Climate change

strategy
July 2021
Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Introduction
Fossil fuelled combustion engines are an enemy to the community and environmental responsibility by
environment. A fully loaded double decker bus can take Britain’s Most Admired Companies, and we were
Public transport is part of the
as many as 75 cars off the road. A single train can recently listed by the Financial Times as a European
solution for climate change. Becoming a net zero business and achieving the
replace even more. The UK government recognised Climate Leader for our record of cutting emissions.
targets to reduce our carbon emissions by 75%
this impact in its 2020 Green Ten Point Plan, in which
By its very definition, mass transport Go-Ahead already has the largest electric bus fleet in by 2035 is no small task, and one which requires
one of the ten points focuses specifically on promoting
– the use of buses and trains, rather the UK. We have delivered ground-breaking innovation us to be bold and ready to change. From embracing
green public transport, cycling and walking.
with geofenced buses that automatically switch to new technology and developing new working
than private cars – means that a
The single biggest contribution that Go-Ahead can zero-emission operation when they enter clean air zones. practices, to supporting the adoption of more
large number of people can be moved make to tackling climate change is to work with our We even have buses that clean the air as they travel, sustainable habits among our colleagues and our
from place to place in an efficient clients and partners to grow our passenger volumes. and trains that recycle energy back into the network. customers, Go-Ahead’s climate change strategy
way. Mass transport gets people The COVID-19 pandemic has complicated the picture,
The Go-Ahead Group’s purpose is to be the local will impact on all areas of the business. Our
out of their cars, eases traffic as travel habits have changed, and we may never see relationships with partners, suppliers, governments
partner taking care of journeys that enhance the lives
a return to the working and living patterns of 2019. and customers will be more important than ever,
congestion, cuts emissions and But the worst possible legacy of the pandemic would
and wellbeing of our communities around the world.
It is fundamental to achieving our purpose that we plot and our track record of working collaboratively
improves health outcomes. be a car-led recovery that leads to increased and with agility to get things done gives me
a course to becoming a net zero emissions business.
congestion, air pollution and carbon emissions. confidence that together we can deliver our
David Brown — Group Chief Executive But there is much more to do. This strategy sets out
We welcomed the recent National Bus Strategy with its environmental potential.
how we will become a net zero business by 2045. It sets
emphasis on bus priority measures, designed to speed up Katy Taylor — Chief Strategy and Customer Officer,
out targets we aim to achieve between now and then,
bus journeys on congested roads. Innovation like this will Climate Change Sponsor
and the actions required to deliver on our ambition.
help deliver the modal shift to public transport that
The journey we’re embarking on requires a great deal
needs to happen. But it is vital that we encourage
of collaboration – with governments, with partners and
consumer behaviour change in other ways too. As we
with suppliers. We will all need to work together to
emerge from the pandemic into a greener recovery,
ensure a sustainable world for future generations.
Go-Ahead is at the forefront, calling for public
messaging that says: “Walk and cycle if you can, use
buses and trains, and only take the car if you need to.”
This climate change strategy sets out how we will play
our part in reducing emissions. We intend to make our
services and activities as green as possible. This year,
Go-Ahead was ranked top in the transport sector for

2 The Go-Ahead Group plc — Climate change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Executive summary
The need for change is undeniable. The era of debate We are embarking upon this strategy from a strong Our shareholders, including
over the facts of climate change has long passed. The position. Go-Ahead has already achieved a 22%
The Go-Ahead Group aims United Nations International Panel on Climate Change reduction in absolute carbon emissions since 2016.
international fund managers,
to reduce its emissions by (IPCC) warned back in 2018 that the world has just 11 We have also achieved an A-rating in the Carbon tell us that they view progressive
75% by 2035 and be a net years to curb emissions, to ensure that global warming Disclosure Project (CDP) and already report against environmental, social and governance
is limited and the worst impacts of climate change are the Task Force on Climate-Related Financial Disclosures
zero company by 2045. avoided. As a business, we are aligned with the IPCC’s (TCFD). Through a rigorous risk assessment and
values as critical in allocating capital.
prioritisation process (see pages 7-9) we evaluate each
This strategy is ambitious position that the world needs to limit any rise in
temperature to no more than 1.5°C above pre-industrial element of our response to climate change.
but deliverable. It helps levels. Our targets, which are rooted in climate science
A Climate Change Task Force, drawn from across the
plot our route to the clear are consistent with achieving that.
Group’s operations, engineering, finance, facilities,
There are a number of immediate drivers for us to take procurement and communications colleagues, has
destination of 2045 and action. Our shareholders tell us that they view progressive identified five key workstreams. These workstreams,
sets out key milestones environmental, social and governance values as critical and the achievements, priorities and plans defined

along the way. in allocating capital. Political stakeholders have committed

to achieving net zero by 2050 and recognise the
under each, form the structure of our climate
change strategy.
ambitious targets needed by industry to achieve it.
Local and national governments increasingly require Since 2016, Go-Ahead has already achieved a
operators to show evidence of decarbonisation in order reduction in absolute carbon emissions of
to bid for contracts, and many local authorities allow
only cleaner vehicles to operate in their city centres.
22%
In addition, there is also a clear trend of positive
consumer attitudes towards choosing environmentally
responsible businesses. Our operating companies
are already encountering the cost of climate change
as the frequency of extreme weather events increases,
disrupting rail services and blocking roads.

