ESGBERT/environment_data · Datasets at Hugging Face

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In to deliver net zero products and services through programmes such as AdGreen, an initiative to unite the advertising industry in eliminating the negative environmental impacts of production (page 34), and to innovate on behalf of our clients through initiatives like Change the Brief, now open-sourced across our industry through the Change the Brief Alliance.
We put the principles of diversity, equity and inclusion (DE&I) at the centre of everything we do, from how we hire and grow our people, to how we ensure our philosophy on performance management prioritises fairness and equity.
We also created a central team to better support and share best practice across our 150 active employee resource groups.
As part of our commitments to advance racial equity, we published our workforce diversity data in the United States and the UK for the first time in last year’s Sustainability Report.
Our aim is to hold ourselves accountable as we continue to create an inclusive culture for all our people and improve diversity at all levels of the Company.
Read more about our Racial Equity Programme on pages ABOUT THE DATA Our workforce diversity data reporting on page 23 covers our operations in the United States for 2019-2021 and the UK for 2020-2021.
Female Gender diversity figures exclude a small proportion where gender is unknown or undisclosed.
Age diversity figures exclude a small proportion where age is unknown or undisclosed.
Since its inception, our agencies have been active within the Alliance, making commitments to eradicate stereotypes from their work, producing research that supports the Alliance’s manifesto, and promoting diversity within their workforce.
During the year, with the support of Unite, we developed the LGBTQ+ inclusive marketing resource hub, to equip our people with the knowledge, skills and resources to create more inclusive marketing.
For people who develop a disability during their employment, we make adjustments to their working environment or other employment arrangements wherever possible, within a reasonable time frame and in consultation with the employee.
WPP TV invited more than 126 episodes, with 200,000 views in total. ADAPTING TO NEW WAYS OF WORKING As we navigated Covid-19 restrictions, we learned we can deliver outstanding service for our clients in a flexible working environment.
Issues raised at the WAP meetings and People Forums included return to office plans and future working environments, diversity and inclusion, sustainability, talent frameworks and development, and mental health and wellbeing.
During Committee Chair, and Tom Ilube also attended WAP meetings to discuss topics such as sustainability and diversity and inclusion.
To help design the internal grant-making process for our Racial Equity Programme, we held a series of internal listening sessions with the global Inclusion Council, DE&I leads from across the business and employee resource groups.
SUSTAINABILITY ENGAGEMENT Across our agencies, a growing network of green teams are connecting sustainability enthusiasts to embed sustainability initiatives and drive change in their offices.
REDUCING SCOPE Including our campus strategy and emissions from company cars.
REDUCING SCOPE Including progress against our target to purchase 100% electricity from renewable sources by 2025.
REDUCING SCOPE Breakdown of our Scope 3 emissions and plans to address emissions hotspots including media, production and air travel.
CIRCULAR ECONOMY Our approach to managing waste and resources.
The ocean gives us life in every beautiful, surprising, fascinating and spellbinding way imaginable.
The plastic pollution problem has become a global crisis and disruptive change is needed now.
The sheer volume of plastics reaching the ocean has grown to impact marine life, ecosystems and food chains all around the world.
During a City, London, invited the public to walk beneath the ocean’s surface to explore the impact plastic waste has on our planet’s most valuable natural resource and to better understand how businesses, governments and individuals can work together to create a more sustainable world.
For every visitor to The Blue Paradox, SC Johnson donated to Conservation International to help protect an area of the ocean – roughly six times the size of Greater London.
In April emissions in our operations (Scope 1 and 2) by 2025 and our supply chain by 2030.
This includes emissions from media buying (more than half of our total footprintfirst.
To deliver this we have set sciencebased reduction targets (see right), approved by the Science Based Targets initiative (SBTi) in June, to reduce emissions as far and as quickly as possible.
Scope Our scope 1 and 2 market based emissions for 2021 were 0.32 tCO₂e/person, a 38% reduction from 2020.
This chart shows the breakdown of WPP’s Scope emissions baseline (2019) and pages 33-34 outline our approach to reducing emissions in each of these areas.
In inventory, using the Greenhouse Gas (GHG) Protocol standards, which are internationally recognised and establish terminology that can be used by all companies.
The GHG Protocol standards categorise a company’s emissions into three scopes.
