Sustainability is becoming more important than ever. Not as part of the hype,
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- Green airports
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- 1. Aviation the way we see itGreen AirportsCreating sustainable airportsSustainability is becoming increasingly important. Not as part of thehype, but as a must-have. Sustainability will become just as importantas any other field of business. As a result, airports can no longer keepsustainability off their main agenda and need to take action.
- 2. Attempts to reduce aviation carbon Taking advantage of the sustainability in all areas of theemissions have focused on airlines disadvantage business and communicating themand aircrafts. However, non-aviation Often, sustainable investments are clearly, we believe that airports canemissions, such as those generated seen as goodwill investments or capitalise on this emerging trend andby ground operations, can make up a mandatory investments that are of ensure that they are the preferredrelatively large part of total aviation- little business value. At Capgemini choice for both passengers andrelated emissions. In addition, we believe that all sustainability airlines.inefficiencies in airport design can investments should lead to valuekeep airplanes circling in the skies creation for the airport. An effectively Capgemini’s Green Airports initiativeoverhead or idling on the ground. run airport, in addition to improving not only aims to create a sustainableMany of the Western world’s main its environmental impact, is likely to airport on environmental aspects,airports were built almost 70 years ago prove more attractive for passengers but also on economical aspects. Allwhen sustainability was not generally and airlines. Traditional thinking investments should have a positiveconsidered as part of the design sees airports as little more than a business case, and it should beconcept. Consequently those airports stepping stone for travelling to and possible to place them in one of theare amongst the worst environmental from a destination. However, today, quadrants shown in Figure 1. If this isoffenders. due to increased competition and not possible, different options need to emphasis on an airport’s facilities be pursued. Sustainability must not beThrough the Green Airports and image, airports are beginning seen as a disadvantage that only costsinitiative, Capgemini can assist to be considered as a destination resources, but as an opportunity toairports in embracing opportunities on their own. By visibly embracing realize unknown benefits.and managing risks derived fromeconomic, environmental and socialdevelopments. Figure 1: Creating value through sustainabilityIt can be expected that the demandfor air transport will increase. Toaccommodate this demand airportsneed to grow, otherwise they are Increasingexposed to the risk of airlines moving Growing opportunities awareness Maximise advantagetheir operations to other airports. Revenue Generation: Intangible Value Creation:However, the growth of an airport is New areas of growth Innovation Disclosure & Enhanced reputation Better access to finance Clean technologies Benefits Benefitslimited by many factors, including New products & services Stakeholder engagement Preferred partner Increased employee loyaltyphysical space, noise pollution, quality Direct financial impact Indirect value creationof life in the surrounding areas, and Increased productivity License to operate Minimise damage Resource efficiencyenvironmental allowances. In addition, Decreased waste Benefits Cost Reduction Risk Mitigation Benefits Compliance Improved risk management Recovery of by productsmany airports face serious image Value chain performance Governance & risk managementproblems in the community, which Increasing need for Governments &constitutes another limiting factor. sustainability RegulationsPutting sustainability high on thecorporate agenda, and taking thenecessary steps, may provide the Adapted by Capgemini from D.S. Esty, A.S. Winston (2006), Green to Goldairport the necessary license to operateand possibly a license to grow.
- 3. the way we see itSustainability Circle 1 Vision on sustainability 6 Monitor & ReportingTo develop a sustainable operation The first step is to create a corporate Once an airport commits itself tothat combines business and social vision on sustainability, which helps becoming a ‘green airport’, it shouldresponsibility objectives, the airport to focus activities and report progress be open about its activities andcommunity needs to determine key of activities to the outside world. A progress. An airport needs to allowareas for emission reduction as well as multidisciplinary team should be the outside world to see how it ismonitoring closely and reporting on created to ensure that the initiative is improving itself, which will createCO2 emissions. Airports should also implemented smoothly and with input additional momentum for furtherencourage passengers to contribute by from all divisions. achievements. Consistent and regularsetting objectives and informing them monitoring and reporting shouldon how to be sustainable and bring 2 KPIs and boundaries be done to ensure that the airporttheir individual CO2 footprints down. Key Performance Indicators (KPIs) remains on top of sustainability issues. make it possible to measure the vision.At Capgemini we believe that Setting boundaries that determineall airports can deploy a six-step where the airport’s responsibility startsapproach to developing a sustainable and ends contributes to the ability tooperation. Figure 2 depicts this six- measure values. Figure 2 The Sustainability Circlestep approach as the SustainabilityCircle. Although the Circle suggests 3 Sustainability footprint 6that all activities should be done in a Developing a sustainability footprint 1sequential manner, some overlap and provides the starting point for Monitor & Reportingannual repetition of the various steps identifying areas in which benefits Vision on sustainabilitywill take place. Below, the steps are can be realized. The initial year’sbriefly discussed. footprint should be used as a basis for 5 The road to comparison for the following years. Airport 2 Implemen- Sustainability tation KPIs and 4 Strategy boundaries Investigate possible improvement 4 3 opportunities by presenting a business case to determine whether value Strategy Sustainability footprint is created by implementing that particular solution. Based on these business cases a sustainability strategy can be created and the appropriate solutions can be selected by industry experts. 5 Implementation The selected solutions need to be implemented in the most efficient manner, possibly with a project manager overseeing the implementation. This may take months or even years, depending on the time needed to implement all solutions.
- 4. the way we see it improve the performance of their Examples of solutions processes as well as their reaction Solutions to reduce emissions can times, leading to increased air traffic be found in all areas. An example without a compromise on air quality. is a flight track monitoring system Additionally, this can reduce delays to classify noise burden caused by and optimize the distribution of both aircrafts and aircraft handling. resources. Another example is the usage of LED lighting, which has replaced Act proactively traditional lighting to reduce light By acting now, before legislation forces pollution as well as reduce CO2 mandatory changes and because emissions and energy costs. Also heat solutions may be time-consuming, recycling systems, heat exchangers proactive airports can demonstrate and heat pumps are known examples their dedication to the environment of implemented solutions. and their surroundings. This will inevitably lead to stronger support At Capgemini, we believe that from the community and stakeholders, Collaborative Decision Making (CDM) which is necessary if an airport is to can also contribute to reducing compete, operate and grow in today’s emissions by tackling the current volatile marketplace. fragmentized and uncoordinated operations common at many airports. More information: The process of CDM involves Hikmat Mahawat Khan MSc MBA streamlining IT systems, improving Principal Consultant efficiency of the sequencing process Hikmat.firstname.lastname@example.org through evaluating software solutions, +31.(0)6.15.03.09.46 improving take off predictability and establishing disaster recovery Xander de Jong MSc Senior Consultant and business contingency plans Xander.email@example.com for all IT and information sharing +31.(0)6.45.898.158 platforms at an airport. Through CDM implementation airports are able to About Capgemini and the Collaborative Business Experience™ With around more than solutions that fit their needs and 115,000 people in 40 drive the results they want. A countries, Capgemini is one deeply multicultural organization, of the world’s foremost providers Capgemini has developed its own of consulting, technology and way of working, the Collaborative outsourcing services. The Group Business ExperienceTM, and draws on reported 2010 global revenues of Rightshore®, its worldwide delivery EUR 8.7 billion. Together with model. its clients, Capgemini creates and delivers business and technology Learn more about us at www.capgemini.comRightshore ® is a trademark belonging to CapgeminiThe information contained in this document is proprietary. Copyright ©2012 Capgemini. All rights reserved.View More