This has however been achieved after several years of denial and intransigency as affiliate either disputed environmental concerns or claimed that there was very little that could be done other than grounding the sector to a halt (Tol and Yohe, 2006)
Zadek (2004) alleges that most business corporations pass or evolve through five stages as they edge closer to social responsibility: defensive, compliance, administrative, premeditated, and social responsibility. This can be equated to organisations realising the importance of environment sustenance and conservation.
In the first stage, the company adopts a defensive or denial attitude even in the face of overwhelming criticism thus remarking, ‘Its not our job to fix that.’ In the second stage is that of compliance when the firm aims at stemming mounting criticism and litigation but just doing the basic minimum hence dubbed, ‘Well do just as much as we have to.’ The third stage ‘It’s the business, stupid’ the managerial stage, the corporation recognize the long-standing difficulty of not complying thus allocates the management of the firm the task of ensuring compliance. In the fourth stage, ‘it gives us a competitive edge’, the corporation discerns just how important and beneficial sustainability compliance is to the firm and now actively pursues the stratagem. This eventually leads to a decision that ‘we need to make sure everybody does it’ as the idea of collective responsibility takes root. This may be part of the corporate strategy of the firm as they realise the effect of other stakeholders have on their operations in terms of ecological degradation (Zadek, 2004).
The UK Aviation industry has made tremendous progress as envisioned in Zadek (2004) framework whereby through the progress report released in 2009, the industry seems to have come to the conclusion that environment protection and