SUSTAINABLE AIRLINE WASTE MANAGEMENT: A CASE STUDY OF AIR NEW ZEALAND'S WASTE MANAGEMENT PROGRAMS AND STRATEGIES - Ijtte
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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 g_glennbax@dusit.ac.th
351
International Journal for Traffic and Transport Engineering, 2020, 10(3): 351 - 370
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
“g reen,” or env iron menta l ly f r iend ly 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
352Baxter 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 ty pical 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).
353International Journal for Traffic and Transport Engineering, 2020, 10(3): 351 - 370
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 med ica l 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 inf light 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
f luids, 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 aircraf t waste is waste that
originates on an airline’s f lights. 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 f light. 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 f light
from items provided to passengers on the (Chandrappa and Das, 2012; El-Mobaidh
aircraft during their f light. These items et al., 2006).
354Baxter 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 f lights
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; industr y press ar ticles, 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 f lights 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
ser v ices (A i r New Z ea la nd, 2 019c). 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. “t y pes of waste produced by A ir New
Zealand”, and “Air New Zealand sustainable
3. Research Methodology waste management challenges”.
3.1. Research Approach Secondar y 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.
355International Journal for Traffic and Transport Engineering, 2020, 10(3): 351 - 370
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). W hen
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
(Fu lcher a nd Scot t, 2 011; Scot t a nd 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, A ir 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
356Baxter 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 f light took place on 10 2020c).
April 1940 linking Waite Harbour, Auckland
and Rose Bay in Sydney. The first f light 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 t he New Z ea la nd gover n ment i n at 30 September 2019, Air New Zealand’s
1989 (Duval, 2005). Air New Zealand’s operated a f leet 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 annua l revenue passenger k ilometres
New Zealand Government agreed to invest performed (R PKs) 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 f lying 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 R PK s 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.
357International Journal for Traffic and Transport Engineering, 2020, 10(3): 351 - 370
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
a irl ine’s “Susta inabi l it y Fra mework ” 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
358Baxter 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-f light (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 ma nagement prog ra m,
from A ir 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 f lights 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
359International Journal for Traffic and Transport Engineering, 2020, 10(3): 351 - 370
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 4 0 A ir of Air New Zealand’s objective to further
New Zealand inf light products that were reduce in-f light 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
f lights 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
360Baxter 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 approac h, f rom produc t ion t h roug h
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
361International Journal for Traffic and Transport Engineering, 2020, 10(3): 351 - 370
“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
activ ities (A ir New Zealand, 2017 b). Auckland ground sites by 2020. Air New
Other types of waste, which are primarily Zealand achieved a waste recycling rate
produced from in-f light 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
I n 2 01 5 , A i r Ne w Z e a l a nd ’s w a s t e furniture to Fijian schools, which were being
minimisation program continued to make rebuilt following Cyclone Winston, with a
362Baxter 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 a l l its sites. I n
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 f lights 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.
f lights. During 2016, the team worked Approximately five tonnes of uniforms were
with Auck land International A irport’s recycled thus avoiding disposal to landfill. In
waste ma nagement cont rac tor “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 A irport 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
Follow ing 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
363International Journal for Traffic and Transport Engineering, 2020, 10(3): 351 - 370
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, A ir 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 A ir 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 Zea la nd, 2 02 0a; You ng , 2 02 0).
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 I n Ne w Z e a l a nd t he r e i s o n l y o ne
and composting infrastructure available for p o l y e t h y l e n e t e r e p h t h a l a t e (P E T)
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
364Baxter 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 work s ver y closely w ith
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
e nv i r on me nt a l l y s u s t a i n a ble w a s t e flights.
management programs and strategies.
Despite the increasing impor tance 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-f light 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-f light 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
f lights 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
365International Journal for Traffic and Transport Engineering, 2020, 10(3): 351 - 370
50% of domestic jet inflight waste diverted Air New Zealand. 2015a. Annual data book 2015.
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Air New Zealand. 2019c. Sustainability report 2019.
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