Environmental Governance

Principles and Policies

While pursuing business development, China Airlines recognizes the value and irreversibility of the environment, and understands the corporation's responsibility and obligations to protect natural resources and the environment. Based on this understanding, China Airlines has established four principles of environmental and energy management principles and six policies of environmental and energy management according to the codes of practice for Development of Sustainable Environment (China Airlines Corporate Social Responsibility and Sustainable Development Best Practice Principles) announced in the Board of Directors meeting. China Airlines also integrated UN's SDGs for devising instructional strategies to align future business operations with the sustainable development concepts of environmental friendliness, low-carbon emissions, and energy conservation, hoping for a better and happier future.

The Principles of Environmental and Energy

Environmental Promotion Strategies

China Airlines implements promotion strategies of environmental management based on the concept of systematized risk control management, actively setting up mechanisms to manage corporate environmental risks. The PDCA culture has been instilled to make continual improvements in corporate environmental protection, which include establishing organizations, announcing policies, introducing ISO 14064 Greenhouse Gas (GHG) Accounting & Verification, ISO 14001 Environmental Management System, and ISO 50001 Energy Management System, along with the promotion of staff education, setup and execution of key performance indicators (KPI). The goal of comprehensive coverage and effective control over the overall corporate environmental and energy risk management is thus achieved to ensure the sustainable development of company operations.

In the face of demanding environmental regulations and increasing awareness of low-carbon consumption, CAL has endeavored to develop and implement a variety of strategies based on environmental and energy management ideals and policy statement. With four major tasks, CAL have developed action plans based on the business philosophy of stable operation, prevention, common prosperity, leading the overall industry and value chain to improve sustainable value. By introducing ISO14001:2015 Environmental Management System, CAL is aware of risks and opportunities arising from issues of stakeholders' concern and context of the organization based on the life cycle perspective.

Fulfilling Strategies for Environmental and Carbon Management

China Airlines Corporate Social Responsibility and Sustainable Development Best Practice Principles

Environmental and Energy Principle

Complying with environmental laws & regulations
Converving the Earth's resource
Improving eco-efficiency
Fulfilling social responsibility

Environmental and Energy Policy

Enforcing compliance obligations to fulfill the company’s responsibilities in environmental protection and energy conservation Establishing environmental and energy management systems, including performance indicators, to verify compliance with established policies Promoting environmental and energy conservation education to foster employees' eco-awareness Implementing green supply chain management to raise overall eco-efficiency Creating a low-carbon operating environment to establish continual improv-ement of environmental protection and energy efficiency Supporting green design and procurement to promote sustainable development
  • Keep abreast of the domestic and international trends and promote the channels and platforms of stakeholders' engagement
  • Participate in international cooperation and keep up with major issues
  • Improve management / monitoring mechanisms
  • Improve the quality of the environmental and energy management system
  • Plan and implement environmental performance and carbon reduction objectives
  • Create diverse channels of communication
  • Establish incentive plans to encourage employees to achieve and promote environmental protection
  • Establish a supply chain risk assessment and management system
  • Build corporate capacity for environmental and energy management
  • Optimize equipment efficiency
  • Organize energy conservation training to establish a corporate culture of energy conservation
  • Introduced low-carbon and renewable energy-based facilities
  • Improve the awareness of environmental protection and energy conservation
  • Promote green procurement and consumption
  • Regularly check statutory requirements and commitments
  • Participate in domestic and international meetings at industry and government levels to keep up with regulatory trends
  • Implement management system compliance audits
  • Participate actively in response to DJSI and CDP
  • Keep abreast of ISO standards and improve the environmental management system
  • Improve the risk assessment and management mechanisms for environmental protection, energy, and carbon emissions
  • Establish and implement energy conservation and carbon reduction and environmental protection performance objectives
  • Implement internal audit and management review mechanisms and implement third-party certification
  • Establish a climate-related financial disclosures (TCFD) system
  • Establish an environmental management information system to keep track of environmental performance
  • Implement company-wide environmental protection and energy conservation training
  • Organize an annual seminar on environmental protection and environmental protection contest
  • Establish a knowledge-based platform to promote environmental protection and energy conservation from time to time
  • Establish a proposal incentive mechanism
  • Train seeds of environmental protection among CAL and its key suppliers
  • Organize energy conservation and environmental protection training for the value chain
  • Conduct supply chain risk assessments
  • Conduct the contractor / supplier conference and regular meetings to communicate the sustainable and environmental requirements of CAL
  • Check and optimize energy equipment and management measures
  • Establish and implement energy conservation management and training programs
  • Keep abreast of technology and regulatory trends and introduce renewable energy equipment in a timely manner
  • Incorporate Environmental Management System (EMS) to service processes and enhance personnel training
  • Consider environmental protection and energy conservation in the purchase of supplies
  • Establish and promote the green fares - carbon offset program
  • Provide environmentally-friendly in-flight supplies and sell environmentally-friendly duty-free products
  • Promote green consumption through diverse channels