The visual below is based on the GHG Protocol Corporate Value Chain, focusing on the aspects that are most relevant to WPP.
It is important to bear in mind that as carbon emissions accounting for digital emissions is in its infancy, methodologies continue to evolve.
This is particularly the case for downstream emissions.
downstream leased assets (buildings) and other fuel use.
WPP is committed to sourcing electricity from renewable sources by 2025.
We are a member of REbringing together businesses committed to 100% renewable electricity to accelerate change towards zero carbon grids at scale.
We made significant progress during the year, purchasing renewable sources (2020: 65%).
We are developing a detailed roadmap to meet our RE – identify priority contracts to migrate to renewable tariffs; – provide new guidelines to our finance and procurement communities on electricity purchasing; and – set standards for purchasing Energy Attribution Certificates (EACs) to define and specify additionality to take into account biodiversity and other local impacts of renewable electricity development.
Data is collected locally using a variety of acceptable methods to calculate Scope emissions.
For more information see ‘WPP Sustainability Reporting Criteria sustainabilityreport2021 Our Scope 1 emissions for 2021 were 13,292 tCO2e, of which a subtotal Scope 1 emissions were 10,138 tCO2e (76% of our total Scope 1 emissions footprint) has been subject to independent limited assurance procedures by PwC. The Scope 1 emissions not subject to assurance procedures relate to locally contracted company cars for which the emissions have been estimated (see 'company cars', right).
Considering factors such as indoor air quality (especially in large cities), thermal comfort, lighting levels, noise and acoustics is good for our people and can help boost productivity while at the same time reducing emissions.
We make use of building optimisation technology to reduce energy needs and therefore emissions.
We recognise that achieving these certifications is only one step to reducing the footprint of our buildings and supporting our people’s wellbeing.
This will help us identify opportunities to reduce energy use, optimise resource use, support our employees' wellbeing needs and create opportunities for circular business models in our materials use.
COMPANY CARS We aim to reduce emissions by shifting company cars to electric and hybrid vehicles in markets where infrastructure makes it feasible to do so.
In company car emissions for the first time.
Locally-managed car emissions were not assured due to inconsistencies in capturing emissions data.
In strengthen how we measure and calculate emissions from vehicles.
Our supply chain makes up the overwhelming majority (98%) of our total emissions.
We aim to halve our Scope 2030 (from 2019 baseline year) and reach net zero emissions in our supply chain by 2030.
These commitments include the carbon emitted from the advertising we place in the media on behalf of our clients – which represent over half (emissions in our supply chain.
We are reviewing how we capture and calculate Scope and aim to improve both data quality and coverage so that over time we are able to seek independent limited assurance over a larger proportion of Scope 3 emissions.
Media comprises more than half of WPP’s total supply chain emissions.
As the first holding company to account for media emissions in our sciencebased reduction targets, WPP and GroupM are rapidly identifying risks and opportunities to support the industry and our clients to reduce emissions in this highly complex space.
We believe that the relative carbon footprint of different media distribution options will increasingly influence where client investment is made.
We cannot reduce emissions associated with production on our own: action across the production industry is required.
So in WPP became a founding partner of AdGreen, an initiative to unite the advertising industry in eliminating the negative environmental impacts of production.
Launched in the UK through the Advertising Association, but with global ambition, AdGreen provides free training, a renewable energy buy-in scheme and practical resources to enable individuals, wherever they sit in the production value chain, to take action to reduce emissions.
The technology we use – from data centres to the emails we send – generates carbon emissions that make up baseline footprint.
As we increase our use of cloud infrastructure, powered by renewable electricity, we will reduce our energy consumption and our carbon emissions, as well as drive down waste.
AIR TRAVEL Business travel accounts for around our value chain carbon footprint.
Some errors and inconsistencies were identified in how emissions from air travel were calculated and reported at a local level, which is reflected in PwC’s assurance opinion.
We continue to work to improve the accuracy of flight data and refine methodologies for calculating flight emissions to ensure more consistency across the business.
We offset emissions from air travel by purchasing in line with our historical commitment to ensure continued support for communities and projects.
The first step to limiting emissions must always be to reduce the total footprint of any product or service as far as possible.