3 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Executive summary continued

Climate change Mitigation: Mitigation: Mitigation: Mitigation:

adaptation Decarbonisation Air quality Water Waste
Identify how climate change impacts Decarbonise our fleet Reduce our negative impact on air Reduce our water footprint by Reduce our overall waste volumes
our businesses, passenger services, and operations quality by reducing emissions: embedding responsible water and increase reuse and recycling,
premises and supply chains, and CO, HCs, NOx, PM management practices by implementing waste initiatives
identify adaptation plans

1. Identify risks and vulnerabilities 1. Bus fleet decarbonisation 1. I mprove bus fleet by procuring 1. Address leaks better 1. I mprove rail and bus waste
electric vehicles management contracts
2. Quantify costs and source funding 2. Rail fleet decarbonisation 2. Reduce third party use of our water
2. Purchase new buses at the latest 2. Increase recycling rates
3. Identify risks to properties 3. Ancillary fleet decarbonisation 3. Reduce water use
emissions standards 3. Behaviour change programmes for
4. Work with suppliers to identify 4. Decarbonisation of properties 4. Improve water sourcing
3. Remove older lower emissions customers and colleagues
and reduce exposure and 5. Develop net/carbon zero commitment standards vehicles from the fleet
vulnerabilities 4. Reduce waste in supply chain and
4. Work on bus priority solutions with operational activities
5. D
 evelop business cases for
local authorities
adaptation measures
6. Work with partners Net zero business by 2045 By 2025 reduce: By 2025 reduce water use by By 2025, increase waste recycling

25%
Zero-emission bus fleet in the UK Carbon monoxide (CO) by 17% rate to
by 2035
Non-diesel rail fleet by 2035
Hydrocarbons (HC) by 49%
Nitrogen oxides (NOx) by 63%
60%
By 2035 reduce carbon emissions Particulate matter (PM) by 55%
by 75%

Identify projects for investing, influencing stakeholders, Prioritise solutions by their impact on customers,
Management principles and governance
driving behaviour change and finding external funding colleagues, carbon and cost

4 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Executive summary continued

Our ambitious targets Programmes to achieve these ambitious objectives will Our journey as a business No business can act on its own.
Go-Ahead’s climate change strategy will identify, quantify be embedded at all levels in the business. All the targets We are determined to reach our targets and key milestones,
will be rigorously monitored through an accountability
Throughout the implementation
and mitigate the effects of climate change in order to but we know that there are many variables that are
adapt; will decarbonise our transport fleet; will reduce structure overseen by the Group’s executive committee outside of our control. The Group cannot control how of our strategy, Go-Ahead will
the negative impact on air quality from our operations; and the Board. quickly the energy grid is decarbonised, or the extent of listen to and engage with
will cut our water usage; and will reduce waste. public funding for electrification of rail lines or zero-
Achieving these goals will require many smaller steps
emission vehicles or alternate technology for our
colleagues, customers, suppliers,
The Group’s overarching target is to become a net zero along the way. These will include investments in new
carbon business by 2045. As milestones on the way to technology – including purchasing zero-emission buses, diesel-operated trains. The “Climate change strategic investors and other stakeholders,
this target, we plan to achieve a zero-emission bus fleet electrifying bus depots and improving the power efficiency risks and opportunities” section of this report sets out and we are looking forward to
some of these variables, and we will continue to hold
by 2035 and to eliminate all remaining diesel trains of railway rolling stock. We will crack down on wastage,
ourselves accountable as a Group, and to be transparent
taking this journey together.
from its networks by 2035, helping to meet our 75% whether through water leaks, unnecessary use of energy,
or idling of engines. Wherever possible we will reduce, about the variables that are inside our control.
emissions reduction target by 2035.
reuse and recycle materials. Acknowledging these contingencies reminds us that
In addition, Go-Ahead aims to cut the amount of water
Go-Ahead will also prioritise sustainability and climate no business can act on its own. Throughout the
used by a quarter by 2025, and to recycle 60% of its
issues in its supply chain. We have defined our Scope 3 implementation of our strategy, Go-Ahead will listen
waste by the same year. Setting out key emissions
emissions as representing less than 40% of our overall to and engage with colleagues, customers, suppliers,
milestones, we will reduce vehicle emission factors by
carbon impact and our next step will be to set targets investors and other stakeholders, and we are looking
17% for carbon monoxide (g/kWh), 49%
for our upstream and downstream carbon impacts. forward to taking this journey together. The scale of
for hydrocarbons, 63% for nitrogen oxides and 55%
We will ensure that, wherever possible, we work with change is significant, and we know that clear and
for particulate matter – all by 2025*.
suppliers that share the Group’s sustainability transparent communication is vital to our success.
The Group’s overarching target is to become commitments. And as a Company, we will introduce The time is now to place public transport at the very
a net zero carbon business by programmes to encourage behavioural change in heart of the global sustainability agenda, and to

2045
colleagues at all levels in the business. precipitate a permanent change in customer behaviour.

