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Company Sustainability: Rolls Royce


Carbon and greenhouse emissions have continued to pose a significant threat to individuals all over the globe. Notably, these aspects significantly affect climate change, and its impacts might continue to be adverse if the matter is not effectively controlled and managed (Rolls Royce, 2022). Many organisations in many nations are working to ensure that they operate sustainably to help the individuals within and without, mainly in the communities, realise the international sustainable goals. Rolls Royce is one of these organisations. Rolls-Royce has been a luxury automobile maker since 2003 (Rolls Royce1, 2022). The company has operated wholly as an owned subsidiary of BMW AG since its establishment as the exclusive manufacturer of Rolls Royce branded motor cars. This paper explains Rolls Royce’s steps towards sustainability and Xero emissions regarding its 2021 financial report.

The perspective on reporting by Rolls Royce is steered by the matters that the company regards to be the most material to their enterprise. The company issues are mainly aimed at their primary stakeholders, primarily those affected by their business and those who influence them (Rolls Royce, 2022). The stakeholders include clients, workers, shareholders and analysts, regulators, business partners and the local communities in which they function. Like in the other financial years, the 2021 Rolls Royce financial report indicates the company’s approach to sustainability and its progress and group performance (Rolls Royce, 2022). The company develops its reporting around the matters they believe have a substantial significance for its stakeholders and the most significant potential effect on the company. Comprehensive and prioritising the issues that matter most to the company and its stakeholders’ guarantees that it effectively administrates its business for the long term (Rolls Royce, 2022). The company identifies matters regarding the potential for effect on its critical stakeholders, incorporating its clients, investors and suppliers. The company also regards its capability to influence the case (Rolls Royce, 2022). The matters are both an opportunity and a peril for the company’s capacity to convey value. The company’s materiality evaluation informed its blueprint, approach and reporting in 2021. Rolls-Royce takes account of its external developments and evaluates and analyses matters in the larger context (Rolls-Royce, 2022). The material issues that the company considered critical in 2021 include safety and efficiency of products and domanial performance, business ethics and compliance, worker involvement and safety. In its 2021 report, Rolls Royce (2022) indicated that its primary goal was to be the most sustainable business. It created a control panel of higher extending targets, showing the progress toward enhanced viable performance. The company also bases its reporting on factors such as organisational boundaries, acquisitions, and divestments (Rolls Royce, 2022).

To Rolls Royce, being sustainable implies comprehending the company’s and its operations’ effect on the environment around them and the climate’s effect on the company (Rolls Royce, 2022). Rolls Royce utilises this comprehension to inform its formulations, purpose, blueprints and resolutions. Minimising the impacts of carbon on their commodity portfolio and hastening the decarbonisation of the company’s industries is the most practical input that Rolls Royce might make to an extra viable future (Rolls Royce1, 2022). The company aims to steer the move to robotics with no emissions. The company already has solid outcomes in its attempts to facilitate the efficacy of its overall portfolio. It also intends to create new and prevailing commodities adaptable with net zero drive and initiate contemporary robotics in electric flights, storage cells and microgrids, as indicated in its 2021 report.

The company implemented its sustainability framework in 2020, and by mid-2021, it had made tremendous progress in its general suitability strategy and against its primary aims (Rolls Royce, 2022). Rolls Royce got involved in the UN Race to Zero and Business Ambition to 1.5°C drive in 2020. The company has made significant advancements in ratifying its devotion to playing a foremost duty in the worldwide shift to a minimal carbon fuel (Rolls Royce, 2021). Rolls Royce announced a decarbonisation blueprint and a way to net zero carbon. The company has created new provisional targets following its UN Business Ambition to the 1.5ºC pledge.

Significantly, sustainable development goals (SDGs) often offer a framework for action for the enterprise and the community. Rolls Royce (2022) identified the goals that they were best placed to add up to through a sustainability materially evaluation that was regularly reviewed. In 2020, the company was working towards 4 SDGs but added SDG 7 in 2021. SDG 7, according to the UN, seeks to ensure that people live in a world with affordable and clean energy (Rolls Royce, 2022). Rolls Royce added this to its core SDGs as a way of mirroring the introduction of its new vends businesses and the duty that its robotics are laying in the energy transition.

