Through a comprehensive third-party environmental footprint assessment, we have quantified the impacts of our operations and supply chain on more than 2,000 environmental issues. By expressing these environmental issues in financial costs terms, we are able to prioritize our efforts on the material environmental and business issues. Our most material and financially impactful issues are within the tobacco leaf production and direct materials supply chain, along with our energy usage.
To mitigate the RAI companies’ environmental impacts, we continue to focus our efforts on sustainability projects within high-impact areas. These projects were grouped by area and operating company. Equipped with internal and external project data, and using the most respected, peer-reviewed assessment framework, we systematically approach these projects for consistent and coherent assessment of both the environmental and financial values, enabling us to optimally allocate our resources to the projects that would most likely generate the greatest environmental and financial returns.
Our supply chain partners, including the tobacco growers with whom we contract, are critical to this effort. They must understand their own impacts associated with the goods and services they supply us, and we are committed to working with them to identify mutually beneficial initiatives to mitigate environmental impacts in the supply chain.
Goals & Leadership
Our goal is to minimize the environmental impact of our operations.
- Stabilize greenhouse gas (GHG) emissions by 2025 to the 2014 level
- Reduce GHG intensity by 20% by 2020 against 2014 baseline
- Reduce energy intensity by 25% by 2020 against 2014 baseline
- Reduce water intensity by 30% by 2020 against 2014 baseline
- Recycle at least 60% of our facility waste by 2020
The executive vice president (EVP) of operations for R.J. Reynolds Tobacco Company and EVP of law and external affairs for Reynolds American Inc. (RAI) are ultimately responsible for RAI and its subsidiaries’ environmental goals. Executives in law and external affairs, supply chain, operations, marketing, human resources, research and development, finance and leaf collaborate with operations personnel to develop, coordinate and execute programs to achieve company-wide targets. In addition, our Corporate Sustainability Team continues its focus through a collaboration of employees from more than 10 different departments across RAI's subsidiaries to further drive an appropriate sustainability culture, with measurable results. Oversight of the Corporate Sustainability Team is provided by the RAIS Vice President, Corporate Sustainability and Commercial Integrity.
Each operating company identifies and selects its own strategies to drive return on investment and environmental impact for the targets it controls. Using results from our environmental materiality assessment, representatives from environmental, health and safety (EHS), engineering, facilities, energy and recycle teams prioritize and implement initiatives. Progress is continually reviewed and results are consolidated and reported annually.
While initiatives are managed at the operating company level, the EHS managers meet regularly as a group to work toward common goals, fostering innovation through sharing best practices and providing tools to the operating companies. Additionally, RAI’s operating companies have held annual EHS Symposiums, which brought together stakeholders from within and outside the companies. The Symposiums have served as a showcase of EHS best practices, and a mechanism for recognition of innovation efforts.
In 2017, in an effort to further engage different areas of the organization, the company’s Environment, Health and Safety (EHS) department “took safety on the road” with the first annual EHS Roadshow. The roadshow was designed to engage employees with a variety of EHS topics, including hazard communications, ergonomics, hazard analysis, waste and recycling and hazard identification. It also provided an opportunity for employees to meet with and engage with members of EHS team.
Each of RAI’s operating companies not only continued to drive safety and health among our employees, but also maintained the safety and health focus with contractors and visitors. Contractor safety meetings and engagement occurred on an on-going basis in 2017 in order to enhance the overall company-wide safety and health culture and performance for all personnel.
Environmental Management Systems
Strong operating systems are important to sound environmental management. RAI’s operating companies are committed to continuously improving environmental management systems, which are guided by a variety of strict standards:
- Santa Fe Natural Tobacco Company (SFNTC) is ISO 14001 certified at both its North Carolina manufacturing facility and at its then New Mexico headquarters. ISO 14001 is the framework for developing an effective environmental management system.
- SFNTC’s North Carolina manufacturing facility is also ISO 50001 certified. This is ISO’s Energy Management System framework, which improves energy efficiency and conservation, and drives reductions in greenhouse gas emissions.
- American Snuff Company’s facilities in Winston-Salem, N.C., and Clarksville and Memphis, Tenn., have in place environmental management systems based on the ISO 14001 format. These are audited annually to an ISO standard.
- R.J. Reynolds and SFNTC are certified by independent third-party auditors to the ISO 9001 Quality Standard. ISO 9001 delineates standard operating procedures and work instructions. These procedures include recordkeeping, which provides the structure and database for many environmental management procedures.
Robust environmental management systems are essential to maintaining safe and sustainable operations. Our companies are committed to doing the right thing for our communities and society at large, and our environmental management systems enable our facilities to operate in a manner that surpasses compliance with environmental regulations.
Audit & Assurance Procedures
In 2017, RAI’s operating companies moved from a risk-based to a three-tier audit platform. The platform utilizes a proactive approach to audit, by continually monitoring and evaluating EHS processes. Tiers include:
- First-party – regular inspections, led by front-line managers, employees and facility management;
- Second-party – conducted by EHS teams from company affiliates every other year to enhance program consistency across operating companies; and
- Third-party – independent EHS audits conducted by external experts every three years.
RAI’s subsidiaries continue to manage environmental performance by measuring, monitoring and reporting key environmental metrics such as GHG emissions, energy efficiency, water consumption and waste disposal.
Our operating companies strive for sustainable operations and continuous improvement because it is the right thing to do. We are proud that our companies’ efforts have been recognized by various external stakeholders, such as:
- The U.S. Environmental Protection Agency Green Power Leadership Award;
- The Tennessee Governor’s Environmental Stewardship Awards;
- The Forsyth County Environmental Assistance and Protection department;
- The North Carolina Department of Environmental Quality;
- Montgomery County, Tennessee; and
- Winston-Salem/Forsyth County City/County Utilities.
A full listing of our awards can be found here.
Programs & Priorities
Our operating companies are committed to minimizing their environmental footprint and driving their environmental, health and safety (EHS) programs in accordance with the guiding principles set out in RAI’s Environmental, Health and Safety Policy.