WORKFORCE
A shared understanding of sustainability is imperative and must be part of our deci- sion-making process. If given a choice, we must always choose the sustainable option.
SUSTAINABILITY WITH PURPOSE I’ve said in previous columns that we must ensure our Soldiers are never in a fair fight. Sustainability is a key tool in our toolkit to protect and serve our Soldiers.
For example, we can continue to increase power density in our storage batteries. But if we can also make our systems use less energy and become more efficient, it helps to reduce the Soldier’s load and extends the operational envelope. Finding ways to be more energy efficient can also result in returning money to the budget for a Soldier’s kit. But we can’t do this alone.
My top priority is always the Soldier. Tat is why, as the Army Director of Acqui- sition Career Management, I want to ensure all Army Acquisition Workforce
professionals have information and train- ing available regarding environmental sustainability and climate resilience so that we are doing our collective part. It’s important to understand that each of us has a role to play and an impact to make. From sourcing efficient capabilities that work well together and are themselves sustainably sourced, to leveraging mate- rials that don’t create long-term negative environmental impacts, from efficiently utilizing operational energy to reduce demand on our systems, to recycling or upcycling used materials, every little thing we can do makes a difference.
We can set the baseline through upskilling.
UPSKILLING In 2023, we focused additional training on digital transformation; 2024 is the year of sustainability.
As with digital transformation and digital literacy, our workforce must have funda- mental literacy regarding sustainability.
“I speak for the trees, for the trees have no tongues.”
—Dr. Seuss, The Lorax
We must be able to have intelligent conver- sations about sustainability and articulate its benefits as part of our configuration management process. Tis shared under- standing will help drive change, innovation and new ways of thinking.
CONCLUSION Te B-52—expected to remain in use beyond 2040 in the U.S.—remains a pinnacle of durability and flexibility in aviation and in the defense acquisi- tion community. Te U.S. still has more than 70 of these aircraft in its inventory, with 60 in use by both active and reserve units. Te plane itself remains structurally sound while its avionics, flight hardware, and weapons and navigation systems have been upgraded over time. What’s made it successful is not just the original out- of-the-box thinking of its designers, but a commitment to ensuring its longevity in the inventory through the continuous incorporation of cutting-edge technology.
We must maintain the innovation mind- set of the B-52 for our Army programs.
TAKING FLIGHT
A B-52 assigned to the 2nd Bomb Wing at Barksdale Air Force Base, Louisiana, takes off from Andersen Air Force Base in Guam, in support of a Bomber Task Force mission in April 2023. (Photo by Airman 1st Class William Pugh, Pacific Air Forces)
As part of the Back-to-Basics transition, we’re now placing greater emphasis on targeted learning and self-development that are driven by supervisors and employ- ees themselves. I encourage you to take our recommended Udemy training, educate yourself, do the reading, put in the work and ultimately contribute to our ever- evolving mission, supporting our Soldiers, the Army, the nation and our planet.
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