Sustainability transitions in European aviation: A private-sector case study of Hi Fly and the Mirpuri foundation
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Yazan Khalayleh 1 * , João Carlos de Oliveira Matias 1 , Carina Maria Oliveira Pimentel 2
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1 Department of Economics, Management, Industrial Engineering and Tourism (DEGEIT), University of Aveiro, Campus Universitário de Santiago, 3810-193 Aveiro, PORTUGAL2 Production and Systems Department, School of Engineering, University of Minho, Campus Azurém, 4800-058 Guimarães, PORTUGAL* Corresponding Author

Abstract

This paper investigates how the Mirpuri Foundation and its affiliated airline, Hi Fly, have led a private-sector sustainability transition in European aviation between 2015 and 2025. Using a longitudinal single-case study grounded in the multi-level perspective (MLP) and reflexive governance theory, the study analyses Hi Fly’s evolution across three phases: early experimentation, crisis-induced strategic reflection and regime-aligned institutionalization. Based on 25 stakeholder interviews, document analysis and survey data, the research traces how Hi Fly, and other similar European airlines in general, have advanced operational sustainability, influenced policy discourse and embedded environmental governance across their organization. The study identifies five interrelated measures that supported this transition: (1) operational innovations, (2) strategic governance reform, (3) value chain alignment, (4) policy engagement and (5) resilience-based sustainability framing. These findings illustrate how a mid-sized carrier, such as Hi Fly, can act as a transition intermediary, aligning with EU climate policy, Sustainable Development Goals (SDGs) and emerging Environmental, Social and Governance (ESG) disclosure frameworks. Although this case is situated within the Portuguese aviation context, its insights may be relevant to other mid-sized airlines in similar regulatory environments. The study suggests that the most resilient actors in 2025-2030 may be those who treat sustainability not merely as compliance, but as a strategic capability and long-term organizational value.

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This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Article Type: Research Article

EUR J SUSTAIN DEV RES, Volume 10, Issue 1, 2026, Article No: em0360

https://doi.org/10.29333/ejosdr/17554

Publication date: 01 Jan 2026

Online publication date: 16 Dec 2025

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