Success in ‘greening’ a business organization is likely to depend on an appropriate environmental management structure being developed in accordance with the general structure of the organization and then receiving the appropriate support from senior and middle management. The failure to assure such a relationship may provide an explanation of the development of gaps between policy and practice. This article explores differing choices in the structure of the environmental function in a number of UK regional electricity companies and how these choices impact upon the management of environmental issues, producing different outcomes.The paper argues that the environmental structure that is, either consciously or by default, adopted by a company would seem to have some impact on how environmental issues are perceived and dealt with by that company. Therefore,such a decision has the capacity to shape environmental strategy in its implementation and possibly even its conception.