize waste,
1 Corresponding author [email protected]
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reduce the consumption of materials, waste (Blanca-Alcubilla et al., 2019). The ensuring that products are produced that International Air Transport Association can be re-used, repaired, and recycled, and (IATA), the peak global airlines association, the purchasing of sustainable products. has estimated that in 2018 approximately Zero waste management systems reduce 6.1 million tonnes (6.7 million US tons) greenhouse gases through energy savings, of waste were generated onboard aircraft particularly by reducing energy consumption (Moynihan and Moynihan, 2019). According associated with the extraction, processing to IATA (2020a), around 20% was food and transportation of raw materials and and drinks that were unused during flights waste, and by reducing and eventually (International Air Transport Association, eliminating the requirement for landfills 2020b; Rueb, 2019). Consequently, airlines and incineration of waste (Rathoure, 2020). are making considerable efforts to improve waste management and reduce waste Environmental sustainability is viewed generation (Blanca-Alcubilla et al., 2019; as being a critical element of sustainable Moynihan and Moynihan, 2019). development. Environmental considerations in relation to waste have become increasingly Air New Zealand was selected as the case important due to population growth and airline as it an airline that has placed a the increased production of a wide variety very high focus and commitment to the of products (Erickson, 2016). Furthermore, sustainability of its operations. A key element future limitations on the availability of of the company’s sustainability framework is selected resources underpins the requirement its commitment to reducing waste through for increased material efficiency. In addition, its “Project Green” program, which was in a climate-constrained world the impact launched in 2017 (Air New Zealand, 2019a). of resource use on greenhouse gas emissions The objective of this study is to examine needs to be significantly minimized. Waste how Air New Zealand sustainably manages management is thus regarded as the key to its wastes and how it works with other key achieving sustainable resource management stakeholders participating in the “Project (Corsten et al., 2013). Green” waste management program to mitigate its annual waste production. The Air transport operations inevitably have study also aims to identify the types of waste a significant impact on the environment generated by Air New Zealand and the (Daley, 2016; Kumar et al., 2020; Schäfer challenges that it may confront in handling and Waitz, 2014). In recognition of this the waste in a sustainably environmental environmental impact, airlines have become manner. increasingly committed to becoming more “green,” or environmentally friendly The remainder of the paper is organized (Hagmann et al., 2015; Mayer et al., 2012). as follows: the literature review presented Solid waste management and waste disposal is in Section 2 provides an overview of waste regarded as being one of the most significant management systems, the waste management issues in the environmental management hierarchy, and the types and sources of of the global airline industry (Li et al., airline waste. The research method that 2003). Each year the air transport industry underpinned the study is described in generates a substantial amount of comingle Section 3. The empirical examination
352 Baxter G. Sustainable Airline Waste Management: A Case Study of air New Zealand’s Waste Management Programs and Strategies
of Air New Zealand’s sustainable waste incineration with energy recovery, and the management programs and strategies are disposal of waste to landfill (Nordone et presented in Section 4. The key findings of al., 2009, p. 93). The waste management the study are presented in Section 5. hierarchy is as follows: reduce, re-use, recycle, recovery and disposal (Figure 1) 2. Background (Baxter et al., 2018a; Davies, 2016). This means that in the waste management 2.1. Components of a Waste Management hierarchy, reducing waste should be the System primary objective of a company. There are two key principles in a company being able Waste is produced from industrial activities, to successfully achieve waste reduction. which is frequently directly associated with First, the company should aim to reduce a firm’s production or the waste is generated the volume generated and disposed of in at the end of the life cycle of certain products landfills, therefore reducing the deterioration (Pharino, 2017). According to Demirbas of the environment, reducing the emissions (2015, p. 1280), “waste management is the generated from landfills and also providing collection, transport, processing, recycling or energy and natural resources savings (Zhu disposal, and monitoring of waste materials”. et al., 2008). Secondly, a company should Waste management is a part of the generation, adopt an effective system to manage all collection and a firm’s waste disposal system unavoidable waste. According to the waste (Seadon, 2010). A firm’s typical waste management hierarchy, re-use and recycling management system consists of the collection, of waste are the best methods of handling transportation, pre-treatment, processing unavoidable waste (Pitt and Smith, 2003). (Christenson, 2010), and final abatement Re-using waste, wherever possible, is of residue wastes. The waste management regarded as more favorable to recycling. This system is comprised of the whole set of is because the waste items do not need to be activities that are required for the handling, processed prior to being used once again treatment, disposal or recycling of the waste (Güren, 2015). The next best waste disposal materials by a firm (Demirbas, 2015). route is that of incineration. The incineration of solid waste has two very useful purposes Many modern waste treatment processes and in a waste management system. Principally, waste management systems can treat many it reduces the volume of waste to be disposed different types of waste simultaneously. These of by sanitary landfill (Rand et al., 2000). systems also deliver some very useful outputs Secondly, incineration can also be used as a for firms, for example, secondary materials means of generating energy (Awasthi et al., and energy (Heijungs and Guinée, 2007). 2019; Hettiarachchi and Kshourad, 2019).
