Leadership and accountability
The Board of Directors has ultimate responsibility for the Group’s ESG strategy and activities, including oversight of climate-related issues. The Board takes responsibility for the effectiveness of the monitoring of long-term non-financial risks relating to climate and sustainability, which are embedded into the Group’s risk management framework and independently reviewed by the Audit Committee.
The CEO has ultimate responsibility for sustainability and climate change actions, with day-to-day management delegated to the Group Management Boards, comprising business and function heads. The CFO is responsible for the TCFD programme and development of relevant KPIs and the net zero strategy. Executive functions with oversight and responsibility for other ESG matters include the UK and Ireland General Management Board along with Spain’s Management Board, the Head of ESG, the Head of Group Safety and Environment in the UK&I, and the Director of Development and Sustainability in Spain.
Sustainability committee
We formed our first Sustainability Committee in FY23, which is chaired by the CFO and supported by our new Head of ESG. The Committee is made up of senior representatives from across the organisation. The Chair of the Committee acts as a direct link between the Committee and the Board in the delivery of the sustainability programme.
The expectation is that the Committee will:
- Evaluate the material issues that impact our ability to create economic, environmental and social value
- Review the approaches adopted to systematically address material risks and opportunities, and propose alternative programmes of activity, to improve social and environmental performance
- Evaluate the degree of progress being made to achieve stated commitments, targets and positive sustainability outcomes.
To support the Committee, we have established four sub-groups to address material social and environmental sustainability issues. The activities of the sub-groups encompass all territories and business operations. The membership of these groups has been taken from functional teams and operational representatives, all of whom are tasked with proposing to the Committee the most appropriate actions we should be taking to deliver against our targets.
Pillar | Governance Forum | Strategic Focus | Chair | FY24 Priorities |
---|---|---|---|---|
Governance | Sustainability Committee | Strategic oversight of sustainability and ESG | CFO | Formulate and approve a suite of commitments to set out ESG ambitions for the years ahead |
Impact | Facilities and Behaviour Group | Reducing the environmental impact of the estate | Group Head of UK Property | Develop energy performance reporting to stimulate action at a site-by-site level |
Facilities and Social Impact Group (Spain) | Reducing the environmental impact of the estate and maximising social impact | Director of Sustainability and Development (Spain) | Input into the development of the net zero transition plan | |
Experience | Social Impact Group | Maximising social impacts for people and communities | UK Group Head of Learning | Drive-on a more consistent and systematic approach to generating positive social impact |
Transition | Data and Mobility Group | Developing a low carbon mobility transition plan | Fleet Operations Director (UK&I) | Develop a low carbon mobility transition plan for the Group |