为航空公司规划碳排放管理路径

© Oliver WymanWith viable long-term technology solutions many years away, airlines canstill take control several aspects of their carbon emissions journey inthe near term.Aviation accounts for around 2-2.5%of the world’s carbon emissions. While there is a rangeof emission sources evident throughout the value chain — from ground support andcatering to maintenance — jet fuel is the primary one. Crucially, it is also the source withthe fewest options for immediate change.The long-term challenge of replacing jet fuel is clear — yet there is a significant near- tomedium-term complication for airlines as stakeholder expectations race ahead of thesector’s ability to deliver. Most airlines are very focused on taking action to address whatthey can control. However, as carbon environments grow more complex, many carriersstill lack cohesive strategies and the organisational mechanisms needed to effectivelysteer these nearer-term priorities. This fragmentation can lead to individual groupsoptimising their areas, but leave certain risks or value potential unaddressed.There is no direct route open yet towards net zero at this stage. However, by curating amix of activities, airlines can increase their chances of making progress in the short term,while preparing for longer-term changes required. No solution will work in isolation andnone is perfect, requiring trade-offs and compromises to fine tune a portfolio of smallbut important changes. This is especially true as regulatory uncertainty remains highand meaningful change right now remains prohibitively expensive or out of reach atscale. If unaddressed for too long, risks of snowballing emissions-driven liabilities orreputational damage are mounting.HOW TO AVOID PROGRESS STALLINGOther industries, such as energy and construction, have options to employ technologyenhancement solutions at speed. In the absence of those, the aviation sector faces the riskof being seen as progressing less, despite a flurry of improvement activitiesunderway.Meanwhile, expectations from a range of stakeholders — such as investors, the public,corporate clients and financiers — are growing, but differ in focus and requirements.The regulation of aviation’s global carbon emissions is equally diverse, with no singlegoverning body succeeding in enforcing alignment. While most international travelis addressed through the Carbon Offsetting and Reduction Scheme for InternationalAviation (CORSIA), regulation of domestic emissions varies widely in scope, approach, andambition. To further compound matters, any existing regulation tends to feel somewhatup in the air, with details and structures prone to change at a moment’s notice. © Oliver WymanFurthermore, knowledge about carbon emissions and regulations are often limited withinairlines, typically concentrated in small sustainability teams. These teams, in turn, are oftenpositioned in a compliance role, without regularly sitting at the table of commercial andoperational decision-making.Without losing sight of the macro challenges, industry players will benefit from beingpractical and coordinated, making the best possible trade-off decisions to determine theirindividual carbon strategy right now. Each business’s unique sustainability pathway needsto balance stakeholder expectations, regulatory environments, price-sensitive commercialand operational realities, and a sufficiently ambitious industry-wideresponse.So, how can airlines effectively align these myriad priorities to battle the crosswinds ofuncertainty and limited technology solutions?EIGHT WAYS TO SET A HEADING FOR EFFECTIVE CHANGETo make necessary short-term changes, airlines need a strong handle on eight keyaspects. While nearly every carrier is already making strides in many of these areas,it is important to manage these changes as an integrated portfolio, rather than asdisparate and independent activities.Exhibit 1: Own your carbon strategy checklist1. Establish one ‘source of truth’ for all carbon data2. Outline commercial impacts of carbon requirements and expectations3. Identify suitable levers for your emissions reduction journey4. Agree on a north star of fundamental beliefs5. Align priorities within a defined program of integrated initiatives6. Build the capabilities to manage an effective carbon offset program7. Encourage customers to make carbon-related decisions8. Integrate sustainability into stakeholder engagementSource: Oliver Wyman analysis © Oliver Wyman1. Establish one ‘source of truth’ for all carbon dataCreate a central fact base for all carbon-related analysis and data, tailored to differentinternal audiences. Devising an analytics tool to keep information up to date and organisedwill reduce the risk of associated administration and data errors.This fact base must have the capability to assess and compare all mandated and voluntarytargets, better allowing users to understand how they are interlinked and monitored. Itshould also allow decision makers to understand financial im