Management Organization

To implement the policy, CAL established the Corporate Environmental Committee in 2011. The President is the highest management, and the Corporate Safety Office acts as the executive secretary. Five environmental management committees were established under the Corporate Environmental Committee to take charge of environmental risk management pertaining to in-flight, maintenance and freight services as well as the administration and operation of the headquarters and offices. The head of the major business department acts as the management representative, who is responsible to report the performance of environmental and energy management to the highest management every quarter and to report environmental risks and opportunities and corresponding controls and plans to the Board of Directors in routine meetings convened by the Corporate Sustainability Committee and the Board of Directors and its committees. For material issues, functional task forces, including the Carbon Management Task Force and the Sustainable Aviation/Alternative Fuels Task Force, were also set up to discuss the trends of fuels, GHG emissions, plan countermeasures, and review the performance and results in regular meetings.

CAL Environmental Management Operation Logics

Corporate Environmental Committee Organization

As carbon emissions reduction and carbon credits management involve multiple operations and strategic units, China Airlines established the carbon management project team under the corporate environment committee to provide a coordination platform for the company's strategic planning and execution in response to climate change and relevant international regulations on carbon control.

Emission Management

Conduct Monitoring, Reporting, Verification (MRV) operations in accordance with the EU Emissions Trading System (ETS); keep up to date on international carbon reduction developments and regulations.

Carbon Trading

Conduct carbon credit operations in accordance with EU ETS regulations; engage in research and trading of carbon purchasing / offsets.

Fuel - efficient Operations

Continue to improve fuel efficiency through aircraft fuel-savings, dispatching and route planning.

Operating Strategy

Plan European routes and flights. The purchase and study of new, fuel-efficient aircraft.

Technical Analysis

• Analyze financial impact and technical feasibility
• Monitor and review results

Partnership Engagement

• Establish channels of communication and cooperation with equipment and fuel suppliers
• Establish strategic partnership

Strategy Development

• Analyze policies and trends of technological development at home and abroad and plan the development strategies

Note:Established in April 2017, the Sustainable Aviation/Alternative Fuels Task Force is responsible to discuss laws and regulations, airworthiness of aircraft, technology, and procedures for supporting ground handling agencies and develop corresponding strategies.

Concern for Climate Change

Recognizing the direct impact and importance of climate issues on the aviation industry, CAL has set three objectives in flight operations and ground operations in response to the voluntary carbon reduction initiatives of the International Civil Aviation Organization (ICAO), the International Air Transport Association (IATA), and civil aviation associations of the Republic of China. In 2018, CAL further introduced the Task Force on Climate-Related Financial Disclosures (TCFD) and planned to establish the TCFD Task Force, to facilitate early identification of risks and opportunities and improve carbon management and adaptation to the climate. In addition, CAL was invited by TCFD to participate in the TCFD project in September 2018, making it the first airline in Taiwan to support TCFD.

Annual Goals

Based on the Plan-Do-Check-Act (PDCA) management cycle and the spirit of ongoing improvement, CAL directs each environment management committee each year to inspect environmental risks and energy consumption hotspots each year, to devise various programs for assessing and improving each environmental and energy performance item, and report operations progress during each quarterly environment committee meetings in which, the president or whose agent supervises and controls the environmental and energy risks for all operations items.




