As the aviation industry grapples with how to achieve its ambitious sustainability targets, the path forward remains complex and multifaceted. The challenge is not just about reducing emissions and minimising the industry’s environmental footprint; it’s also about doing so in the face of expected rapid growth in air traffic, an increase in the number of aircraft, and evolving usage patterns.

It has been suggested that the solution likely lies in a combination of factors: New energy sources and hybrid technologies are all critical components.

Aircraft construction, advancements in aerodynamics, and the optimisation of air traffic control systems and ground infrastructure are set to play significant roles. Digital technologies, including predictive maintenance and better route optimisation are essential in enhancing fuel efficiency and reducing emissions.

There’s significant investment in new materials, aerodynamics, and digital technologies, all aimed at speeding up the design and production of the next generation of aircraft. Although, given that an aircraft’s useful life spans 30 to 40 years, much of what will shape the industry in 2030 is already in motion with the current fleet and orders.

This is why short-term improvements, particularly in the use of sustainable aviation fuel (SAF), are crucial. The industry needs to see a dramatic increase in SAF usage—perhaps by 50-60 percent annually—to meet the ambitious targets set for 2030 and 2050.

“Sustainable Aviation Fuel (SAF) is likely a key part of the short-term solution for reducing the aerospace industry’s carbon footprint. However, there are significant challenges, particularly in the production bottleneck and the infrastructure needed on the ground to store and supply SAF to aircraft,” Stephane Lagut, EY Global Advanced Manufacturing & Mobility Assurance Leader and EY Global Aerospace & Defense Sector Leader, stated.

“While the vast majority of current aircraft engines can accommodate SAF, its actual utilisation remains very low—less than 1 percent, if we check the numbers.

“This low utilisation represents an opportunity, making SAF a “low-hanging fruit” for immediate impact. But beyond the fuel itself, how it is used is crucial.

“Optimising operations both on the ground and in the air will also play a significant role in making the industry more sustainable.”

Drive to deliver

The cost of failing to meet sustainability objectives is likely to be significant for any company in the value chain.

“It might not be an immediate “death sentence,” but it could have serious short-term consequences,” Lagut explained.

“In many jurisdictions, particularly in the European Union, meeting these objectives is becoming a right to operate.”

“Maximising time in the air, optimising fuel availability, and anticipating maintenance needs are all critical to keeping aircraft in the air longer and enhancing customer satisfaction.

“This includes designing efficient flight routes and, in some cases, flying slower to secure better departure and arrival slots, which can reduce fuel consumption and minimise delays due to air traffic congestion. Such optimisations not only provide additional margins and benefits to airlines but also contribute to a positive cycle of efficiency and profitability.

“Companies that fail to meet sustainability criteria may struggle to qualify for loans, as financial institutions are prioritising green initiatives.

“This access to capital, combined with better fleet optimisation, reduced fuel consumption, and higher customer satisfaction, will ultimately lead to better profitability. This, in turn, will distinguish the winners from the losers in the industry.”

Critical collaboration

Cooperation is crucial in the logistics industry and supply chain. It’s impossible to deliver goods without strong  and close coordination.

Environmental factors will impact aircraft maintenance, component durability, and overall performance. To adapt, all stakeholders—engine manufacturers, airframe designers, and airlines—must work together to develop better designs, select appropriate materials, and optimise aerodynamics to suit these changing conditions.

Furthermore, as the global fleet expands over the next 20 to 30 years, especially in regions like the Middle East and Asia where weather conditions are more extreme compared to Europe or North America, new requirements for materials and maintenance will emerge. The aircraft will need to be designed to withstand these harsher environments, including higher altitudes and different atmospheric conditions.

“Cooperation between airlines, integrators, OEMs, engine manufacturers, fuel producers, and infrastructure managers on the ground is absolutely critical” Lagut stated.

“It highlights the potential for a virtuous cycle of stronger collaboration within the supply chain and the broader value chain of the aerospace industry.

“Progress in the aerospace industry is often perceived as too slow by some, but everyone involved is working hard to accelerate advancements as much as possible. All participants in the industry recognise the need for cooperation, innovation, and efficiency—it’s essential for survival.

“We’re seeing an acceleration in manufacturing processes, despite some bottlenecks, as everyone strives to capitalize on opportunities and drive innovation forward.