Ryanair Social Responsibility Case Study

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Corporate Social Responsibility, and ethics as a whole, play a fundamental role in Ryanair’s decision-making. According to OECD (Organisation for Economic Co-operation and Development, 2001), Corporate Social Responsibility (CSR) is considered as a sustainable development behavior of business. In order to do so, companies not only take commit themselves to internal economic development but they also aim to improve the quality of life of the workforce and their families, as well as the local community and society overall. Companies conduct CSR in the dimensions of motivating company employees, establishing social welfare, and achieving economic success (Habisch et al., 2005).

In order to implement a respectful environmental policy, Ryanair
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As the Economist states, “Ryanair brands itself as Europe's only "ultra-low-cost airline"” (The Economist, 2017). In order to attain this level, Ryanair reduce their costs as, for example no drinks are offered during the flight, planes land in peripheral airports (which cost less) or the space between the seats are minimal in order to install more of them and therefore take on more passengers. As a result, Ryanair flights are significantly cheaper than others, so they are very competitive, and this leads to a war price in the flight industry. Ryanair’s message was clear: we will stop at nothing to give you the lowest fares. However the extent to which these customer services are reduced still needs to remain ethical. As a result of such little customer attending, only 22% of their travellers are corporate travellers (The Economist, 2017). Such conditions do not make this company attracting for businessmen, who need to arrive straight away to their arrival destination, and who can afford higher priced flights. The company needs to keep a certain standard of customer service, and this has been an issue faced by Ryanair. However it depends if the customer is willing to spare money for such a low customer service. The low fares were well known, but such was the ruthlessness of the check-in staff. Many customers began to believe that Ryanair rather focused on making extra profits rather than on their customer. Indeed, passengers were charged absurdly high fares to print their tickets within the airports. As a response, the company began to become “nicer” (The Economist,

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