Carbon reduction
(t CO2e / year)

Aviation Fuel


144,113,919kg CO2e

Vehicle Fuel
Savings – Gasoline


44,371kg CO2e

Vehicle Fuel
Savings – Diesel


281,990kg CO2e



442,135kg CO2e



504.5kg CO2e

Waste Reduction





Carbon reduction
(t CO2e / year)

Aviation Fuel


163,795,372kg CO2e

Vehicle Fuel
Savings – Gasoline


33,998kg CO2e

Vehicle Fuel
Savings – Diesel


223,010kg CO2e



290,000kg CO2e



942kg CO2e

Waste Reduction





Carbon reduction
(t CO2e / year)

Aviation Fuel


8,642,790kg CO2e

Vehicle Fuel
Savings – Gasoline


19,580kg CO2e

Vehicle Fuel
Savings – Diesel


222,885kg CO2e



305,656kg CO2e



245kg CO2e



466,451kg CO2e


Air container weight reduction, environmental services / product / education / procurement / information platform, toxic substance reduction and waste / material recycling.

  • Savings
  • Carbon reduction

Environmental Management Plan and Progress

2018 2019
Objectives Performance Achievement
Planning and implementing mechanism for managing the environmental risk assessment for outstations Established the environmental risk investigation and assessment system for outstations 100%
  • Updating the energy management system and passing ISO 50001:2018 certification
  • Optimizing the mechanism for managing the environmental risk assessment for outstations
  • Promoting cross-industry exchange and participating in evaluations
  • Implementing and consolidating environmental management
  • Planning the environmental management performance database
  • Organized four meetings of the Corporate Environmental Committee and passed the ISO14001 and ISO50001 external audits
  • Completed the planning of the environmental management performance database
Implementing corporate environmental management and launching 55 environmental protection and energy conservation projects Completed 59 environmental protection and energy conservation projects 107% Implementing corporate environmental management and launching 70 environmental protection and energy conservation projects
2018 2019
Objectives Performance Achievement
Improving fuel efficiency to 0.2179 ton / 1,000 RTK Achieved fuel efficiency at 0.2394 ton / 1,000 RTK 90.1% Improving fuel efficiency to 0.2147 ton / 1,000 RTK
Reducing Scope 1 greenhouse gas (GHG) emissions in ground operations by 4,574 tons CO2e Reduced Scope 1 GHG emissions in ground operations by 3,511 tons CO2e 123.2% Reducing Scope 1 GHG emissions in ground operations by 4,542 tons CO2e
Reducing Scope 2 GHG emissions in ground operations by 18,297 tons CO2e Reduced Scope 2 GHG emissions in ground operations by 19,949 tons CO2e 91.0% Reducing Scope 2 GHG emissions in ground operations by 18,170 tons CO2e
Crew Training Building receiving the green building label Obtained the Diamond-Level Green Building Label in September 2018 100%
  • Building capacity for TCFD
  • Promoting CORSIA and EU ETS compliance
2018 2019
Objectives Performance Achievement
  • Conducting the supplier environmental risk assessment
  • Advancing management capacity
  • Completed trial on value chain environmental risk assessment
  • Organized one supplier management meeting
  • Completed seed member reporting
  • Establishing a corporate environmental risk management mechanism
  • Strengthening knowledge of corporate environmental management
  • Planning and implementing supply chain environmental management
2018 2019
Objectives Performance Achievement
  • Implementing green fares and voluntary carbon offsets
  • Planning and promoting company-wide communication of environmental protection
  • Organizing 2018 annual training program on environmental protection
  • Organizing two seminars on environmental protection
  • The Eco Travel Carbon Offsetting website has launched
  • 6,181 trainees (including employees of headquarters and branches and personnel of outstations and affiliates) completed company-wide environmental protection training
  • 2,357 participants joined the environmental protection icon contest and environmental protection events
  • 54 trainees completed training on environmental laws and regulations and GHG inventory retraining
  • Publish the environmental related press release and circulate on Facebook blogs
  • Organizing three sessions of environmental and energy management training
  • Organizing 2019 annual training program on environmental protection
  • Planning and implementing customer communication of environmental protection
  • Joining and implementing environmental protection initiatives