We have established strong governance and reporting processes with well-defined roles, responsibilities, and accountability to help us achieve our climate action ambitions.
The Board of Directors provides strategic oversight of our climate action. The Executive Committee is accountable for delivering on our climate action-related commitments and reporting progress against metrics and targets annually.
Board
Our Board of Directors proactively shapes the Group’s ESG strategy and activities. They provide oversight of climate-related issues and ensure that the best practices, emerging trends, and key issues related to ESG strategy, governance, and risk management are considered and acted upon.
Nominations Committee
Responsible for keeping under review the climate-related skills and experience of the Board and its committees; the recruitment of new Directors; ensuring orderly succession plans for both the Board and the Group Management Boards.
Audit Committee
Monitors the integrity of climate-related disclosures and data reporting through internal and external assurance and ensures compliance with external climate-related reporting requirements.
Remuneration Committee
Responsible for determining and approving the Remuneration Policy and recommending its approval to the Board. Responsible for incentivising performance against climaterelated targets, monitoring performance against targets, and approving remuneration accordingly.
Executive Committee
Responsible for developing and implementing strategy, and monitoring strategic execution including that of climate-related strategic objectives.
Key Executive-led committees
Sustainability Committee
Oversees our strategic development across sustainability issues, including developing a systematic and collaborative approach to climate action with our stakeholders.
Group Risk Committee
Assists the Board in overseeing the risk management framework, including identifying, assessing, and reporting climate-related risks.
Group Management Boards
Key transition-related activities, risks and opportunities are considered on Group Management Boards.
Energy and carbon reporting
The complete requirements for reporting of greenhouse gas emissions, energy consumption and energy efficiency actions included in the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2018 (the Regulations), can be found on page 77 of our FY2024 Annual Report and Accounts.
Reporting and baseline year
We have aligned our reporting and fiscal years, so the information presented covers the FY2024 period from 1 May 2023 to 30 April 2024. Following the introduction of FMG RS emissions data in FY2021, FY2022 was considered a suitable year to establish as our baseline year.
Unit | FY2024 | (Restated) FY2023 | (Baseline) FY2022 | ||
---|---|---|---|---|---|
Scope 1 | |||||
Combustion of fuel and operation of facilities1 | UK | tCO2e | 11,463 | 13,337 | 16,586 |
Non-UK | tCO2e | 3,432 | 2,967 | 3,187 | |
Scope 2 | |||||
Electricity, heat, steam and cooling | UK market-based2 | tCO2e | 2,500 | – | – |
UK location-based | tCO2e | 3,262 | 3,154 | 3,345 | |
Non-UK market-based2 | tCO2e | 91 | – | – | |
Non-UK location-based | tCO2e | 858 | 1011 | 939 | |
Total Scope 1 and 2 market-based emissions | UK | tCO2e | 13,963 | 16,304 | 19,931 |
Non-UK | tCO2e | 3,523 | 6,052 | 4,126 | |
Total Scope 1 and 2 market-based emissions | Group | tCO2e | 17,486 | 22,356 | 24,057 |
Revenue (excluding vehicle sales) | Group | £m | 1,521 | 1,337 | 1,094 |
Intensity ratio3 | Group | tCO2e per £m of revenue | 13 | 17 | 22 |
Scope 3 | |||||
Category 2: Capital goods | Group | tCO2e | 371,400 | 299,266 | 326,709 |
Category 11: Use of sold products | Group | tCO2e | 1,915,307 | 1,350,438 | 1,001,566 |
Category 13: Downstream leased assets | Group | tCO2e | 837,484 | 918,662 | 922,909 |
Other | Group | tCO2e | 134,293 | 106,380 | 87,178 |
Total Scope 3 emissions | Group | tCO2e | 3,258,484 | 2,674,745 | 2,338,362 |
Total Scope 1, 2 and 3 emissions | Group | tCO2e | 3,275,970 | 2,697,101 | 2,362,419 |
Energy consumption | |||||
Scope 1 | UK | KWh | 53,520,146 | 65,823,864 | |
Non-UK | KWh | 13,710,956 | 21,114,054 | ||
Scope 2 | UK | KWh | 15,750,431 | 20,206,754 | |
Non-UK | KWh | 4,344,797 | 4,490,283 |
- FY2023 Scope 1 data has been recalculated in line with a refined methodology to calculate vehicle-related emissions used in FY2024 to ensure comparability between each year.
- Market based values were not split by country in years prior to FY2024.