To ensure carbon credits purchased to offset remaining carbon emissions are of a sufficiently high quality, WPP will introduce a new offsetting policy in 2022.
In travel through South Pole Group, a company that develops emission-reduction projects.
In support renewable electricity development in India and Vietnam.
A significant challenge for reducing carbon emissions is being able to measure them with confidence.
We are working to improve the quality and coverage of our emissions data.
In emissions from air travel were calculated and reported across a number of territories in 2020 and 20212, which is reflected in PwC’s assurance opinion.
From production to media investment, we support the development of more robust protocols to measure emissions across the industry.
In AdGreen, we helped pilot and launch a new carbon calculator to measure the emissions associated with producing creative content.
RISKS – Increased frequency of extreme weather and climate-related natural disasters – Changes in regulations and reporting standards – Increased reputational risk associated with misrepresenting environmental claims and working on environmentally detrimental clients' briefs.
OPPORTUNITIES – Increased demand for sustainable products and services – Achieving resource efficiencies through cutting our carbon footprint and improving energy efficiency.
In improved from B to A-, reflecting the ambition of our new net zero strategy, emissions-reduction targets and strengthened governance.
In the Indian states of Tamil Nadu, Karnataka and Andhra Pradesh, our carbon credits support wind farms which provide a renewable source of electricity for India’s fossil-fuel dominated Southern Grid.
A safe water project provides clean water, improved sanitation facilities and education about sanitation.
As a service-based business the volume of waste we produce is not material, but we aim to use resources carefully and to reduce and recycle as much as possible as part of our commitment to responsible and sustainable business practices.
Our main waste types are electronic waste and office consumables such as paper, card, cans, plastic bottles and toner cartridges.
We have identified preferred recycling partners for our operating companies in major markets and we work with landlords on waste management in the properties we lease.
Moving from a ‘take-make-dispose’ economy to a circular economy where waste is eliminated, resources are circulated and nature is regenerated could create $2030.
We are a proud signatory of the New Plastics Economy Global Commitment led by UN Environment Programme and the Ellen MacArthur Foundation (EMF) which aims to unite businesses, governments and other stakeholders behind a common vision for a plastics system that works.
We estimate that our reported waste data covers around which does not provide sufficient coverage to include it in scope for independent limited assurance.
However, some inconsistencies and errors were identified in how waste data is recorded and categorised at the reporting unit level.
PLAYBOOK sustainability playbook launched, showcasing the diversity of our sustainability capability and innovative work.
And rather than flying around the world, to find ‘just the right location’, we now produce most of our film and content remotely, using virtual technology and artificial intelligence (AI) which reduces travel and emissions.
To train and equip our client leads, this year we launched a Sustainability Playbook to showcase the diversity of our sustainability capability and innovative work.
Our Inclusive Marketing Playbook and resource library embeds inclusive marketing principles in everything we do, and our Diversity Review Panel provides a forum to escalate and address concerns around potentially offensive or culturally insensitive work.
We have taken significant strides to support our clients in achieving their sustainability and diversity, equity & inclusion (DE&I) goals.
Purpose and brand strategy: integrating social and environmental values into brand and business strategy.
Consumer experience: creating consumer experiences to raise awareness, promote action, or address social or environmental challenges.
Read how Ogilvy helped SC Johnson launch an immersive educational experience to highlight the impact of plastic waste on our oceans and inspire meaningful action, on page Movements and campaigns: rallying multiple stakeholders behind a common cause to change legislation, norms or behaviour in order to drive positive social change.
Consumer behaviour change: promoting more sustainable consumption and driving shifts in behaviour on social or environmental issues.
resources specifically to help our people appropriately manage and communicate environmental claims in their work.
There is growing scrutiny – from consumers and regulators – of the descriptions and labels used to promote the environmental credentials of products and services.
We are working closely with our agencies to make sure that we are contributing to the discussion and to ensure that our marketing services promote transparency on the environmental attributes of products.
However, production and content creation is responsible for a substantial proportion of the total carbon footprint of the marketing and communications process.

