What ecological transition for the aeronautics sector?

• The Senate has voted to scrap domestic airlines when a shorter rail alternative exists, according to our partner The Conversation.

• We can therefore wonder what are the strategies of aeronautical companies, in particular Airbus, to carry out their ecological transition.

• This analysis was conducted by Oihab Allal-Chérif, Professor of Management at Neoma Business School (Rouen/Reims/Paris).

The aviation sector is often mistakenly considered the archetype of the polluting industry.

Flying would be an anti-ecological act for environmentalists who consider that while global warming threatens the planet and is already producing mass extinction of species, other modes of transport are preferable.

Beyond activists like Greta Thunberg, who went to the UN climate summit in New York in a zero-carbon sailboat so as not to take the plane, France has implemented a transport policy that favors the train for journeys of less than two hours and thirty minutes.

On June 24, 2021, the Senate voted to abolish domestic airlines when a rail alternative shorter than this duration exists.

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At European level, taking climate change into account in economic policy has also become a priority.

The European Commission relies on the 17 Sustainable Development Goals of the United Nations to build a new model of sustainable growth based on the protection of the environment, respect for fundamental freedoms and responsible business conduct.

It is within the framework of the French Presidency of the Council of the European Union that 42 countries and 150 companies signed the Toulouse Declaration with the objective of carbon-free aviation by 2050.

In this context, our research work consists in studying the strategies of aeronautical companies, in particular Airbus, to carry out their ecological transition.

The benefits of sustainable growth

Sustainable growth is an essential means for companies to differentiate themselves, improve their brand image and conquer new markets.

It is the result of an awareness of the value creation potential of sustainable markets and of a profound transformation of companies towards more social and environmental business strategies which has intensified with the Covid-19 crisis.

Sustainable growth means that business development does not contribute to depleting natural resources or endangering future generations.

Companies address economic, social and environmental concerns by creating sustainable multi-stakeholder value for customers, suppliers, employees, investors, local authorities, society and the planet.

Aerospace represents a strategic sector for the European economy.

Indeed, it employs 2.6 million people and contributes $193 billion to the EU's gross domestic product (GDP).

However, sustainable growth seems difficult to implement in aeronautics, which is considered to be one of the sectors that pollutes the most, sometimes even unnecessarily and with impunity.

Without the Covid-19 pandemic, which plunged the sector into a historic crisis, its level of pollution would undoubtedly have continued to increase for many years.

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The aeronautics sector seems to have made this crisis an opportunity to initiate profound change and adopt a resolutely sustainable strategy.

It does so under the impetus of the nations that have supported it financially in these difficult times, such as France, which has injected more than 15 billion euros in aid, investments and loans guaranteed by the State.

The France 2030 plan presented by the government on March 17 includes 1.2 billion additional euros to develop a low-carbon aircraft, in addition to 1.6 billion euros of budget devoted to projects for new ultra-low-energy engines between 2020 and 2022.

Airbus, the world leader in the aeronautics industry, is the main direct and indirect beneficiary of this investment plan for sustainable aeronautics.

For several years, the company has confirmed its domination over Boeing, its main competitor, both in terms of volume and turnover.

Its order book suggests that this leadership will not be threatened for a long time.

However, in this highly competitive industry, technological innovations and aggressive business strategies can quickly change the game.

A new Sino-Russian entrant, the CRAIC (China-Russia Commercial Aircraft International Corporation) joint venture launched in 2017, also seems to have the potential to conquer the markets dominated by Airbus.

​Open sustainable innovations at Airbus

Just before suffering the devastating effects of the pandemic on the aeronautics sector, Airbus is developing a new approach to growth, geared towards sustainable development.

The Airbus Group's ambitious strategy is backed by France, Spain and Germany, countries that have stakes in the group and are committed to becoming carbon neutral by 2050.

To achieve its objectives, Airbus combines three managerial approaches: open sustainable innovation, management of multifunctional teams and collaborative governance with its suppliers.

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Sustainable innovation is not new to Airbus.

In 2014, thanks to the A350, the group had already taken a step forward, with more than half of the aircraft structure made of composite materials, giant sophisticated on-board computers, much quieter and less fuel-hungry engines, as well as than a 25% reduction in air pressure.

With computer-assisted piloting, Airbus is gradually moving towards the

aircraft, another innovation that will meet the shortage of airline pilots, especially for freight transport.

