The aviation industry generates an estimated 5.7 million tons of cabin waste annually, according to the International Air Transport Association (IATA), yet less than 20% is recycled. Against this backdrop, Saudia Group has signed a memorandum of understanding with Loop KSA to design and implement its first comprehensive waste management program—a move that could position the airline as a test case for embedding circular economy strategies within the Kingdom’s aviation sector.
The agreement, signed by Saudia’s Vice President of Sustainability Maryam Telmesani and Loop CEO Ali Bakhalgi, commits to developing a “Zero-Waste” strategy that encompasses recycling infrastructure, monitoring systems, and certification pathways. As an early signal of intent, the partners handed over 6,000 cabin crew uniforms for recycling during the ceremony, an initiative that underlines the scale of textile waste produced in airline operations but also exposes the complexity of establishing closed-loop systems in practice.
Circular economy models in aviation have long been constrained by regulatory, logistical, and financial barriers. Waste segregation on flights is limited by hygiene standards and space restrictions, while ground operations often lack the infrastructure to separate, process, and reintroduce materials into value chains. Saudia’s approach—anchored in employee training, awareness campaigns, and performance monitoring—suggests an attempt to tackle both behavioral and structural gaps. The challenge will be scaling beyond symbolic projects to systemic change across supply chains and multiple subsidiaries.
The MoU aligns closely with Saudi Vision 2030, which emphasizes sustainability and resource efficiency as part of economic diversification. For Loop KSA, whose business model centers on circular economy infrastructure, the deal represents an opportunity to demonstrate that aviation—typically regarded as a hard-to-abate sector—can make measurable progress in waste reduction. Bakhalgi described the collaboration as one that would “redefine waste management,” but the metrics of success will depend on whether recycling volumes can offset rising passenger numbers and associated consumption.
Saudia’s wider sustainability track record reflects incremental progress rather than structural transformation. The airline is modernizing its fleet to improve fuel efficiency, electrifying ground equipment, and participating in carbon market initiatives under the Public Investment Fund. It is also active in SkyTeam Alliance efforts to cut emissions. Yet aviation’s reliance on fossil fuels and single-use materials continues to weigh heavily on its environmental footprint. Waste management—while a visible and politically resonant target—addresses only part of the challenge.
If the partnership with Loop leads to internationally recognized recycling certification, it could set a precedent within the Gulf aviation sector, where national carriers increasingly compete not only on service but also on alignment with sustainability narratives. The real test will be whether Saudia can move from symbolic pilots, like recycled uniforms, to a quantifiable reduction in landfill dependence and a demonstrable integration of circular economy practices into its operational DNA.
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