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SAS Group Sustainability Report 2014 2015

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SAS Group Sustainability Report 2014 2015 OUR ENVIRONMENTAL VISION IS TO BE A PART OF LONG-TERM SUSTAINABLE SOCIETY IT SHOULD BE POSSIBLE TO FLY WITH NO FOSSIL- FUEL CO2 EMISSIONS BY 2050 SAS SUSTAINABILITY REPORT NOVEMBER 2014–OCTOBER 2015 CONTENT Letter from the President 1 This is SAS 2 The sustainability year in summary 3 SAS sustainability agenda 4 OUR VISION OUR ENVIRONMENTAL IS TO MAKE LIFE VISION IS TO BE A PART OF LONG-TERM Emissions 11 EASIER FOR SUSTAINABLE SOCIETY SCANDINAVIA’S IT SHOULD BE Work conditions 14 FREQUENT POSSIBLE TO FLY TRAVELERS WITH NO FOSSIL- Key sustainability figures 16 FUEL CO2 EMISSIONS BY 2050 GRI 19 ANNUAL REPORT WITH SUSTAINABILITY REVIEW SAS SUSTAINABILITY REPORT Accounting principles 22 NOVEMBER 2014–OCTOBER 2015 NOVEMBER 2014–OCTOBER 2015 Sustainability terms, definitions and concepts 24 Assurance Report 25 Sustainability reporting at SAS This Sustainability Report is a complement to our annual report with sustainability review. Please take the time to read both reports for the full overview of SAS. ABOUT THIS SUSTAINABILITY REPORT This is the 20th SAS Sustainability Report, Readers guide to this Sustainability Report External review: Material sustainability which has been subject to third-party review • The SAS Group is referred to as SAS in this information and EU-ETS since 1997. This Sustainability Report Sustainability Report. All material sustainability information in the describes SAS’s most essential environ- • In the 2014/2015 fiscal year (2014/2015), Annual and Sustainability Reports for mental and societal aspects during the SAS consisted of Scandinavian Airlines 2014/2015 has been reviewed by PwC. The 2014/2015 fiscal year. The Annual Report (incl. SAS Maintenance Production, SAS Auditor’s report on the Sustainability Report with sustainability review and Sustainability Cargo Group A/S, Cimber and SAS Ground can be found on page 25. Report has been prepared in accordance Handling). Blue1 was sold during the year PwC has verified the systems and reports with the Global Reporting Initiative’s (GRI) and is not disclosed in 2014/2015. regarding the EU trading scheme for emis- guidelines, G4 Core. The entire report has • The fiscal year is from November 1 through sion allowances for flights under the SK been reviewed by PwC. The UN Global Com- October 31. flight number. pact, ISO 14001 and the Carbon Disclosure • The KPIs reported in this Sustainability Project were taken into consideration in the Report generally cover (unless specifically Contact information preparation of this Sustainability Report. stated): Lars Andersen Resare, The SAS Annual Report with a sustainability – Financial KPIs: SAS Head of Environment and CSR overview and the separate Sustainability – Environmental KPIs: flight related: flights +46 70 997 23 46, Report for the 2013/2014 fiscal year were flown under the SK flight number. [email protected] published in February 2015. Ground related: SAS – Social KPIs: SAS Letter from the President COMMERCIAL SUCCESSES CONTRIBUTE TO POSITIVE EARNINGS SAS delivered notably improved earnings in 2014/2015. This improvement was primarily driven by our commercial successes, cost measures and, at the end of the year, by lower jet-fuel costs. Over the last few years, we have strengthened the offering aimed at frequent travelers and this has delivered manifest results. We expect increased capacity growth in the market in 2016 and even more intense competition as a result. During the year, SAS’s income before tax and nonrecurring items amounted to nearly SEK 1.2 billion, comprising a notable year-on- year improvement in earnings. Altogether, we have made substantial progress during the year toward a more attractive SAS. However, the unit cost after adjustments for currency and jet fuel increased during the year, which is unsatisfactory. To improve our long-term competi- tiveness, we will work even more intensely to implement further cost measures. The industry was marked by a temporary stabilization of capacity growth in Scandinavia during the year. However, we expect more intense competition in 2016 with increased capacity growth. To meet market challenges and strengthen competitiveness, we will continue to drive three strategic priorities: win Scandinavia’s fre- quent travelers, create an efficient operating platform and secure the right capabilities. SUSTAINABILITY AGENDA We are convinced that financially sustainable operations require social and environmental responsibility, and that work on sustainability issues contributes to value creation and competitiveness in a variety of ways. We take our responsibility seriously and despite the turbulent civil aviation market in recent years, we have chosen to maintain our commitment to sustainability related issues. We believe that a well-structured sustainability effort creates value for our customers and differentiates SAS in a highly competitive avia- tion market. To visualize our sustainability efforts and activities, that are inte- grated in our management system and daily work, we have defined a sustainability agenda described on page 