Environmental Engineering Reference
In-Depth Information
environmental protection was further emphasized when approximately three-quarters
of all respondents identified company policy, corporate image and operational effi-
ciency as the key motivators for reducing their environmental impacts. Thus, there
appears to be a significant minority of airlines motivated to 'beyond compliance'
levels of environmental performance, which are underpinned in many cases by a sys-
tematic approach to identifying and evaluating environmental threats and opportu-
nities. For example, nearly three-quarters of the respondents indicated that their
companies undertook some form of environmental monitoring and had prepared
environmental reviews for key operational activities (eg maintenance and ground oper-
ations). However, this strategic treatment of environmental issues has yet to encour-
age widespread adoption of formal environmental management systems, as only a
quarter of the respondents indicated that such a system was in place.
As with any survey, care must be taken when interpreting these results; never-
theless, at least amongst the respondents, there are some positive signs that beyond
compliance environmental behaviour is becoming the norm; thus, the adoption of
EMS, whether formally accredited or not, can be expected to increase. The position
in the airport sector, where larger companies predominate, is more positive, with
almost one half of European airports having formally recognized environmental
management systems, with a further 47 per cent working towards either ISO 14001
or EMAS certification (ACI Europe, 2001). However, if non-European airports or
smaller airlines are examined, the picture that emerges is much less encouraging.
Similarly, in nearly all categories the medium- and small-sized airlines were seen to
be less proactive than their larger counterparts.
C
ONCLUSIONS
This chapter has highlighted the potential of environmental management systems to
help deliver environmental improvements and, more broadly, to assist in addressing
the wider sustainability agenda. Evidence has been provided to indicate that, at the
lead edge, the aviation sector has been proactive in harnessing the potential of man-
agement systems and engaging with stakeholders through the publication of corpo-
rate environmental reports. However, the 17 airline corporate reporters identified by
Dobbie and Hooper (2001) represent less than 10 per cent of the IATA member-
ship. Furthermore, despite the positive indications emerging from the IATA mem-
bership survey, it must be remembered that this only represented one third of the
population of airlines and a disproportionate representation of larger companies.
Overall, therefore, if the aviation sector is to genuinely make an attempt to contrib-
ute to sustainable development by compensating for its growth and, more immediately,
to satisfy a growing band of stakeholders demanding environmental improvements,
there is a need to diffuse the good practice that exists in the sector. The influence of
stakeholders is gaining momentum as local community groups, customers, trading
partners and investors and insurers ensure that environmental responsibilities are
kept to the forefront of the corporate agenda. The challenge for the aviation sector is
to make more effective use of tools such as environmental management systems in
order to enhance responses to both liabilities and opportunities and, thereby, to ensure
future competitiveness and capacity for growth.
