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environment_data

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Greenhouse gas emissions intensity is calculated as normalized metric tons of Scope 1 and 2 emissions in CO2 equivalents per million-dollar net sales.
Energy intensity is calculated as normalized Megajoules (Higher Heating Value) of energy (purchased electricity and other fuels) use per dollar of net sales.
Training and education are at the heart of these efforts, which is why we invest heavily in diversity training for all employees including specialized training for our people leaders.
The inventory is complete, with all sources included on an operational control basis.
Fuel combustion GHGs are calculated using emission factors provided by the Intergovernmental Panel on Climate Change (IPCC) report “IPCC Guidelines for National Greenhouse Gas Inventories”.
Global warming potentials for gases were taken from the IPCC Fifth Assessment (AR5).
Location-based Scope emission factors from the following sources: Environmental Protection Agency eGrid (for each region of the United States), Environment Canada (for each Canadian province), International Energy Agency (national averages for all other countries).
Market-based emissions calculations used utility specific emission factors where available and residual mix emission factors for Europe sourced from Association of Issuing Bodies (AIB).
ESG DATA & GOALS Corporate GHG Inventory The Wabtec GHG inventory follows the GHG Protocol and has undergone third-party verification by Bureau Veritas.
Bureau Veritas Bureau Veritas UK Ltd (‘Bureau Veritas’) was engaged by Wabtec to provide third- party verification of our Scope GHG emissions data, as well as water consumption data in water-scarce areas, for the period from January 1 to December 31, 2021.
for non-road equipment Quantitative Gallons per hour RT-IG- Sales-weighted fuel efficiency for stationary generators Quantitative Watts per gallon RT-IG-410a.3 Not applicable as Wabtec had no sales of stationary engines in 2021.
kilowatt-hour RT-IG- (1)(a) 0.8 g/kWh (1)(b) 5.2 g/kWh (2)(a) 0.01 g/kWh (2)(b) 0.05 g/kWh Metrics on sales-weighted emissions of NOx and PM of (c) on-road medium- & heavy-duty engines and (d) other non-road diesel engines are omitted due to lack of applicability to Wabtec.
Wabtec actively focuses on increasing supplier diversity and, where possible, Wabtec implements a multisource strategy.
For example, we believe the key to establishing a safer environment for customers is by working constructively with both national regulators and our industry peers.
The vast majority of consumers enjoy our industry’s products and services, but it is imperative that operators work with regulators and governments to provide a safe environment for all.
Environment Top issues: Protecting the young and the vulnerable through working practices; 1.
CSR STEERING GROUP The Board considered it appropriate to establish a dedicated CSR Committee covering regulatory compliance, AML, responsible gaming, health and safety, environmental impact, data protection and diversity in the workplace.
Together they advise the Board CSR Committee and other internal bodies, assist the operational units and review our environmental and social performance data.
With regard to external engagement, we keep abreast of developments in the responsible investment market and monitor the environmental, social and governance policies (“ESG”) and standards of our largest investors.
■■ Safer Gambling – leading the industry in providing safe environments for customers to enjoy their gambling experience; ■■ Responsible Employer – becoming a destination employer where all colleagues can thrive; and ■■ Responsible Communities & Markets, ensuring we leave a positive footprint in the communities and mar...
■■ The first part of the plan is to ensure we have the right operating model, with everyone clear on roles and responsibilities; ■■ We will then focus on recruiting the right people into the business and ensure that all new starters get the right induction into the business and feel supported as they start their journe...
Year one of Well-me is all about laying the foundations, developing wellness awareness, training line managers, reducing stigma around mental health, providing targeted support for those who are struggling, offering preventive tools and implementing a robust measurement system to understand colleagues’ needs and the im...
Enabling a rewarding and inclusive environment GVC is an inclusive, people-driven business.
In diversity and inclusion (D&I) strategy, which outlines a 3-year roadmap towards a more inclusive business.
This year we will broaden the programme to address wider diversity characteristics such as ethnicity, sexual orientation and disability.
As part of this, we will appoint executivelevel sponsors to champion different strands of diversity.
RESPONSIBLE BUSINESS OPERATIONS CONSTITUTE THE BASE LAYER OF OUR CSR STRATEGY; ACTIVITIES RANGE FROM REDUCING OUR ENVIRONMENTAL IMPACT TO SAFEGUARDING PERSONAL DATA.
Health, Safety, Security and Environmental management Health, Safety, Security and Environmental management (HSSE) are important priorities for us.
We are taking steps to encourage a positive health and safety culture throughout the business and to maintain a safe environment for our customers and colleagues.
Environment We have used the integration of Ladbrokes Coral businesses into GVC to identify opportunities for reducing our environmental footprint.
Carbon reduction has been a longterm strategy for Ladbrokes Coral, having had emissions targets in place since 2008.
At GVC, we maintain the focus and have adopted a strategic approach to our scope carbon emissions from external data centres.