2.2. The waste Management Hierarchy Finally, disposal in landfill sites is regarded as the least desirable option (Manahan, 2011; The waste management hierarchy often Pitt and Smith, 2003). Waste that is disposed varies in its exact form but it typically ranks of through landfilling and open dumping, is waste management options in a preferred regarded as being environmentally unsafe order: waste minimization, re-use of waste, due to emission of greenhouse gases (GHGs) materials recycling, biological treatment, (Ahmed et al., 2020; Trabold and Nair, 2019).
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Fig. 1. The Waste Management Hierarchy Source: adapted from European Commission (2019)
2.3. The Types and Sources of Airline include newspapers, paper towels, plastic Waste bottles (United States Federal Aviation Administration, 2013), food dropped on the Airlines produce large volumes of waste floor, amenity kits and plastic wrapping from which typically includes food and drink blankets, pillows and headsets. Cleaning containers, newspapers and magazines, food waste also includes the contents of washroom waste (from offices, lounges/cafeterias), bins and medical waste such as used light bulbs, printer toner, paper, documents syringes that have been left by passengers and computer print outs. In addition to the for subsequent disposal. Catering (galley) waste generated from their administration related waste comes from inflight meals, and flight operations, many airlines generate snacks and beverages served to passengers considerable waste from handling their air throughout the flight. This waste can also cargo services. These wastes include tires, consist of leftover food, drinks and packaging fluids, lights bulbs, batteries, wood and which is placed back in the service trolleys, wooden pallets, plastic wrapping material, in static or compactor bins. Importantly, green waste from lawn/garden care and this waste can contain large volumes of landscaping, paper, and computer printouts liquid from unconsumed beverages and ice. (Baxter et al., 2018b). (International Air Transport Association, 2020a). Deplaned aircraft waste is waste that originates on an airline’s flights. Cabin The type of meals served by an airline on waste is comprised of two principal streams: its flights varies according to the duration cleaning waste and catering (galley) waste of flight. Consequently, the quantity and (International Air Transport Association, content of the generated waste stream is 2020a). Cleaning waste is leftover rubbish closely related to the length of the flight from items provided to passengers on the (Chandrappa and Das, 2012; El-Mobaidh aircraft during their flight. These items et al., 2006).
354 Baxter G. Sustainable Airline Waste Management: A Case Study of air New Zealand’s Waste Management Programs and Strategies
2.4. The Airline Waste International redraws generalizations, or builds theory Regulatory Framework (Baxter; 2019; Stake, 1995, 2005). The goal of the case study approach is to expand and All cabin waste is subject to national waste build theories rather than perform statistical management controls that limit pollution analysis to test a study’s specific hypothesis (International Air Transport Association, (Rahim and Baksh, 2003). In addition, the 2020a). Indeed, many countries have imposed present study was designed around the very stringent health and safety regulations established theory of sustainable waste in place for in-flight waste (Moynihan and management (Chang and Pires, 2015; Pires Moynihan, 2019). Furthermore, many et al., 2019). countries have gone further with their regulations, introducing restrictions on 3.2. Data Collection catering waste from international flights to protect their agricultural sector (in Data for the study was obtained from a range respect to animal health) (International Air of documents: Air New Zealand’s annual Transport Association, 2020a). Airline meals sustainability reports, Air New Zealand’s are also prepared using stringent hygiene annual reports, and media releases, airline and quality control standards (Jones, 2004; industry press articles, and company Sheward, 2006). The regulations often result materials available on the internet. These in the incineration of all cabin waste with documents provided the sources of the limited potential for reuse and recycling study’s case evidence. An exhaustive source (International Air Transport Association, of the leading air transport and waste-related 2020a). Thus, as international flights are journals and magazines was also conducted. subject to strict Customs and biosecurity The study also included a search of the standards; these standards and regulatory SCOPUS and Google Scholar databases. requirements add a high degree of complexity as to how an international airline can handle The key words used in the database searches the waste generated on their international included “Air New Zealand sustainability services (Air New Zealand, 2019c). policy”, “Air New Zealand Project Green Governments around the world also typically program”, “Air New Zealand engagement legislate the requirements for the handling of with key waste management stakeholders”, general and hazardous wastes as well. “types of waste produced by Air New Zealand”, and “Air New Zealand sustainable 3. Research Methodology waste management challenges”.
