Environmental sustainability has always been a priority for all of us. The company I have the honor to lead is part of the aviation industry, which is relentlessly working to reduce its impact on the climate and the environment. Every 10 years, the CO2 emissions of aircraft engines are reduced by 10% thanks to the use of new technologies - such as additive manufacturing, for example - that make engines more and more efficient, and lighter at the same time. This is not enough, though, because in the meantime the volume of passengers, and therefore of flights, doubles every 15 years.
The aviation industry is committed to contributing to the COP21 Paris Agreement, halving the CO2 emissions of its flying fleet in 2050 compared to 2005. This target is extremely challenging. So, what can be done to achieve this goal?
The whole aviation industry needs to contribute in a synergistic way: engineers and aircraft operators need to create more efficient aircraft engine systems. There is, however, also a need for rationalization, with single governance of European airspace and of aircraft traffic on the ground. Not forgetting, of course, the contribution that must be provided with the use of alternative fuels (which is mainly a matter of logistics and infrastructure, not of combustion technology).
Avio Aero's commitment to the environment starts with the product, but our sustainability journey also aims to address the other two pillars: business processes and organizational culture
There is not, and will not be, a single player that will solve the entire problem all alone. My decision to join the "CEO call" launched by CSR Europe has this in mind. Only by working with other companies, institutions, and civil society can we accelerate the achievement of the UN Sustainable Development Goals.
Avio Aero's commitment to the environment starts with the product, our raison d'être, but does not stop there. The sustainability journey our company is making also aims to address the other two pillars of the organization: business processes and organizational culture.
As far as processes are concerned, we are taking action to increase efficiency, reduce waste, and implement good environmental practices, for example, by reducing the use of plastic and disposing of it properly. From an organizational point of view, active exchange through dialogue between employees, shared decisions, opinions, advice, and reports push our organization towards a solid culture of sustainability.
This is what I call "viable sustainability," a system approach that ensures our standards of excellence are maintained in terms of safety, performance, and product innovation, while limiting the environmental impact of our products. Together, we can.