- The intensity ratio was calculated using location-based Scope 2 emissions of 19,014 (2023: 22,356) to ensure consistency with previous years.
Scope 1 and 2 Analysis
New, more efficient ICE vehicles and an increasing proportion of EV and hybrid vehicles entering our fleet, along with a reduction in the distances travelled by our vehicles in the UK, have resulted in a 15% overall reduction in Scope 1 and 2 emissions. This and revenue growth not linked to our fleet reduced our carbon intensity by 24%. The amount of green energy we procure increased from 22% in FY2023 to 64% this year.
We implemented a new methodology to calculate vehicle-related emissions for FY2023 and FY2024. In FY2025, we will apply this updated methodology to evaluate our FY2022 baseline year and assess the impact of the carbon reduction targets we set in FY2023.
Consolidation approach and organisational boundary
We have derived the emissions data presented using the operational control approach, which is required under the Companies (Directors’ Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2018.
We have included each facility under operational control within the figures. The Group has used the principles of the GHG Protocol Corporate Accounting and Reporting Standard (revised edition), ISO 14064-1.
Methodology
We arrived at the information using Defra’s current conversion factors, and had the data verified by an independent, UKAS-accredited, third party assessor to the level of reasonable assurance.
Measuring the carbon footprint of our value chain
Developing a Scope 3 footprint is crucial for effectively managing emissions and reducing value chain GHG emissions. Working closely with environmental consultants we have taken a “whole lifecycle” approach to determining the carbon emissions of our value chain. Developing this footprint provides clarity on relative risks and opportunities for reduction within our Scope 3 emissions compared with our direct Scope 1 and Scope 2 emissions.
We believe that this will help us to prioritise our reduction efforts, guide our corporate procurement decisions and improve our reputation through disclosure to interested stakeholder groups. These include customers and investors, who themselves are looking to improve their full value chain emissions reporting.
Our analysis of our FY2024 emissions identified that Scope 1 and Scope 2 emissions made up just under 1% of our total value chain emissions with the balance resting in Scope 3, both upstream and downstream.
Reporting and baseline year
We have aligned our reporting and fiscal years, so the information presented covers period from 1 May 2023 to 30 April 2024. Following the introduction of FMG RS emissions data in FY2021, FY2022 was considered a suitable year to establish as our baseline year.
Key Scope 3 Categories
97% of our emissions sit within 3 categories
c.14%
Category 2 – Capital goods
The embodied emissions within the vehicles we purchase, coming from the extraction of the raw materials used and from within the vehicle manufacturing processes.
How calculated: Information provided from automotive OEMs or estimates from Defra and consultants on vehicle production process missions.
c.43%
Category 11 – Use of sold products
The expected emissions from the fleet vehicles we dispose of throughout the rest of their life with subsequent owners through to scrappage.
How calculated: Derived from our knowledge of the age and mileage of a sold vehicle when compared with the expected operational life of a typical vehicle in that category.
c.40%
Category 13 – Downstream leased assets
The tail-pipe emissions from our vehicle fleet when being driven by customers.
How calculated: We look at the miles travelled by our vehicles when out on rent or as a replacement vehicle while a customer’s car is off the road.
We monitor various performance metrics to reduce emissions from our operations and vehicles used by our customers. However, lack of data and inconsistent standards make reducing value chain emissions challenging. We plan to improve data collection and stakeholder engagement to drive our performance towards achieving our goals.
Metric | FY2024 | FY2023 | Change |
---|---|---|---|
Fleet | |||
Vehicle on hire tailpipe emissions (tCO2e) | 837,484 | 918,662 | -9% |
% of low-emission vehicles on the fleet | 4.50% | 3.60% | 1ppt |
Infrastructure | |||
Number of domestic and commercial EV chargers installed | 9,600 | 6,700 | +43% |
Operations | |||
Percentage of our company cars that are EV/Hybrid. | 67% | 65% | +2ppt |
Number of sites with LED lighting installed | 90% | 65% | +25ppt |
The percentage of the energy we procure from renewable sources | 64% | 22% | +42ppt |
Number of our locations with charging infrastructure is installed | 75% | – | 1st year of reporting |
Number of people that have completed EV Awareness e-Learning training | 2,900 | – | 1st year of reporting |
Number of technicians trained to level 3 in IMI EV and hybrid vehicles in the UK. | 175 | – | 1st year of reporting |
Number of hours of technical training undertaken at our IMI-approved training centres and by the Spanish training team. | 2,000 | – | 1st year of reporting |