Historically, the primary focus for both Ladbrokes Coral and GVC has been reducing their carbon footprint, which continues to be the most significant environmental impact across the Group.
We also look at the wider environmental picture, monitoring and reducing water use and waste across our major offices and retail estate.
This included the appointment of a dedicated Environment Manager.
Alongside the development of an EMS, we are in the process of revising our wider corporate policies and procedures to include environmental measures, thus setting sustainability at the heart of how we operate.
This will be focussed on our procurement policy, procedures and supplier contracts as well as our transport policy and procedures, taking account of our supply chain footprint, as well as emissions associated with corporate mileage.
Going forward, GVC will continue to adopt low carbon technology, capture energy savings and reduce our emissions.
We particularly focus on electricity and gas used on our premises and in our data centres, which together make up the bulk of our carbon footprint.
Having established the Group baseline, we have a three-year target of reducing the Group’s greenhouse gas emissions on a per capita basis by reduction in the Group’s greenhouse gas emissions on a per capita basis by 2021.
Includes Scope 1: Direct emissions from the combustion of fuel, and Scope 2: Indirect emissions from the purchase of electricity.
6 Water data is sourced from our operations in Austria, Belgium, Bulgaria, Gibraltar, India, Ireland, Israel, Philippines, UK and Uruguay.
8 Waste data is sourced from our operations in Austria, Bulgaria, Gibraltar, India, UK and Uruguay.
Our approach is guided and reinforced by our Code of Conduct, and Environmental, Social, and Ethical Purchasing Policies which are communicated to all employees and explicitly referenced in our terms of engagement for all suppliers and business partners.
Using the Walk Free Foundation Global Slavery Index, any supplier in a high-risk country will be subject to an enhanced social and environmental risk check carried out by our procurement team.
Our two key objectives between now and are to migrate 100% of our critical suppliers onto the new SRM system and for 100% of suppliers in high-risk countries to be subject to enhanced social and environmental risk checks.
Although we have put in place steps to monitor and prevent modern slavery within our business and supply chain, we believe that we are at a low risk due to the nature of our business and the skill levels required from our employees and business partners.
Our workforce is highly skilled, due to the technical and highly regulated nature of our offering, and we have a relatively small supply chain compared to other high street retail businesses.
As mentioned in the previous section, we are not just managing social risks in our supply chain, we are also increasingly looking at the environmental impacts of suppliers and business partners.
While we continue building a firm foundation for maximising our positive impacts in the years to come, the majority of our objectives remain process and policy-driven.
Responsible business operations ■■ Taking steps towards reducing our GHG emissions (scope 2021 on a per capita basis; and ■■ Further streamlining our approach to supplier management, ensuring our value chain partners share our high social and environmental standards.
We are proud to present the FedEx Report, which covers progress toward our environmental, social, and governance (ESG) strategies, goals, and initiatives.
Anchored by these three dimensions at the core of our business, we will continue to innovate for our customers, create an environment where our team members can thrive, and work toward our ambitious goals to deliver for our customers and the planet.
Resilient: FedEx team members have reflected these characteristics in meeting the challenges posed by the operating environment of the past year — including record e-commerce volumes and immense global supply chain challenges.
The success of our network is built on our company’s sound environmental, social, and governance (ESG) practices, which are outlined in this report in three sections focused on our principles, our planet, and our people.
We are also working with strategic partners such as the Yale Center for Natural Carbon Capture and BrightDrop, a new business from General Motors.
We seek to maintain a Board that reflects a wide breadth of experiences, perspectives, and knowledge in addition to a diversity of gender, race, ethnicity, and age.
The Compensation and Human Resources Committee oversees and discusses with management our diversity, equity, and inclusion (DEI), workforce, enterprise health care, and other key human resource management strategies and initiatives.
The Code covers a breadth of topics, including workplace health, safety, and environment; international trade controls; human rights, including human trafficking; money laundering prevention; equal opportunity and anti-harassment; conflicts of interest; improper payments and bribes; fraud and insider trading; anti-trus...
The risk assessments include extensive participation by our business partners and result in detailed mitigation plans for identified risks.
by proactively ensuring a safe and secure online environment.
The Cyber and Technology Oversight Committee of the FedEx Board is responsible for reviewing the management and mitigation of our cyber and technology-related risks and discussing these initiatives with leadership.
tax policy, deployment of autonomous delivery devices, modernized truck regulations and infrastructure, and increased access to alternative fuels.
PLE Our supply chain As the profound impacts of the COVID-pandemic continued through 2021, we worked with our suppliers to keep health care and industrial supply chains moving while meeting the accelerating demand of the e-commerce market.
The SRM team also collaborates with FedEx internal stakeholders to advance diversity and sustainability throughout the value chain.
an impact on the environment and we remain committed to minimizing these impacts.
in alignment with our regularly conducted materiality assessments, directs our environmental strategy.
