by Beatrice Vu
Many businesses make strong sustainability claims to build trust, but a gap often exists between what they say and what they truly do. Qantas Airways is an example.
They publicly commit to achieving net zero emissions by 2050 and highlight investments in sustainable aviation fuel (SAF), fleet efficiency and carbon offset programs, aligning these initiatives with the SDG 13. (Sustainability Report, 2025). However, aviation remains a sector where emissions are difficult to cut as it still heavily depends on fossil fuels in reality. SAF is still far from being available at scale and Qantas’ own climate disclosures show that most of the emissions reductions in the short term are expected to come from carbon offsetting rather than operational change (Qantas News Room, 2022). Critics argue that this approach can make progress look stronger than it actually is. In 2024, Climate Integrity lodged complaints with the ACCC, claiming that their fly carbon neutral and net zero statements may be misleading (ABC News, 2024). Qantas also reports substantial Scope 3 emissions, which exceed its direct emissions, but these indirect impacts are rarely highlighted in public sustainability messaging (Sustainability Report, 2025). This gap reflects a broader challenge, which sustainability goals often collide with commercial pressures in a competitive industry where rapid emissions reductions can increase costs.
To narrow this gap, boards can link ESG goals directly to executive pay and major investment decisions, so climate commitments actually influence how leaders are rewarded (Qantas News Room, 2022). Increasing transparency around Scope 3 emissions and having key sustainability claims independently checked would also help rebuild trust. Finally, instead of relying heavily on offsets, directing more funding toward technologies that genuinely cut emissions would show that sustainability is a commitment in the long term, not just only a marketing message.
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