In total, 90% of Airbus' research investments are linked to the reduction of its carbon footprint, with objectives for the management of aircraft throughout their life cycle and the optimization of air traffic.

Competition with Boeing is so intense that Airbus must reinvent itself and find new ways to innovate.

As early as 2008, Boeing tested a two-seater aircraft for the first time during a 20-minute crewed flight powered by a hydrogen fuel cell.

In 2018, a FedEx 777 freighter made the first flight using only biofuel.

At the beginning of 2021, Boeing announced that it was aiming for 2030 to offer oil-free planes thanks to alternative fuels, and 2050 to halve its carbon emissions.

However, Boeing CEO David Calhoun does not believe in hydrogen as a medium-term solution due to regulatory requirements, infrastructure that is difficult to transform, and logistics that need to be put in place.

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Faced with the American giant, Airbus has decided to take up the challenge and produce a disruptive and differentiating offer that will be quickly adopted by players and will steer the market in its favour, positioning Boeing as a follower forced to use competing technologies.

Airbus has already been able to take a leading position ahead of Boeing by reducing aircraft fuel consumption by 30%, thanks to collaboration with engine manufacturers and several research laboratories.

While the A320 Neo is currently enjoying some success, with 60% of the medium-haul market, the European group is producing at full speed and is facing bottlenecks.

Boeing was pushed to fault with its 737-Max developed too quickly and banned from flying for 2 years following two crashes.

​Collaborative governance and cross-functional teams

Airbus relies on its partnerships and industrial cooperation with the most powerful and innovative companies on the planet as well as with some 1,500 suppliers.

Despite their outsourcing, these suppliers remain very close and are among the group's preferred partners.

They participate in reflections and R&D projects as co-designers.

The Airbus group alone is no longer in a position to develop the technologies that will make tomorrow's aircraft successful.

The creation of partnerships and lasting relationships based on trust and the creation of mutual lasting value is therefore the solution.

Managing the relationship with suppliers appears to be a major strategic issue in promoting sustainable growth.

Buyers are putting in place the partnerships and processes needed to better collaborate for open social innovation.

The goal is to be a pioneer in emerging markets and to be the first to deliver cutting-edge technologies, breakthrough products and profitable business models.

The central role of purchasing in the search for innovation rests above all on the selection of suppliers with the best talents and the most promising expertise, as well as on internal collaboration with R&D and marketing.

The evolution of the purchasing function, which is more collaborative, responsible, innovative and focused on the end customer, therefore involves setting up and managing multicultural, interorganizational, multifunctional and transgenerational teams.

If diversity in all its forms can appear as a threat and a source of blockage or even failure, it is increasingly seen as a competitive advantage and a way to promote disruption.

However, sustainable growth is rarely compatible with short-term financial objectives.

Investments should be planned with a long-term perspective of diversified value creation, including but not limited to financial value.

​The El Dorado of Hydrogen

Many Airbus projects focus on reducing the carbon footprint of aircraft, with lighter materials, wing shapes that improve aircraft lift and new algorithms for optimizing trajectories.

For the same purpose, research is being carried out on biofuels and the use of electrical energy.

Big data analysis is also being studied to reduce aircraft test phases and implement predictive maintenance.

New modes of production could emerge based on 3D printing technologies, cyber-physical systems and automation.

The aircraft manufacturer is now working on three hydrogen aircraft concepts.

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Airbus Group has in fact decided to develop three types of aircraft in parallel to give itself every chance of success: a 200-seat turbojet engine with a range of 3,500 kilometres;

a turboprop or propeller plane for short trips;

and an integrated fuselage aircraft, also called a flying wing, with more alternatives for hydrogen storage and passenger cabin layout.

Guillaume Faury, CEO of Airbus, rejoiced in a recent press release:

 “This is a historic moment for the entire commercial aviation industry, and we intend to play a leading role in the most important transition our industry has ever seen”

Our "AERONAUTICS" file

In 2025, Airbus will reuse an A380, a technological feat but a commercial fiasco, to test a hydrogen propulsion system.

One of the challenges is to succeed in producing hydrogen on a massive scale, not only to power aircraft, but also other means of transport and other uses.

The France 2030 plan aims to make France the world leader in green hydrogen with 9 billion in investments already planned, probably twice more during the decade.

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This analysis was written by Oihab Allal-Chérif, Professor of Management at Neoma Business School (Rouen/Reims/Paris).

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