3.1. Research Approach Secondary data was therefore used in the study. The three principles of data The research approach underpinning this collection as recommended by Yin (2018) study was based on an instrumental case were followed: the use of multiple sources study approach. An instrumental case study of case evidence, creation of a database on is the study of a case, for instance, a company, the subject and the establishment of a chain that provides insights into a specific issue, of evidence.
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3.3. Data Analysis in obtaining documents for the study as all the relevant documents could be readily The empirical data collected for the case accessed in the public domain. The fourth studies was examined using document criterion, meaning, is a most critical aspect analysis. Document analysis is regularly used of document analysis and occurs at two in case studies (Grant, 2019; Monios, 2016) levels. The first is the literal understanding and focuses on the information and data from of a document, by which is meant its formal documents and company records physical readability, the language used and that have been gathered by the researcher(s) whether it can be read, and secondly, the (Baxter, 2019; Ramon Gil-Garcia, 2012). date of the document (Fulcher and Scott, The documents gathered for the study were 2011; Scott and Marshall, 2009). When examined and assessed by four key criteria: conducting document analysis in a study, it authenticity, credibility, representativeness is important to interpret the understanding and meaning (Fulcher and Scott, 2011; Scott and the context within which the document and Marshall, 2009). was produced. This enables the researcher to interpret the meaning of the document. Prior to commencing the formal analysis of The evidence found in the documents the documents that were gathered for the gathered and used for the study were all study, the context in which the documents clear and comprehensible (Baxter, 2019; were created was established and the van Schoor, 2017). authenticity of the documents was assessed. In document analysis, authenticity involves Following the guidance of Yin (2018), all an assessment of the gathered documents for the collected documents were downloaded their soundness and authorship. Scott and and stored in a case study database. The Marshall (2009, p.188) note that “soundness documents gathered for the study were all in refers to whether the document is complete English. Each document was carefully read, and whether it is an original and sound and key themes were coded and recorded. copy”. Authorship of documents relates The study also followed the recommendation to such issues as collective or institutional of van Schoor (2017) who has observed authorship. In this study the source of the that in order to avoid bias entering a study, case study documents was Air New Zealand. documents from different sources should The documents were available in the public also be carefully analyzed. Thus, in the domain. The credibility criterion concerns present study, documents were collected the accuracy and sincerity of a document from multiple sources. This triangulation (Fulcher and Scott, 2011; Scott and approach helped verify the themes that were Marshall, 2009). In the present study, the detected in the documents gathered in the evidence for the case study was corroborated study (Baxter, 2019; Kitamura, 2019). using various kinds of documents (Baxter, 2019), for example, Air New Zealand’s 4. Results annual reports, sustainability reports, and media releases. The representativeness 4.1. A Brief Overview of Air New Zealand criterion involved an assessment of the availability and survival of the documents Established in April 1940, Tasman Empire gathered. There were no major difficulties Airways Limited (TEAL) was originally
356 Baxter G. Sustainable Airline Waste Management: A Case Study of air New Zealand’s Waste Management Programs and Strategies
owned by the New Zealand (50%), Australian NZ) and on the Australia Stock Exchange (30%) and British (20%) governments. The (ticker symbol AIZ.AU) (Air New Zealand, airline’s inaugural flight took place on 10 2020c). April 1940 linking Waite Harbour, Auckland and Rose Bay in Sydney. The first flight Today, the Air New Zealand Group (Air New was operated with a Short S30 flying boat Zealand) operates a global network providing (Chant, 1997). On 1 April 1965, the airline’s both air passenger and air cargo services named changed to Air New Zealand. This to, from and within New Zealand. Air New was to reflect a major international expansion Zealand’s strategic focus and its competitive (Brimson, 1985; Green and Swanborough, advantage lies within the Pacific Rim where 1975). the company’s route network reach extends from New Zealand into Australia, Asia and Air New Zealand was initially privatized the Americas (Air New Zealand, 2019b). As by the New Zealand government in at 30 September 2019, Air New Zealand’s 1989 (Duval, 2005). Air New Zealand’s