Rolls Royce’s management secured sponsorship to create the new enterprise and ventured into Rolls-Royce SMR to ensure that the company is working toward the realisation of SDG (Rolls Royce, 2021). Rolls Royce partnered with other forms such as Daimler Truck and Volvo joint venture. The company developed hydrogen-powered fuel cell solutions (Rolls Royce, 2022). Another SDG that Rolls Royce is working towards is SDG eight, which seeks to ensure that companies have decent work and economic growth. Note in realising this SDG; Rolls Royce fosters an innovative culture underpinned by its organisational values and conducts. The company is devoted to developing a varied and all-inclusive domain where all people might be at their best (Rolls Royce, 2021). The company supports societies local to their functions and ardently fosters STEM pedagogy and transcend.

Rolls Royce is also primarily devoted to minimising its civic and domanial effect across its manufacturing and production activities and fostering responsible and sustainable procurement practices and ingenious supply chains (Rolls Royce, 2022). Importantly, this is in its bid to realise SDG number 12, which seeks responsible consumption and production. To discover the SDG, Rolls Royce introduced a new recuperation and reuse rate target and launched a new viable appropriation structure (Rolls Royce, 2022). SDG number 13 is about climate action. One of Rolls Royce’s missions and goals towards minimising the global effect of climate change is to lead the transition to zero emissions (Rolls Royce, 2021). In 2021, the company published a decarbonisation blueprint and way to net zero. The company also collaborated with Vertical Aerospace to develop low-carbon air adaptability. In its 2021 report, Rolls Royce also says it created interim targets linked to senior administration remuneration and actively participated in the COP26 in Glasgow in the UK. The other SDG seeks a world with peace, justice and robust institutions. It is SDG 16, and Rolls Royce is working towards this cause by ensuring that it is committed to acting with high levels of integrity (Rolls Royce, 2022). The company aims to help all its stakeholders attain their sustainability goals. In 2021, Rolls Royce continued progressing with the human liberties policy review and due diligence program. The company also initiated a program to foster sustainability due diligence interventions in its supply chain (Rolls Royce, 2022).

Rolls Royce created a decarbonisation strategy to move towards net zero emissions with three phases and principles. The principles incorporate making the company’s operations net zero carbon, decarbonising multiplex, crucial systems at the heart of the worldwide society and championing the necessary and appropriate enabling domain with public and policy support to realise the ambition (Sturges and Gorse, 2022). The company continued to outlay onsite renewable energy installations in 2021 and procure renewable energy. Also, the company has constantly ventured into energy coherence enhancements to minimise its general energy needs and operating costs (Ford and Despeisse, 2016). The company established various partnerships in 2021 to accelerate the availability of sustainable fuel. The company also initiated a pilot study supported by a research centre from Australia, as indicated in its 2021 report. In November 2021, Rolls Royce announced a partnership with a Qatar-based company seeking to scale-up climate tech enterprises in the UK and Qatar. Through the partnership, Rolls Royce intends to create a midpoint for climate-tech upheavals that will integrate research and development, speed duties and investment capital financing in the new worldwide centre. When scaled, Sturges and Gorse (2022) say that the latest robotics and collaborations have the chance to convey further carbon benefits to the community by carbonising its current product portfolio.


Rolls Royce, like other companies globally, is committed to ensuring sustainability not only in its operations but also in its domain. The company is devoted to supporting the communities in which it operates in realising sustainability in line with the various universal SDGs. The SDGs, the company, strives to realise are SDGs 8, 12, 13 and 16. In 2021, Rolls Royce added SDG 12 to their sustainability tarts and goals. The company is also committed to guaranteeing it realising net zero emissions by 2050. Rolls-Royce acknowledges that it should produce products and technologies that generate zero emissions.


Ford, S. and Despeisse, M., 2016. Additive manufacturing and sustainability: an exploratory study of the advantages and challenges. Journal of cleaner Production, 137, pp.1573-1587.

Rolls Royce1. 2022. INTRODUCING SPECTRE. [Online] Available at: <> [Accessed 19 October 2022].

Rolls-Royce. 2021. Annual Report 2020 Rolls-Royce Holdings PLC. [Online] Available at: <> [Accessed 19 October 2022].

Rolls-Royce. 2022. Annual Report 2021. [Online] Available at: <> [Accessed 19 October 2022].

Sturges, J. and Gorse, C., 2022. The Problems of Achieving Social Sustainability: A Cultural Shift. In Climate Emergency–Managing, Building, and Delivering the Sustainable Development Goals (pp. 3-12). Springer, Cham.


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