Throughout FedEx, our team members help guide our strategy by applying our Reduce, Replace, Revolutionize approach to current environmental initiatives.
the technologies and solutions of tomorrow, today Our efforts aim to mitigate environmental impacts, increase efficiency, reduce costs, and protect against future risks.
Climate change FedEx understands the impacts climate change poses to our business, such as intensifying weather events, emerging GHG emissions regulations, increased media and investor attention, and enhanced customer demands to address environmental challenges.
PLE To help achieve carbon neutral operations, we have a goal to transition the entire FedEx parcel pickup and delivery (PUD) fleet to zero emission vehicles by 2040 through a phased approach.
We are accelerating our sustainable energy plan within our facilities worldwide through energy efficiency, renewable energy, and other energy management programs.
Our Energy SIT is focused on developing a strategy to achieve zero Scope we anticipate that our facility electricity use will increase as we transition to electric vehicles.
In million to help establish the Yale Center for Natural Carbon Capture.
The Center’s initial target is to help offset GHG emissions equivalent to current airline emissions—approximately one gigaton per year—through short-term, mediumterm, and ongoing research.
Once these methods are proven, the Center will broaden its scope to address additional global sources of emissions to accelerate the adoption and implementation of natural carbon capture solutions around the world.
Our framework aligned with the components of the Green Bond Principles, the Social Bond Principles, and the Sustainability Bond Guidelines, and we intend to follow these principles and guidelines for any subsequent sustainability bond offerings.
To meet this goal, we are investing more than $next several years to support bold action in three key areas: vehicle electrification, sustainable energy, and carbon sequestration.
In addition, we continue to leverage other approaches to reduce vehicle emissions, such as increased intermodal rail usage at FedEx Ground and FedEx Freight, which avoided nearly carbon dioxide equivalent (CO2e) in FY21 alone.
Thanks to our ongoing collective emissions reduction efforts, we decreased carbon dioxide (COby 45% from FY09 through FY21, a period when our average daily package volumes grew by 180%.
of various biodiesel blends Sustainable fuels We support policy measures and incentives to enhance the availability and affordability of low-carbon fuels.
In million to help establish the Yale Center for Natural Carbon Capture, which will support and accelerate research across academic disciplines to develop natural solutions for reducing atmospheric carbon.
Through our relationship with BrightDrop, we have also introduced electric pallets, which, in a pilot, allowed couriers to handle in a high-density, vertical urban environment.
We utilize innovative specialty delivery technologies to work within urban centers, which are increasingly implementing regulations to reduce the number of vehicles or create low-emission zones.
PLE to reduce our last-mile emissions and in FYwe launched the Last Mile Optimization program to deliver certain FedEx Express packages through FedEx Ground.
Looking forward, we are focusing on enhancing our fleet fuel efficiency and avoiding fuel use through the deployment of electric vehicles.
Learn more about our roadmap to reduce emissions given our increased electricity demand in the Facilities section of this chapter.
Our vehicle electrification strategy builds upon FedEx Express fuel efficiency improvements achieved by optimizing driving routes and replacing vehicles within our fleet with more efficient models.
We are using other approaches In Europe, through our Zero Emission City Deliveries Solutions program, we have deployed deliveries in urban centers including electric vehicles and cargo bicycles.
Through our phased approach, we are reducing fuel and maintenance costs and anticipate improving our efficiency even further as new technology develops.
PLE Sustainable fuels We continue to invest in, and seek the development of, viable, cost-effective alternative fuels to reduce aircraft and vehicle emissions.
We collaborate with industries, government agencies, academic institutions, and alternative fuel suppliers to advance production and encourage the adoption of alternative fuels to help revolutionize the logistics and aviation industries.
Our global fleet includes more than alternative fuel vehicles, including hybrid, electric, liquefied or compressed natural gas, liquefied petroleum gas, and hydrogen fuel cell vehicles, and we will continue to grow our alternative fuel fleet in the coming years, subject to availability.
We support alternative fuel options and in FY50% of the diesel FedEx Ground sold to service providers was comprised of various biodiesel blends, resulting in almost 16,000 metric tons of CO2e avoided.
We are also actively exploring alternative fuels for certain categories of vehicles that are currently not easily electrifiable, such as long-haul Class 8 trucks.
our reported emission footprint and we have an established goal to obtain alternative fuels by 2030.
To help achieve this goal, we support responsible policies to advance alternative fuel technologies for the commercial transportation sector.
This advocacy work is focused on supporting incentives that accelerate sustainable aviation fuel production and making low-carbon fuel more available and affordable for airlines, general and business aviation, and other users.
Enhanced sustainable aviation fuel production and deployment would enable the aviation industry to continue its progress in improving efficiency, reducing its emissions, and supporting job growth and energy security.
our aircraft emissions intensity compared to a 2005 baseline.