Our environment

The scale of our operations means we inevitably have a significant environmental impact. For Royal Mail, sustainable management of natural resources is a commercial imperative as well as an environmental one. 

 

 

 

 

 

 

Reducing our environmental impact is a key part of our ongoing transformation. Doing so enables us to reduce operating costs, sustain a competitive business and engage our people more effectively.

We have made environmental considerations a fundamental part of how Royal Mail does business. We do so through influencing our people’s behaviour, and aiming for continuous improvements across our sites and our logistical operations. We use a risk management process to identify and address environmental issues resulting from our business.
 
Our environmental strategy focuses on the following four aims:
 
  • Energy: reducing our energy use in fleet and property to cut greenhouse gas emissions;
  • Waste: minimising the amount of waste we create and diverting more waste from landfill;
  • Water: reducing our demand for water and the amount of water that is lost or wasted on our premises; and
  • Customers and suppliers: working with our customers and suppliers to address our environmental impacts.

Environment management and governance

Our Environment Governance Board (EGB) is made up of senior leaders from business areas with material environmental impacts. The EGB approves our environment strategy, reviews plans and drives performance.

Our environment management system for our UK operations is aligned to the ISO14001 model for environmental management. Currently, 14 of our largest Royal Mail sites are individually accredited to ISO14001, as are all of our Parcelforce Worldwide sites and all GLS sites. In 2017-18, the awarding body for ISO14001 confirmed these to be a representative sample and granted Royal Mail company-wide accreditation.

For more information about our environmental strategy, key initiatives, targets and performance, see pages 72-81 of the  2017-18 CR Report (PDF 4.85MB).