operated a fleet of 116 aircraft (Air New privatization contained foreign ownership Zealand, 2020b). limits, that is, 49% overall or 25% from any single airlines, and 35% from any group of Figure 2 presents Air New Zealand’s total airlines (Morrell, 2013). In October 2001, the annual revenue passenger kilometres New Zealand Government agreed to invest performed (RPKs) and total enplaned $NZD 885 million into Air New Zealand passengers for the period 2011 to 2019. (Gaynor, 2015), who was experiencing Revenue passenger kilometres are a distant some difficulties at that time (Newberry, weighted measure because they are produced 2011). This initiative comprised a $NZD by an airline flying one passenger one 300 million loan, in the form of convertible kilometre. One passenger enplanement preference shares, and the purchase of measures the embarkation of a revenue new shares valued at $NZD 585 million. passenger, whether originating, stop-over, The convertible preference shares were connecting or returning (Holloway, 2016). subsequently converted into ordinary shares Air New Zealand’s total annual RPKs and in 2005. In 2004, Air New Zealand placed annual enplaned passengers grew from a rights issue at $NZD 1.30 a share and 269.9 million RPKs and 13.1 million the New Zealand Government purchased passengers in 2011 to 385.7 million RPKs a further $NZD 150 million worth of new and 17.7 million enplaned passengers in shares (Gaynor, 2015). At the time of the 2019 respectively, as illustrated in Figure present study, the New Zealand Government 2. Also, as can be observed in Figure 2, there owned 52% of Air New Zealand ordinary has been a consistent growth in both RPKs shares. The remaining shares are listed on and enplaned passengers during the period the NZ Stock Exchange (ticker symbol AIR. 2011 to 2019.
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Fig. 2. Air New Zealand’s Total Annual Revenue Passenger Kilometres Performed (RPKs) and Total Annual Enplaned Passengers: 2011-2019 Source: data derived from Air New Zealand (2015a,2019b)
4.2. Air New Zealand Sustainability Policy Sustainability Framework. The second part of the company’s Sustainability Framework Air New Zealand’s purpose is to substantially is titled “Kaitiakitanga”, “Our place”, and boost New Zealand’s success - socially, the focus here is on carbon abatement, as environmentally, and economically. The well as nature and science. This part of the airline’s “Sustainability Framework” Sustainability Framework is based on four (Table 2) helps guide the company’s actions of the United Nations SDGs (Table 1). The and is aligned with the United Nations final part of Air New Zealand’s Sustainability Sustainable Development Goals (SDGs) Framework is titled “Ōhanga Ora”, “Our (Air New Zealand, 2019c). The United economy”, and its focus is on sustainable Nations Sustainable Development Goals tourism trade, and enterprise. This part of (SDGs) provide a framework for business the Sustainability Framework includes the and government to solve global economic, United Nation’s SDGs Number 8 Decent social, and environmental challenges (Air work and economic growth, and Number 12 New Zealand, 2018). Responsible consumption and production (Table 2) (Air New Zealand, 2019c). Air New Zealand has identified nine SDGs which they believe that the company has the Air New Zealand has established a four- greatest ability to positively impact (Table member Sustainability Executive Steering 2) (Air New Zealand, 2019c). As can be seen Group. This group is comprised of the in Table 2, Air New Zealand’s first SDG is company’s executives responsible for titled “Manaakitanga’, “Our people”, and the Strategy, Networks and Alliances, Ground focus of these SDGs is on Air New Zealand Operations, Marketing and Customers, and employees as well as the broader community. Operations Integrity and Standards. This Air New Zealand has incorporated 6 of the group steers the company’s sustainability United Nations SDGs into this part of their agenda and drives change through their
358 Baxter G. Sustainable Airline Waste Management: A Case Study of air New Zealand’s Waste Management Programs and Strategies
respective parts of the business. Internally challenge the company’s sustainability the company uses an online sustainability agenda. The advisory panel has six members dashboard to regularly monitor and track and are joined by Air New Zealand’s Chief its performance against targets in each of its Executive and Chief Strategy, Networks and framework areas (Air New Zealand, 2019c). Alliances Officers. The Advisory Panel and other company representatives meet twice a Air New Zealand has also established a year to discuss progress, identify emerging “Sustainability Advisory Panel” which issues and develop responses for the issues brings together an internationally renowned identified. The Panel are also consulted group of experts who have been selected on issues identified outside of the regular for their skills, expertise and ability to meetings (Air New Zealand, 2019c).
