Aircraft Maintenance Technology

AUG-SEP 2018

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www.AviationPros.com 7 This notion is something that companies are now looking for in one another, embedding sustainability criteria in their evaluation of potential partners. This extends from material suppliers to the investment community as well: investors are taking nonfinancial indicators into consideration to evaluate the long-term performance of companies, looking at value beyond dollars. Sustainability means thinking about why we do what we do, at the most fundamental level. For example, at Bombardier, we distill this into creating better ways of moving people around the world. Bombardier Business Aircraft, from the hangar floor to the cockpit to the boardroom, is committed to responsible practices, because we understand this is key to achieving sustainable, profitable growth. But how does something so philosophical become ingrained across a business? There is no secret sauce to tackling sustainability comprehensively — it is dynamic, challenging, and changing, just like the world in which we live. We try to approach it in a way that is holistic and comprehensive, looking at four central themes that are both universal and practical: how we innovate, how we operate, our people, and our communities. Industry-leading Products One of the most important ways an aircraft manufacturer can demonstrate its leadership in and commitment to sustainability is through the industry-leading products it manufactures and services. Given that more than 80 percent of the environmental impact of an aircraft is determined at its design stage, designing with environmental considerations in mind is critical. Bombardier Business Aircraft President David Coleal chairs the General Aviation Manufacturer’s Association’s (GAMA) Environment Committee, through which Bombardier has contributed to the industry’s recently published “Business Aviation Guide to the Use of Sustainable Alternative Jet Fuel (SAJF)”. The guide is available at www.futureofsustainablefuel.com. Importantly, the business aviation industry began acting on its pledge to environmental stewardship back in 2009. GAMA and the International Business Aviation Council jointly announced the Business Aviation Commitment to Climate Change, a global, industrywide commitment to mitigating climate change, including concrete targets. These targets set to improve fuel efficiency 2 percent per year from 2010 until 2020, achieve carbon-neutral growth from 2020, and reduce CO2 emissions 50 percent by 2050 relative to 2005.1 The industry designed a path to achieve these goals across four pillars. Progress is being made against three of the pillars: enhancing operational efficiency, continuing infrastructure improvements, and promoting market-based measures. The last pillar, advancing technology, includes the development of SAJF. SAJF has the same qualities and characteristics as Jet A and Jet A-1 fuel. Importantly, because it is derived from renewable resources ranging from cooking oil, plant oils, solid municipal waste, waste gases, sugars, purpose-grown biomass, and agricultural residues, it is also significantly cleaner across its lifecycle than conventional fuel. Limited production, lack of awareness, and challenges of infrastructure and economics currently impede widespread adoption. As we work to address all of these challenges, the exciting part is that aircraft are ready to fly with SAJF today, which means an airplane flying on alternative fuel can make a positive impact immediately. Bombardier Business Aircraft’s demo fleet of aircraft recently flew to Geneva, Switzerland, to be on static display at the European Business Aviation Conference and Exposition (EBACE) on SAJF, the third time its demo fleet has completed alternative fuel-powered flights, reminding the industry that our products are ready to fly on SAJF now. Intrinsically connected to product innovation must be a commitment to the customer, to service, and aftermarket. Again, when considering what it means to be sustainable and foster longevity, a laser focus on the customer is a business imperative. When organizations understand that the needs of their customers are their own and align their operations accordingly, they’re better positioned for long-term success. For example, this includes reversing the design process, designing aircraft from the inside out, with the passenger in mind from the beginning. It also means ensuring a robust service network, with a worldwide presence ready to respond to customer needs wherever and whenever they arise. Responsible operations Responsible operations in aviation touch all of the things we do on a daily basis as part of our work building a new aircraft or returning a customer aircraft to service following scheduled or BOMBARDIER BUSINESS Aircraft's Singapore Service Center. BOMBARDIER BUSINESS AIRCRAFT

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