In to deliver net zero products and services through programmes such as AdGreen, an initiative to unite the advertising industry in eliminating the negative environmental impacts of production (page 34), and to innovate on behalf of our clients through initiatives like Change the Brief, now open-sourced across our industry through the Change the Brief Alliance.

We put the principles of diversity, equity and inclusion (DE&I) at the centre of everything we do, from how we hire and grow our people, to how we ensure our philosophy on performance management prioritises fairness and equity.

We also created a central team to better support and share best practice across our 150 active employee resource groups.

As part of our commitments to advance racial equity, we published our workforce diversity data in the United States and the UK for the first time in last year’s Sustainability Report.

Our aim is to hold ourselves accountable as we continue to create an inclusive culture for all our people and improve diversity at all levels of the Company.

Read more about our Racial Equity Programme on pages ABOUT THE DATA Our workforce diversity data reporting on page 23 covers our operations in the United States for 2019-2021 and the UK for 2020-2021.

Female Gender diversity figures exclude a small proportion where gender is unknown or undisclosed.

Age diversity figures exclude a small proportion where age is unknown or undisclosed.

Since its inception, our agencies have been active within the Alliance, making commitments to eradicate stereotypes from their work, producing research that supports the Alliance’s manifesto, and promoting diversity within their workforce.

During the year, with the support of Unite, we developed the LGBTQ+ inclusive marketing resource hub, to equip our people with the knowledge, skills and resources to create more inclusive marketing.

For people who develop a disability during their employment, we make adjustments to their working environment or other employment arrangements wherever possible, within a reasonable time frame and in consultation with the employee.

WPP TV invited more than 126 episodes, with 200,000 views in total. ADAPTING TO NEW WAYS OF WORKING As we navigated Covid-19 restrictions, we learned we can deliver outstanding service for our clients in a flexible working environment.

Issues raised at the WAP meetings and People Forums included return to office plans and future working environments, diversity and inclusion, sustainability, talent frameworks and development, and mental health and wellbeing.

During Committee Chair, and Tom Ilube also attended WAP meetings to discuss topics such as sustainability and diversity and inclusion.

To help design the internal grant-making process for our Racial Equity Programme, we held a series of internal listening sessions with the global Inclusion Council, DE&I leads from across the business and employee resource groups.

SUSTAINABILITY ENGAGEMENT Across our agencies, a growing network of green teams are connecting sustainability enthusiasts to embed sustainability initiatives and drive change in their offices.

REDUCING SCOPE Including our campus strategy and emissions from company cars.

REDUCING SCOPE Including progress against our target to purchase 100% electricity from renewable sources by 2025.

REDUCING SCOPE Breakdown of our Scope 3 emissions and plans to address emissions hotspots including media, production and air travel.

CIRCULAR ECONOMY Our approach to managing waste and resources.

The ocean gives us life in every beautiful, surprising, fascinating and spellbinding way imaginable.

The plastic pollution problem has become a global crisis and disruptive change is needed now.

The sheer volume of plastics reaching the ocean has grown to impact marine life, ecosystems and food chains all around the world.

During a City, London, invited the public to walk beneath the ocean’s surface to explore the impact plastic waste has on our planet’s most valuable natural resource and to better understand how businesses, governments and individuals can work together to create a more sustainable world.

For every visitor to The Blue Paradox, SC Johnson donated to Conservation International to help protect an area of the ocean – roughly six times the size of Greater London.

In April emissions in our operations (Scope 1 and 2) by 2025 and our supply chain by 2030.

This includes emissions from media buying (more than half of our total footprintfirst.

To deliver this we have set sciencebased reduction targets (see right), approved by the Science Based Targets initiative (SBTi) in June, to reduce emissions as far and as quickly as possible.

Scope Our scope 1 and 2 market based emissions for 2021 were 0.32 tCO₂e/person, a 38% reduction from 2020.

This chart shows the breakdown of WPP’s Scope emissions baseline (2019) and pages 33-34 outline our approach to reducing emissions in each of these areas.

In inventory, using the Greenhouse Gas (GHG) Protocol standards, which are internationally recognised and establish terminology that can be used by all companies.