Table 1 Air New Zealand Sustainability Framework Manaakitanga Kaitiakitanga Ōhanga Ora Our People Our Place Our Economy (8) Decent work and economic (3) Good health and well-being (7) Affordable and green energy growth (12) Responsible consumption and (12) Responsible consumption and (5) Gender equality production production (8) Decent work and economic (13) Climate action growth (10)) Reduced inequalities (14) Life below water (13) Climate action (15) Life on land Source: Air New Zealand (2019c)
4.3. Air New Zealand “Project Green” processes, especially for cabin crew who Waste Management Program play a key role by returning unused items to stowage and separating goods correctly In 2017, Air New Zealand, its in-flight (Air New Zealand, 2017a; Creedy, 2017). catering partner LSG Sky Chefs, and the Ministry for Primary Industries (MPI), Prior to the implementation of the “Project joined forces to address the inflight waste Green” waste management program, from Air New Zealand’s international New Zealand’s Biosecurity regulations services arriving at the airline’s primary required any unopened food left over from hub at Auckland International Airport (Air international flights to be disposed by New Zealand, 2017a). The waste initiative landfill to be burned or buried (Creedy, program was developed over 18 months with 2017; Vezich, 2017). The key objective of the Air New Zealand working closely with LSG “Project Green” waste management program Sky Chefs and New Zealand’s Ministry for is to divert 150 tonnes of waste from landfill Primary Industries during this time. The annually (Bradley, 2019; Gavine, 2017). The “Project Green” waste management program “Project Green” waste management program required a change in the airline’s onboard was one of many initiatives Air New Zealand
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had in place at the time of its implementation new supply contracts must include shared to reduce waste, with other programmes financial incentives and landfill reduction addressing organic waste from office spaces, targets (Air New Zealand, 2018). the repurposing of office materials and lounge furniture, and blankets (Air New In June 2019, Air New Zealand partnered Zealand, 2017a; Airside International, 2018). with New Zealand-based, family-owned company “Twiice” to trial its edible biscotti During 2017, the “Project Green” waste coffee cups. This initiative was also part management program enabled 40 Air of Air New Zealand’s objective to further New Zealand inflight products that were reduce in-flight waste. The concept was previously disposed by landfill due to to make the cups edible. Air New Zealand biosecurity controls, to be reclassified so serves around 8 million cups of coffee cups that these items could be reused on future each year, so by making cups edible the flights if removed from an aircraft sealed airline could reduce the number of cups that and untouched (Air New Zealand, 2017a). would need to be disposed by landfill. The Products approved under the scheme include cups were made of wheat flour, sugar, egg, sealed beverages and snacks (for example, and vanilla, and was basically a cup-shaped cans of soft drink, packets of cookies, boxes vanilla cookie (Smith, 2019). of tea, packets of coffee and sugar sachets). As at October 2019, the airline had repurposed In July 2019, Air New Zealand set a target more than one million of each of the to increase the number of single-use plastic following - plastic cups, sugar sticks, paper items it would remove in 2019 from 24 cups and paper cup lids (Bradley, 2019). million to nearly 55 million items. Also, Also, during 2017, new waste management in 2019, to mark the airline’s “Plastic Free infrastructure enabled wax coated inflight July” campaign, Air New Zealand removed coffee cups to be recycled in certain parts individual plastic water bottles from its of New Zealand. Air New Zealand, tested Business Premier and Premium Economy coffee cup recycling on its domestic services. aircraft cabins on its Trans-Tasman and A trial was conducted on its services to Pacific Island services under five hours in Dunedin and this showed that the airline duration (Air New Zealand, 2019c; Green Air, could double its inflight recycling rate and 2020). This project was also targeted at the remove cups out of the landfill waste stream. airline’s “Works Deluxe” product offering on Air New Zealand noted that by rolling this those flights. The initiative was anticipated initiative out across its domestic fleet the to divert more than 460,000 bottles that initiative would allow it to recycle 6.5 tonnes would have to be sent annually to landfill of café cups, plastic glasses and water bottles and save over 300 tonnes of carbon emissions per year (Air New Zealand, 2017b). by reducing weight on the operating aircraft (Green Air, 2020). More than 600 Air New In 2018, to meet its waste management Zealand staff took part in the employee-led targets, Air New Zealand asked potential “Plastic Free July” campaign. The airline’s suppliers to partner with the airline on a staff took the challenge to reduce their usage more strategic approach to meeting its waste of single-use plastic very seriously. To reward reduction targets. To drive this systemic this commitment, Air New Zealand offered change, Air New Zealand have noted that their staff some prizes. One of the most
360 Baxter G. Sustainable Airline Waste Management: A Case Study of air New Zealand’s Waste Management Programs and Strategies
