British Airways Research-Repost

VISION

Our vision is to become the world’s most responsible airline,
and we recognise that this is best achieved by ensuring that
our flying activity is sustainable. We have developed a series of
strategic goals and plans to deliver this vision.”


Corporate Responsibility is organized under 4 streams:

Environment:
Reduce our carbon emissions, waste and noise and improve air quality
Community:
Support charities and communities in countries we fly to and from
Marketplace:
Encourage and facilitate our customers and suppliers to be responsible
Workplace:
Encourage and facilitate our colleagues to be responsible


HISTORY

British Airways can trace its origins back to the birth of civil aviation,
the pioneering days following World War I. In the 90 years that have
passed since the world's first schedule air service on 25 August 1919,
air travel has changed beyond all recognition.

read more at:
http://www.britishairways.com/travel/explore-our-past/public/en_gb?gsLink=searchResults


CULTURE

In British Airways we are constantly working towards creating an
inclusive culture that understands and respects the individual
differences of our employees. In addition we seek to deliver a service
which reflects and responds to the diverse range of customer
needs. We aim to drive and integrate diversity into all aspects of
our service to ensure that we remain competitive. As a company
which operates globally, we need to attract and retain talented
individuals to reflect the diversity of our customer base. Employing
a mix of people from diverse backgrounds leads to potential new
ideas and innovation. Our strategy is driven through diversity
champions representing departments across the airline and employee
groups which meet regularly to discuss issues on religion, disability,
flexible working, sexual orientation and ethnicity. Diversity issues are
communicated to employees via our corporate intranet site, diversity
forums, diversity employee networks, our company newspaper and in
our own monthly newsletters "Diverse Times" and “Religious Festivals”.


COMPETITIVE ADVANTAGES

Environmental Initiatives:
191 aircraft engines already modified by Boeing to reduce
NOx and improve fuel efficiency

Corporate Responsibility to giving charitable donations
(over 5.4 million pounds last year) and participating in charity events


COMPETITIVE DISADVANTAGES

The strike is affecting thousands of travelers and their
departure /arrival times
On the three day cabin crew Strike:
"The Prime Minister believes that this strike is in no one's
interest and will cause unacceptable inconvenience to
passengers," his office said in a statement. "As the country
struggles out of the recession, the last thing we need is
the unions holding the country to ransom," said Theresa
Villiers, the opposition Conservative Party's transport
spokeswoman. BA argues that the disputed changes —
including a pay freeze in 2010, a switch to part-time
work for 3,000 staff and a reduction in cabin crew sizes
from 15 to 14 on long-haul flights from Heathrow
airport — are critical for its survival. Unite argues it was
not properly consulted on the changes. BA said Friday
it had offered to modify the changes, even though they had
been approved by Britain's High Court, but Unite had
declined to put the offer to its members to vote. Analysts
estimate that BA has already lost more than 25 million
pounds because of canceled tickets and the cost of contingency
plans, which include leasing fully crewed planes from other
airlines. Unite has a second, four-day walkout planned to begin
March 27 and has said more strikes will be scheduled for after
April 14 if the dispute is not resolved. It has pledged not to walk
out over the busy Easter period.