2. 2015 年航空業因應氣候變遷國際交流研討會
Strategies on Environmental Management in the
Aviation Industry-the Case of China Airlines
Chih-Jen Cheng*, Chun-Cheih Chuang**, Hui-Ling Yang**, Chih Hung, Tsai***
Abstract
The effect of climate change on the environment poses a serious threat to human
survival and is forcing businesses to think about the importance of environmental
sustainability. International environmental regulations, pressure in the investment
market and market competition means modern business management involves not just
internal cost controls and the pursuit of business growth, it must also take external
environmental and social aspects as external costs into account. This not only tests the
wisdom of business managers, but also forces them to improve the ability of
sustainability management on all fronts. The aviation industry is characterized by
trans-national operations and rigorous safety considerations. Regional national laws
and regulations, as well as the enforcement environment, must therefore be included
in environmental management risks it faces. The industry must therefore contend with
more diverse and more complicated factors than other industries. The increasing
importance and awareness of global climate change issues in recent years not only led
the International Civil Aviation Organization (ICAO) to develop a Global
Market-based Measure (GMBM),but also push the aviation industry to think more
about environmental risk management and adopt integrated response measures.
China Airlines (“CAL”) is the flag carrier of Taiwan. In recognition and in
response to global trends, CAL has elevated environmental management from the
basic operational level to corporate operational risk management. CAL has also
consolidated local and overseas environmental regulations, sustainability surveys and
investment indices, as well as sustainability benchmarking measures and practices of
its peers in the global aviation industry in order to formulate a sustainable
environmental management strategy based on its own operational environment. The
strategy is divided into a planning phase and an execution phase. The former focuses
on organizational development and policy formulation while the latter is realized
3. 2015 年航空業因應氣候變遷國際交流研討會
through the introduction of environmental management systems, performance
indicator management, and the building of a corporate culture. Continuous
improvement through the PDCA management cycle is then used to fulfill the goal of
sustainable development.
【Key Words】
Energy Management, Environment Management, Risk Management, Sustainable
Development, Climate Change, CSR
* General Manager, Environment Department, Corporate Safety Office, China Airlines
** Administrator, Environment Department, Corporate Safety Office, China Airlines
*** Assistant Vice President, Corporate Safety Office, China Airlines
4. 2015 年航空業因應氣候變遷國際交流研討會
壹、前言
航空業是個成長快速的產業,不僅促進全球跨域的交流與往來,在經濟上更
實質貢獻全球至少 3.5%之 GDP,且不斷的成長1
。然而,在貢獻全球經濟成長的
同時,卻也伴隨著環境衝擊與外部成本的增加。根據國際民航組織(International
Civil Aviation Organization, ICAO)指出,航空業帶來的環境衝擊主要有噪音
(Noise)、地區空氣品質(Local air quality)、水資源(Water quality)、能源消耗(Energy)
以及氣候變遷(Climate change)。噪音(Aircraft noise)對機場周圍的居民而言2
,其
衝擊不僅造成生理影響,如睡眠等,`更會有財務損害風險,如搬家等衝擊。而
飛機起降引擎排放之氣體盤旋在機場周圍,不僅影響機場當地空氣品質(Local air
quality),飛行產生的氣體排放(Emission)亦會衝擊跨域環境,並約束產業成長3
。
此外,自 1980 年代開始,極端氣候事件頻傳加劇,直接影響生態、農業、林業、
沿海環境及水資源,間接但重大影響經濟、基礎建設以及人類健康4
,促使人們
關注化石燃料及溫室氣體排放議題5
,積極尋求解決之道。飛機航行產生的氣體
中,CO2 高達 71%2
,整體航空業溫室氣體排放量亦佔人類活動產生的溫室氣體
排放量約 2% 6
。雖與其他產業相比,航空業非主要排放溫室氣體產業,但因其
成長快速,加上近年廉價航空(Low-cost Carrier, LCC)的崛起,進一步催化產業成
長,使年平均載客率屢創新高7
,因此航空業被列為溫室氣體排放成長最快之產
業之一,加上其高空排放之特性,使其溫室效應為地面排放效應 2~4 倍,種種特
性,使航空業成為全球關注之產業;而氣候變遷與溫室排放亦位列近年航空業首
要環境議題,促使歐盟及 ICAO 採取管制措施。
以上環境衝擊與挑戰不僅驅動全球利害關係者關注航空業之環境影響,更使
航空業者採取實際風險控管作為,以減緩或消除衝擊。然而,面對航空業低毛利、
高規格安全規範及競爭激烈之營運環境,如何兼顧提升營運績效與有效控管環境
衝擊,實考驗航空企業經營者及組織風險控管與營運策略能力。
1
ICAO, 2013, 2013 Environment Report.
2
葉清發,航空產業對溫室效應的影響與改善對策,國立政治大學科技管理研究所,96 年。
3
Maurice, L., 2013. Session III: Technology & Operation: Aviation Environmental Impact, International Civil
Aviation Organization (ICAO) Symposium on Aviation and Climate Change, “Destination Green”, 14-16 May
2013.
4
Dillingham, G. ,2008. NextGen and Research and Development Are Keys to Reducing Emissions and Their
Impact on Health and Climate, United States Governance Accountability Office, United States , pp10.
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International Air Transport Association (IATA) ,2014. Air Passenger Market Analysis September 2014,
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26. 2015 年航空業因應氣候變遷國際交流研討會
述,航空運輸業不同於製造業,具有跨域性與服務業之跨(業)界性,IATA 提出的
四支柱架構,雖是針對氣候變遷減緩調適或溫室氣體管理議題提出之解決方案,
但其結合公私部門及異業協調合作之作業本質卻也是反映到其他環境風險控管
的核心思維。我們期望透過華航於國內航空服務業界首批從點狀管理建構全方位
企業環境風險管理機制之經驗分享,不僅可刺激國內同業或甚至服務業思考,啟
動符合國際永續發展潮流之營運思維與作為,更企盼能與國內產、官、學、研界,
共同合作與面對國際環保永續洪流,建立符合我國產業永續發展利益之競爭條件
與能力。
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