noteworthy examples was the airline’s team Green” waste management initiative was based in Samoa, who arranged a fully catered also introduced in Los Angeles, the airline’s meal to celebrate “Matariki” in traditional largest offshore catering airport. This was style using zero plastics (Air New Zealand, done in conjunction with Air New Zealand’s 2019c). partner LSG Sky Chefs. This was the first time the “Project Green” waste management In 2019, Air New Zealand also announced had been implemented outside of New plans to roll out coffee cups made from Zealand. Based on trials at the four new plants rather than plastic across its domestic locations, Air New Zealand expected to and international networks from October divert around 111 tonnes of product from 2019, while plastic water cups were to be landfill annually. The cost savings from transitioned to recyclable alternatives from not having to pay landfill charges are being September 2019. Air New Zealand had reinvested on other sustainable supply chain previously targeted coffee and water cups initiatives, with less product waste being on its domestic network, as this was where disposed to landfill. In addition, by only most cups are used. However, in 2019 the transporting what food/materials the airline scope was expanded to introduce the lower requires to deliver its in-flight services the impact cups across the airline’s international weight of the operating aircraft is reduced, network. This initiative resulted in the total and this helps to reduce fuel burn and carbon number of cups being replaced from 14.7 emissions (Air New Zealand, 2019c). million to 44.5 million. Individual plastic sauce packets were also removed from the During 2019, Air New Zealand subsequently airline’s Business Premier cabins on its changed its waste management contractor. mainland North America and Hong Kong This has resulted in new ways for the two services, and these items were eliminated firms to collaborate to more sustainably entirely from the global network by the manage the wastes generated by Air New end of October 2019 (Green Air, 2020). Zealand. Waste Management NZ Limited The airline’s passengers were instead assumed co-responsibility for delivering served sauce in reusable dishes, which was on Air New Zealand’s public waste targets predicted to prevent around 200,000 plastic and the firm is providing full-time, in- packets going to landfill each year (Air New house resources to work with the airline Zealand, 2019c; Green Air, 2020; Smith, on minimising waste at source. The two 2019). Also, in 2019, Air New Zealand set firms have taken an entire process holistic an objective to reduce its plastic footprint by approach, from production through 260,000 plastic toothbrushes, 3,000 straws, procurement to product end-of-life (Air 7.1 million stirrers, and 260,000 eye mask New Zealand, 2019c). wrappers. A key challenge was to identify alternatives to plastic that are genuinely By February 2020, the “Project Green” biodegradable or recyclable, whilst also being waste management program had enabled lightweight (Bradley, 2019). In July 2019, Air Air New Zealand to recover 85 tonnes of New Zealand rolled out its “Project Green” water bottles, in excess of 11.5 million waste management program in Wellington plastic glasses, and more than 4 million and Christchurch, which was followed by sugar sticks (Young, 2020). During 2020, Air Queenstown in August 2019. The “Project New Zealand also planned to introduce the
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“Project Green” waste management program progress, with recycling rates from the in San Francisco, Chicago, and Houston (Air airline’s New Zealand ground sites reaching New Zealand, 2019c). 65% (Table 2), which was up from 32% in 2013. In 2015, the highest rates of waste One of the key benefits for Air New Zealand diversion occurred at the airline’s Auckland from its “Project Green” waste management and Christchurch engineering bases, where program is that the airline is achieving cost employees had implemented major recycling savings by not biosecurity treating the initiatives that diverted approximately products and then being required to pay 71% of waste. In 2015, Air New Zealand the applicable landfill charges. A further commenced donating unbranded blazers, benefit has been that of staff engagement trench coats, trousers and merino knitwear (Bradley, 2019). In addition to reducing the to charities, which included the Women’s amount of waste disposed to landfill, the data Refuge and the Auckland City Mission. captured by Air New Zealand has resulted in Uniform garments that could not be reused the company being better able to assess flight due to their condition or because of branding loading requirements and also to identify and security risks, were being shredded other opportunities to reduce waste at the and converted into furniture blankets and source (Young, 2020). bedding felt. The airline estimated that its uniform reuse and recycling programmes 4.4. The Types of Waste Produced by Air saved approximately 6.4 tonnes per year of New Zealand material being disposed to landfill (Air New Zealand, 2015b). As previously noted, on an annual basis Air New Zealand generates a diverse range of In 2016, Air New Zealand exceeded its wastes. Organic wastes are produced from target to divert 70% of its domestic ground the airline’s head office, office materials and waste from landfill with 73% of waste being lounge furniture, staff uniforms and blankets diverted, a 2.81% increase on the 2015 are other types of wastes produced from levels (Table 2). Also, in 2016, the airline its operations and from its administration set a zero waste to landfill target for all activities (Air New Zealand, 2017b). Auckland ground sites by 2020. Air New Other types of waste, which are primarily Zealand achieved a waste recycling rate produced from in-flight services, include of 74% in 2016. Air New Zealand’s reuse plastic cups, sugar packets, bottled water (Air and recycling programme for its corporate New Zealand, 2017a), plastic toothbrushes, uniforms continued in 2016, with seven straws, million stirrers, eye mask wrappers, tonnes of textile waste estimated to have soft drink cans, packets of cookies, boxes of been diverted from landfill throughout the tea, and packets of coffee (Bradley, 2019). year. The airline also collaborated with the “R&D Company”, “The Formary” and 4.5. The Annual Waste Disposed other New Zealand firms to explore long by Landfill and Waste Minimization term solutions for textile re-use. Following Initiatives by Air New Zealand a series of office refits during 2016, Air New Zealand donated 1,500 pieces of used office In 2015, Air New Zealand’s waste furniture to Fijian schools, which were being minimisation program continued to make rebuilt following Cyclone Winston, with a
