Objectives and improvements

The objectives for 2020 were set at the end of 2019 / beginning of 2020, before Covid-19 had fully hit Isavia’s operations. The new circumstances led to some changes to priorities in improvement works, and not all projects were able to be completed in the course of the year. Work is ongoing on this. It was also decided to modify the process for setting objectives for 2021.

Objectives and achievements for 2020

Isavia set itself nine short- and long-term social responsibility objectives for 2020. Objectives and related improvement projects were selected with reference to the nature and policies of the company, comments from external stakeholders, the UN Global Goals and related government priorities. Account was also taken of GRI-related improvement opportunities, the company’s commitments to the criteria of the UN Global Compact and incentive programmes of which Isavia is a member. In addition, the ACI (Airport Council International) has issued guidelines on sustainability paths for airports. The company also looked at priority aspects in this work.

The objectives for 2020 were linked to nine of the seventeen UN Global Goals. The work involved a team of staff representatives from all parts of the company submitting ideas for objectives based on the operations of their divisions. Proposed objectives were submitted to the CEO and Executive Board for their approval and presented to the Board of Directors.

UN global goals photo

Objectives for 2021

The operational form of the company was modified at the end of 2019, with air navigation services and the operation of domestic airports (previously departments within Isavia) being converted into subsidiaries. This is the first time that the company’s objectives fully reflect this change.

Objectives for 2021 have been set solely for the parent company, rather than for the whole group as previously. This focuses undivided attention on Keflavík International Airport and links the strategical priorities there more closely to the work being carried out. The focus is on objectives and measures to make the company sustainable again after the difficult times brought by Covid-19.

The priority aspects used previously as a reference in setting objectives – and set out above – are used here again. The Executive Board and individual directors set the objectives and measures for this year. These were then presented to the Board of Directors, directors and managers and are now being processed.

There are a total of seven objectives for the five different goals: human resources, services, technology and processes, profitability and social responsibility. Two objectives have been set under human resources and services and one under each of the others. This is a total of 42 measures and improvement projects.

Objectives fall under the following headings on the basis of an analysis of their importance for internal and external stakeholders: human resources, valuable and efficient services, digitalization and automation, financially sustainable operations and carbon footprint and air quality.

The objectives are linked to the following Sustainable Development Goals 5, 7, 8, 9, 11, 12, 13, 17

Un global goals Isavia

Desirable and progressive workplace:

Objectives and measures have been set regarding job satisfaction and management training. Key performance factors are regular employee satisfaction surveys, with organised, visible follow-up. Employees should connect with Isavia’s role and objectives and live out the company’s values. The focus is on employee welfare and on the right people with the right skills in the right place going forward. Managers should have the information, tools and technology they need to make decisions and provide regular feedback. The focus is on diversity in the management team and training for managers.

Valuable and efficient service:

Under this heading, objectives have been set regarding customer satisfaction and increasing non-aviation revenue. Key performance factors are understanding customers, setting clear service standards, place emphasise on on-time performance, conducting high-quality service analyses, focusing on digital distribution channels, carrying out effective marketing and supporting operators, to name but a few.

Digitalization and automation:

An objective has been set regarding implementation of data-driven decision-making. Key performance factors are a clear policy on digital paths (in development), strengthening the data warehouse, the management dashboard, open and effective information flows and focusing on good access to data within the company.

Financially sustainable operations:

An objective has been set regarding return on equity over the coming years. Key performance factors are an increase in non-aviation revenue, reducing flight-related operational costs, cutting waste and better handling of resources.

Carbon footprint and air quality:

Our objectives on reducing our carbon footprint were originally set in 2015 and are valid until 2030. This objective covers the whole group but looms largest at Keflavík International Airport. In the light of the changes made to the company’s structure and other changes to its operating environment, the main task for this year is to develop a holistic sustainability policy for Isavia and its subsidiaries. The company’s objectives in this field will be reviewed in light of its commitments, and the action plan which is currently valid to the end of 2021 will be updated and extended. Key performance factors are employee participation and co-operation with stakeholders at Keflavík Airport and with the nearby community.

Our people

- Sustainability at Isavia

Hrönn Ingólfsdóttir

Director of Corporate Strategy & Sustainability

Why a sustainability policy?
We have had an environmental policy and a corporate social responsibility policy for a few years. Now we think it is time to update them in accordance with emerging trends and emphasis in the field of sustainability as well as the obligations the company has undertaken in recent years. Airports influence a large and diverse area of society and must consider all three factors of sustainability: economic, social and environmental, in their activities.

It is important to consider both negative and positive influences, with for example job creation and increased economic growth for the society. We want the focus on sustainability to be reflected better in our policy, objectives and actions.

What are the main challenges in the work towards sustainability?
We are in competition with other airports and have signed a commitment, among other airports in Europe, to become NetZero in 2050 at the latest. The fulfilment of this commitment does not just happen on its own. We must decide how we are going to contribute with clear objectives and actions so we can in fact be NetZero within the time limit – even though 2050 seems far away.
Our work is extensive and concerns many factors. It will be a challenge to prioritize actions. We want to do so much; however, we must be realistic and divide the task into manageable pieces.

How are the Global Goals related to the sustainability policy?
The Global Goals are the world ‘s goals towards sustainability. Thus, they are an important factor of our external environment that we must consider when working on our policy, after all we are all part of the same world. However, we have been lucky that The Airport Council International in Europe has already published suggestions of actions that airports should put emphasise on, related to the Global Goals. We take advantage of these suggestions in our work, and since we are the only company of its kind here in Iceland it is important that we look to other airports abroad regarding the ideal methods of working in our industry. We are doing well in many sectors compared to others; however, we can do better. We are constantly working on improvements and strive to be at the forefront among equals.