5 and onwards in this Create an efficient operating platform report. We are continuing to renew our fleet by introducing the brand new A320neo aircraft with its sustainability benefits, we are continuing GOAL ATTAINMENT 2015 our fuel saving activities and we will take further actions regarding During 2014/2015 we continued our strive to achieve our long term waste handling. goals. When we summarize environmental goal attainment, we can conclude that we reduced our absolute CO2 emissions from flight Secure the right capabilities operations by 14% and our relative CO2 emissions per passenger We have integrated Lean principles in our management processes kilometer by more than 18% compared to 2005. to manage this transition, and we are working toward shared targets that are categorized under SQDEC, which stands for Safety, Quality, GOING FORWARD Delivery, Employees and Cost. These targets are followed up through Within our three strategic priorities we plan numerous activities clear action plans across all operations. We are also strengthening to further strengthen our sustainability agenda with a clear focus leadership and increasing professionalism through a number of on our operational promise, CARE. Some examples of activities forums, such as the SAS Forum 50, Learning lunch and a mentor planned for 2015/2016 are: program. At the same time, we highlight team and individual perfor- mances at our annual SAS Awards. The introduction of these pro- Win Scandinavia’s frequent travelers cesses and activities are crucial for securing the right skills and, We plan to allow our customers to choose, on a voluntary basis, thereby, SAS’s future. to upgrade their fuel to renewable jet fuel. Moreover, we plan to take additional steps to further adapt our products and services from Rickard Gustafson a sustainability perspective. President and CEO SAS Sustainable Report November 2014–October 2015 1 This is SAS THIS IS SAS During the 2014/2015 fiscal year SAS consisted of Scandinavian Airlines (incl. SAS Maintenance Production, SAS Cargo Group A/S, Cimber and SAS Ground Handling). Scandinavian Airlines and Cimber have their own Air Operations Certificates. All commercial and operational functions, and staff units, such as purchasing, HR, finance, legal, sustainability etc. are centralized. The head office is located in Stockholm. PASSENGER TRANSPORT 2014/2015. SGH includes, for example, passenger and lounge SAS primarily conducts passenger transport in its main market, the services, loading and unloading, de-icing and towing of aircraft. Nordic region, through the airline Scandinavian Airlines on SK flight With the same metrics, SGH provided ground handling to 75% of all numbers. SAS’s share of total traffic in its home market (measured in flights with an SK flight number. The remaining 25% was provided number of passengers) was 35% in 2014/2015. by external ground handling suppliers at locations where SGH is SAS is the largest airline in the Nordic region in terms of revenue, not present. passengers and flights. Its network is mainly dimensioned according The process of outsourcing SAS Ground Handling continued in to business travelers’ needs, but leisure travel is an expanding seg- 2014/2015. A number of locations in Sweden were outsourced ment and represents a growing share of revenue. The main bases are during the fiscal year and in February 2016 all locations in Norway, Copenhagen Kastrup, Oslo Gardermoen and Stockholm Arlanda. except Oslo Gardermoen, will be outsourced to Widerøe Ground Han- Flights are operated with aircraft and crew on SK flight numbers dling. The process regarding Oslo Gardermoen, Stockholm Arlanda, within the organization, as well as in wet lease operations with inter- Copenhagen Kastrup, Malmö Sturup and Gothenburg Landvetter nal and external suppliers. continues and involves a potential buyer. Based on the fuel consumed, 96.4% of all flights with an SK flight number were flown by Scandinavian Airlines (incl. flights on wet lease TECHNICAL MAINTENANCE basis flown by Blue1 and Cimber) during 2014/2015. The remaining SAS Maintenance Production is part of Scandinavian Airlines and 3.6 % were flown by external suppliers. conducts technical maintenance at Scandinavian Airlines’ home In March 2015, SAS acquired the Danish airline Cimber and cre- bases. Each organization has its own airlines as the largest custom- ated a fully owned internal wet lease provider with CRJ900 aircraft. ers but also offers their services to external airlines. Scandinavian At the end of the fiscal year, SAS sold Blue1 to an external airline, Airlines also buy a growing share of their need for technical mainte- CityJet. SAS will continue to buy wet lease operations from CityJet as nance services from other suppliers. Based on the number of work of March 2016. hours, Scandinavian Airlines represented 94% of SAS Maintenance Production customers during 2014/2015. The remaining 6% was CARGO TRANSPORT external customers. With the same metrics, SAS Maintenance Pro- SAS offers freight and mail services. These services are provided by duction provided 60% of Scandinavian Airlines maintenance work. the wholly owned subsidiary, SAS Cargo Group A/S (SCG).
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