362 Baxter G. Sustainable Airline Waste Management: A Case Study of air New Zealand’s Waste Management Programs and Strategies
further 1,650 pieces of furniture donated new waste targets for all its sites. In to 14 community groups and not-for-profit addition, Air New Zealand investigated organisations. In 2016, Air New Zealand also new technology opportunities, and focused continued to support Auckland International on improved internal communications to Airport’s waste minimisation initiative for enable information sharing so that employees non-food cabin waste on inbound flights could play their part in driving a culture arriving at the airport. This project was of waste minimisation throughout the initiated by the Air New Zealand “Cleaning company. During 2017, Air New Zealand Team and Operations Delivery Team”, who continued to recycle uniforms and furniture foresaw an opportunity to re-introduce that were no longer fit for purpose but could unused products back onto the airline’s be beneficial to non-profit organizations. flights. During 2016, the team worked Approximately five tonnes of uniforms were with Auckland International Airport’s recycled thus avoiding disposal to landfill. In waste management contractor “OCS addition, over 500 pieces of furniture were WasteLine”, who processed cabin waste distributed to not-for-profit organizations and isolated Air New Zealand products. in Auckland, New Zealand as well as to Fiji. As this program gained momentum, Air The refurbishment of Air New Zealand’s New Zealand established an Inflight Waste Melbourne Airport office during 2017 and Recycling team comprising cabin crew resulted in the reuse of existing good quality representatives, who focused on encouraging kitchen and office components, and the fellow crew members to raise awareness and donation of desks and screens to community return unused items back to their allocated groups (Air New Zealand, 2017b). stowage positions. This avoided product being disposed to landfill. For the financial During 2018, Ai New Zealand introduced year ending June 2016, the project achieved a wider set of waste reduction targets. As landfill diversion rates of almost 48% can be observed in Table 2, the total waste through the recycling of dry waste products disposed by landfill (%) was 69.1% down that posed no biosecurity risks (Air New from the 70.5% recorded in the preceding Zealand, 2016). year. This decline of 2.67% (Table 2), could be attributed to a variety of factors. In 2018, During 2017, Air New Zealand’s landfill there was an increase of 13.5% (336 tonnes) waste diversion rate was 71%, which was of waste generated compared to 2017 from 2.73% lower than the rate achieved in both inflight and ground operations. This 2016 (Table 2). In 2017, Air New Zealand increase in waste can be partly attributed introduced an organic waste collection to a 6.4% increase in enplaned passenger system at its Auckland head office, which numbers, and increased volumes of procured helped improve landfill diversion rates by product. Also, in 2018, Air New Zealand, 9% percent (13 tonnes of organic waste increased the number of waste managed being diverted from its Head Office site). ground sites, to include airport lounges as Following the implementation of this well as offices and passenger terminals. initiative at its Head Office in Auckland, the Following trials during 2018, which resulted airline decided to implement organic waste in a 14% increase in diversion from landfill, collections at other major employee sites Air New Zealand also invested in additional during 2018. The airline also established organic waste infrastructure and services
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located at its major employee ground appropriate end-of-life facilities in place. sites. The objective of this approach was Also, during 2019, the types of products to help separate more volumes of waste at that could be disposed by landfill through source. Air New Zealand also increased recycling systems decreased substantially. staff engagement on the issue of waste Previously the airline was able to recycle generation and separation at source. This was seven discrete types of plastic at existing New supported by the company’s Properties team Zealand facilities, however, this changed to extending the company design manual from just two recyclable products in 2019 (Air customer-facing lounges to all parts of the New Zealand, 2019c). Table 2 shows that the organisation, including for infrastructure, annual waste disposed by landfill declined such as, recycling bins, signage and fixtures by 1.30% on the 2018 level. (Air New Zealand, 2018). During 2020, Air New Zealand planned In 2019, Air New Zealand focused on to renew its focus on working closely with reducing the volume of waste and plastic its pool of 4,000 suppliers in order to drive packaging that the airline purchased at changes in the packaging of products, source. This strategy ensured that Air including some customer-favourite inflight New Zealand was less reliant on having the products (Air New Zealand, 2019c).