The GHG Protocol standards categorise a company’s emissions into three scopes.

The visual below is based on the GHG Protocol Corporate Value Chain, focusing on the aspects that are most relevant to WPP.

It is important to bear in mind that as carbon emissions accounting for digital emissions is in its infancy, methodologies continue to evolve.

This is particularly the case for downstream emissions.

downstream leased assets (buildings) and other fuel use.

WPP is committed to sourcing electricity from renewable sources by 2025.

We are a member of REbringing together businesses committed to 100% renewable electricity to accelerate change towards zero carbon grids at scale.

We made significant progress during the year, purchasing renewable sources (2020: 65%).

We are developing a detailed roadmap to meet our RE – identify priority contracts to migrate to renewable tariffs; – provide new guidelines to our finance and procurement communities on electricity purchasing; and – set standards for purchasing Energy Attribution Certificates (EACs) to define and specify additionality to take into account biodiversity and other local impacts of renewable electricity development.

Data is collected locally using a variety of acceptable methods to calculate Scope emissions.

For more information see ‘WPP Sustainability Reporting Criteria sustainabilityreport2021 Our Scope 1 emissions for 2021 were 13,292 tCO2e, of which a subtotal Scope 1 emissions were 10,138 tCO2e (76% of our total Scope 1 emissions footprint) has been subject to independent limited assurance procedures by PwC. The Scope 1 emissions not subject to assurance procedures relate to locally contracted company cars for which the emissions have been estimated (see 'company cars', right).

Considering factors such as indoor air quality (especially in large cities), thermal comfort, lighting levels, noise and acoustics is good for our people and can help boost productivity while at the same time reducing emissions.

We make use of building optimisation technology to reduce energy needs and therefore emissions.

We recognise that achieving these certifications is only one step to reducing the footprint of our buildings and supporting our people’s wellbeing.

This will help us identify opportunities to reduce energy use, optimise resource use, support our employees' wellbeing needs and create opportunities for circular business models in our materials use.

COMPANY CARS We aim to reduce emissions by shifting company cars to electric and hybrid vehicles in markets where infrastructure makes it feasible to do so.

In company car emissions for the first time.

Locally-managed car emissions were not assured due to inconsistencies in capturing emissions data.

In strengthen how we measure and calculate emissions from vehicles.

Our supply chain makes up the overwhelming majority (98%) of our total emissions.

We aim to halve our Scope 2030 (from 2019 baseline year) and reach net zero emissions in our supply chain by 2030.

These commitments include the carbon emitted from the advertising we place in the media on behalf of our clients – which represent over half (emissions in our supply chain.

We are reviewing how we capture and calculate Scope and aim to improve both data quality and coverage so that over time we are able to seek independent limited assurance over a larger proportion of Scope 3 emissions.

Media comprises more than half of WPP’s total supply chain emissions.

As the first holding company to account for media emissions in our sciencebased reduction targets, WPP and GroupM are rapidly identifying risks and opportunities to support the industry and our clients to reduce emissions in this highly complex space.

We believe that the relative carbon footprint of different media distribution options will increasingly influence where client investment is made.

We cannot reduce emissions associated with production on our own: action across the production industry is required.

So in WPP became a founding partner of AdGreen, an initiative to unite the advertising industry in eliminating the negative environmental impacts of production.

Launched in the UK through the Advertising Association, but with global ambition, AdGreen provides free training, a renewable energy buy-in scheme and practical resources to enable individuals, wherever they sit in the production value chain, to take action to reduce emissions.

The technology we use – from data centres to the emails we send – generates carbon emissions that make up baseline footprint.

As we increase our use of cloud infrastructure, powered by renewable electricity, we will reduce our energy consumption and our carbon emissions, as well as drive down waste.

AIR TRAVEL Business travel accounts for around our value chain carbon footprint.

Some errors and inconsistencies were identified in how emissions from air travel were calculated and reported at a local level, which is reflected in PwC’s assurance opinion.

We continue to work to improve the accuracy of flight data and refine methodologies for calculating flight emissions to ensure more consistency across the business.

We offset emissions from air travel by purchasing in line with our historical commitment to ensure continued support for communities and projects.

