STRADE Embraces Sustainability by Joining Swiss Triple Impact Directory
We are extremely proud to announce that we have recently joined the Swiss Triple Impact (STI) program. The STI program is unique on a European level and helps Swiss companies to manage their contribution to the UN Sustainable Development Goals (SDGs).
Being listed as a Directory Leader is a testament of our engagement and a signal to the aviation ecosystem that STRADE is part of a community of leading companies taking concrete commitments on sustainability. Aviation connects people and is fundamental to the world economy. Aviation supply chains are global, workforces are international and diverse, and the industry has engaged in a net-zero CO2 target by 2050. At STRADE, we want to do our share and take responsibility for the sustainable growth of aviation. True to our value “extreme drive” we want to be a forerunner in doing so with support of the STI journey.
We are most proud of our commitment to not only focus on our own sustainability goals, but to also extend the impact of it into our supply chain. Global challenges can only be solved through joint sustainable behavior and action. We are active globally and therefore want to deliberately promote and develop responsible partners from around the world with whom we work on our company’s long-term growth.
Over the course of the next years, we will be working on the following four goals that will help the entire team STRADE to increase awareness in daily operations whilst incentivizing actions in line with our commitment to sustainability.
Pledge 1: By 2028, 80% of our suppliers by spend have an Ecovadis bronze medal or equivalent score.
We aim to put in place incentive-based contracts with our suppliers. The objective is to incentivize suppliers who achieve or maintain Ecovadis bronze or higher scores with, for example, a preferred supplier status. In addition, we are working on introducing a “Sustainability Partnership Program”, where we will collaborate closely with key suppliers to co-develop sustainability initiatives and share resources and expertise to help suppliers improve their Ecovadis scores.
Pledge 2: By 2027, we reduce our tCO2eq emissions by 50 %, and we set greenhouse gas reduction targets as part of the Science Based Targets (SBTi) initiative.
We strive to optimize our supply chain, especially regarding our repair shop network, in order to minimize the required transport of parts. Instead, we strive to handle more repairs regionally. Adopting sustainable procurement policies that prioritize low-carbon products and services is another measure. Finally, we are optimizing our business travel by increasing the use of public transport (train) for regional travels and aim to advance our participation in airline SAF programs to reduce CO2 from overseas travel and to invest in sustainable aviation development.
Pledge 3: By 2027, we increase the share of renewable energy usage in our offices and in our main warehouse facility to 90 %.
On-site renewable energy projects, like the installation of solar panels, heat pumps, or other renewable energy sources at our offices and warehouse facilities, are currently being evaluated with the aim to self-generate clean energy for our facilities. Where self-generation of green energy is not an option, we plan to switch to green energy providers for electricity supply to ensure that the energy purchased is from renewable sources.
In addition, we are planning to introduce a real-time energy usage monitoring system. This will allow us to track and optimize energy consumption and counteract by implementing measures, such as additional isolation measures in warehouses or facilities.
Pledge 4: By 2026, we achieve gender balance while achieving equal pay, at all organization levels and including the Board.
We will continue to implement inclusive hiring practices that actively promote gender diversity, such as gender insentitive job advertising. During our various employee training initiatives, we will further emphasize the topic of gender equality and unconscious bias around this topic. As well as addressing inclusive leadership and the creation of a supportive workplace culture. We will continue to conduct regular pay audits to ensure equal pay for equal work across the organization, and take corrective actions where discrepancies are found.
Our learnings during this initial phase of defining our own company goals? We learned that as a team we are sensible to a broader view on sustainable development goals. There is much more beyond climate goals. And topics such as gender parity or working with a responsible supply chain are in synch with our own company culture and values. The STI journey has shown us that with focus and clear prioritization, we can identify where, as a company, we can have the most powerful impact even if these are often challenging areas.
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