Table 2 Air New Zealand Annual Waste Disposed by Landfill (%) and Year-on-year Change: 2015-2019 Percentage of Waste Year Year-on-Year Change (%) Disposed to Landfill 2015 71.0 0 2016 73.0 2.81 2017 71.0 -2.73 2018 69.1 -2.67 2019 68.2 -1.30 Source: data derived from Air New Zealand (2015b, 2016,2017b, 2019c)
4.6. The Waste-related Challenges assist Air New Zealand to keep compostable Experienced by Air New Zealand and recyclable waste out of landfills (Air New Zealand, 2020a; Young, 2020). At the time of the present study, Air New Consequently, at the time of the present Zealand was working on ways to further study, Air New Zealand was investigating segregate the waste that is collected inflight, the types of products that it purchases to for instance, soft plastics and compostable ensure these can be processed in existing waste. A major challenge confronted by New Zealand waste facilities. the airline, however, in reducing waste to landfill, is the apparent shortage of recycling In New Zealand there is only one and composting infrastructure available for polyethylene terephthalate (PET) Air New Zealand to send its waste material manufacturer, which potentially restricts the to. More robust infrastructure across New airline’s ability to environmentally dispose Zealand, including in the regions, would of such items. Also, during 2018, Air New
364 Baxter G. Sustainable Airline Waste Management: A Case Study of air New Zealand’s Waste Management Programs and Strategies
Zealand was no longer able to send the California. It is envisaged that the program volume of fabric type used in the company’s will be implemented in Chicago, Houston, uniforms to local textile recycling plants (Air and San Francisco during 2020. Air New New Zealand, 2018). Zealand also works very closely with Auckland International Airport’s waste 5. Conclusions management contractor. This collaborative relationship has enabled Air New Zealand This paper has examined Air New Zealand’s to re-use in-flight products on subsequent environmentally sustainable waste flights. management programs and strategies. Despite the increasing importance of Air New Zealand has placed a very high sustainable airline waste management, environmental awareness on how it manages there has been relatively limited research wastes. A key strategy has been to reduce undertaken on this phenomenon. Thus, this materials at the source, for instance, not study adds some valuable insights to the offering water bottles on flights under five literature. The study was underpinned by a hours duration. Air New Zealand has also case study protocol and research framework been able to re-use its in-flight catering that followed the recommendations of Stake waste through its collaboration with its in- (1995, 2005) and Yin (2017). flight caterer and the New Zealand Ministry for Primary Industries. This has diverted As noted in the case study, a key element wastes that would have been previously been in Air New Zealand’s waste management disposed by landfill. Recycling of wastes strategy and policy to manage its wastes is another sustainable waste management has been the collaborative arrangements strategy implemented by Air New Zealand. with its in-flight caterer, LSG Sky Chefs, The airline recycles its wastes wherever and New Zealand’s Ministry for Primary possible, for example, PET bottles, office Industries as part of its “Project Green” furniture is donated to charities as are waste management program, which was uniforms, that present no security risk. implemented in 2017. The “Project Green The airline has put together a dedicated waste management program has enabled team whose aim is to raise the awareness 40 Air New Zealand inflight products, that of recycling of products wherever possible. were previously disposed by landfill due to Air New Zealand is also highly strategic biosecurity controls, to be reclassified so about who the company purchases products/ that these items could be reused on future materials from and what is purchased to flights if removed from an aircraft sealed ensure it meets customer, regulatory and and untouched. Products approved under sustainability expectations. The airline is the scheme include sealed beverages and also transitioning single-use plastic items snacks (for example, cans of soft drink, to lower-impact alternatives. As a part of packets of cookies, boxes of tea, packets of its Sustainability Policy, Air New Zealand coffee and sugar sachets). Since its inception, has set waste disposal targets: zero waste to Air New Zealand’s “Project Green” waste landfill from Auckland ground sites by end management program has been implemented of the 2020 financial year, 75% diversion in Auckland, Christchurch, and Wellington from landfill at non-Auckland ground sites in New Zealand, as well as at Los Angeles, by the end of the 2019 financial year, and
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