The first step to limiting emissions must always be to reduce the total footprint of any product or service as far as possible.

To ensure carbon credits purchased to offset remaining carbon emissions are of a sufficiently high quality, WPP will introduce a new offsetting policy in 2022.

In travel through South Pole Group, a company that develops emission-reduction projects.

In support renewable electricity development in India and Vietnam.

A significant challenge for reducing carbon emissions is being able to measure them with confidence.

We are working to improve the quality and coverage of our emissions data.

In emissions from air travel were calculated and reported across a number of territories in 2020 and 20212, which is reflected in PwC’s assurance opinion.

From production to media investment, we support the development of more robust protocols to measure emissions across the industry.

In AdGreen, we helped pilot and launch a new carbon calculator to measure the emissions associated with producing creative content.

RISKS – Increased frequency of extreme weather and climate-related natural disasters – Changes in regulations and reporting standards – Increased reputational risk associated with misrepresenting environmental claims and working on environmentally detrimental clients' briefs.

OPPORTUNITIES – Increased demand for sustainable products and services – Achieving resource efficiencies through cutting our carbon footprint and improving energy efficiency.

In improved from B to A-, reflecting the ambition of our new net zero strategy, emissions-reduction targets and strengthened governance.

In the Indian states of Tamil Nadu, Karnataka and Andhra Pradesh, our carbon credits support wind farms which provide a renewable source of electricity for India’s fossil-fuel dominated Southern Grid.

A safe water project provides clean water, improved sanitation facilities and education about sanitation.

As a service-based business the volume of waste we produce is not material, but we aim to use resources carefully and to reduce and recycle as much as possible as part of our commitment to responsible and sustainable business practices.

Our main waste types are electronic waste and office consumables such as paper, card, cans, plastic bottles and toner cartridges.

We have identified preferred recycling partners for our operating companies in major markets and we work with landlords on waste management in the properties we lease.

Moving from a ‘take-make-dispose’ economy to a circular economy where waste is eliminated, resources are circulated and nature is regenerated could create $2030.

We are a proud signatory of the New Plastics Economy Global Commitment led by UN Environment Programme and the Ellen MacArthur Foundation (EMF) which aims to unite businesses, governments and other stakeholders behind a common vision for a plastics system that works.

We estimate that our reported waste data covers around which does not provide sufficient coverage to include it in scope for independent limited assurance.

However, some inconsistencies and errors were identified in how waste data is recorded and categorised at the reporting unit level.

PLAYBOOK sustainability playbook launched, showcasing the diversity of our sustainability capability and innovative work.

And rather than flying around the world, to find ‘just the right location’, we now produce most of our film and content remotely, using virtual technology and artificial intelligence (AI) which reduces travel and emissions.

To train and equip our client leads, this year we launched a Sustainability Playbook to showcase the diversity of our sustainability capability and innovative work.

Our Inclusive Marketing Playbook and resource library embeds inclusive marketing principles in everything we do, and our Diversity Review Panel provides a forum to escalate and address concerns around potentially offensive or culturally insensitive work.

We have taken significant strides to support our clients in achieving their sustainability and diversity, equity & inclusion (DE&I) goals.

Purpose and brand strategy: integrating social and environmental values into brand and business strategy.

Consumer experience: creating consumer experiences to raise awareness, promote action, or address social or environmental challenges.

Read how Ogilvy helped SC Johnson launch an immersive educational experience to highlight the impact of plastic waste on our oceans and inspire meaningful action, on page Movements and campaigns: rallying multiple stakeholders behind a common cause to change legislation, norms or behaviour in order to drive positive social change.

Consumer behaviour change: promoting more sustainable consumption and driving shifts in behaviour on social or environmental issues.

resources specifically to help our people appropriately manage and communicate environmental claims in their work.

There is growing scrutiny – from consumers and regulators – of the descriptions and labels used to promote the environmental credentials of products and services.

We are working closely with our agencies to make sure that we are contributing to the discussion and to ensure that our marketing services promote transparency on the environmental attributes of products.

However, production and content creation is responsible for a substantial proportion of the total carbon footprint of the marketing and communications process.