* All baselines are FY 2019/20.

5 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Go-Ahead successes to date

Go-Ahead aims to be a leader in the Innovations in bus technology include geofencing, Leading the way in rail
transition to a low-carbon economy. where buses automatically switch from diesel to In rail, we are showing what is possible to achieve
electric mode in city centre low-emission zones. with electrification, alternate (non-diesel) technology
Since 2016, the Group has achieved a Go-Ahead has seen a 6.9% improvement in average Go-Ahead’s progress was
operation, and zero carbon energy. Go-Ahead is the
22% absolute reduction in carbon emissions efficiency of diesel bus fleet between 2016 and 2020, UK’s largest operator of electric trains through its recognised in 2021 with an
– during a period in which our operations due to sustained investment in more fuel efficient Southeastern and GTR companies. GTR’s Class 700 “A minus” rating from CDP – the
have expanded into Ireland, Germany, buses. This has saved 9.5 million litres of diesel, fleet recycles 15.8GWh of energy per period*, which is highest score achieved by any
and 24,000 tonnes of CO2. In Singapore, Go-Ahead returned into the network to power additional services. UK transport operator.
Norway and Singapore. We have been
buses have been fitted with ultra-light solar panels. This equates to a 50% reduction in energy demand
recognised for our success, with These weigh only 20kg and have the potential compared with the previous fleet of trains.
acknowledgement from industry bodies, to save each bus 1,400 litres of diesel fuel. We are In the annual Britain’s Most
To increase our use of renewable energy, solar panels
disclosure standards organisations and beginning to introduce solar technology into our Admired Companies study, we
have been fitted in bus and rail depots in UK and
UK bus fleet. were proud to achieve the top
the media. Germany. Go-Ahead operates the UK rail’s biggest
score for all transport companies
A further initiative in Southampton has seen buses fitted electric vehicle charging hub at Hatfield station, and
in the category of “Community
Powering ahead in buses with air filters to remove particulate matter from the all of Go-Ahead’s UK premises are powered by zero
and Environmental Responsibility”.
We are already leaders in the bus industry. In the UK, atmosphere, making the air behind the bus cleaner than carbon electricity from renewable sources, as we
Go-Ahead operates the largest electric fleet, with 210 the air in front of the bus. For diesel vehicles, modernisation switched to a fully renewables tariff in 2019.
zero-emission vehicles. Having been instrumental in work is underway to bring the Group’s fleet into line with
Finally, an incubator sponsored by Go-Ahead for transport The Financial Times named
the introduction of the first zero-emission services in Euro VI emissions standards, leading to a 33% decrease
start-ups, the Billion Journey Project, is helping the Go-Ahead as a European
London, Go-Ahead successfully launched the first in the average fleet CO2 emission factor since 2012.
Group to identify the next big thing in climate and energy. Climate Leader for its record
electric bus fleet in the North East of England in 2020.
The project supports innovative products that can support of cutting emissions.
In 2016, Go-Ahead opened the UK’s first all-electric Northumberland Park, North London,
our business operations to be cleaner and greener.
bus depot in Waterloo, winning an International Energy has capacity for overnight charging of
* There are 13 periods in the railway year, each of around 28 days.
Globe Award and saving 2,500 tonnes of CO2 since the
project started in 2016. This was followed by a larger 117 buses
all-electric depot in Northumberland Park, with capacity
for overnight charging of 117 buses. This depot is set to
become a “virtual power station”, taking surplus energy
from the batteries of parked buses and feeding it back
into the grid.

6 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Prioritisation
Prioritising our climate
change activity The four Cs
To determine how to devote time and resource effectively, Go-Ahead will assess all potential climate change-
Devising a climate change strategy involves making 5 Develop robust and meaningful targets. We must related initiatives in line with the “four Cs” framework, designed to support our decision-making process.
complex calculations to weigh up the cost, risk and allow ourselves to be publicly held to account for
opportunities of specific investments and activities. measurable progress in addressing climate change.
Go-Ahead has a decentralised structure, as we recognise Carbon
6 Develop achievable action plans. Climate-related How much emitted carbon will the project
that the management teams of local rail and bus
activities should be planned and embedded into save? Each project will be measured
companies are the best placed to make the right
business practices as set and agreed by management. according to its benefit in reducing carbon
decisions for their customers and communities.
7 Track data, report and share our best practice. and other harmful emissions.
Climate change strategy principles
Insights from each business should be leveraged Colleagues
Go-Ahead has adopted the following climate change
to create a continuous cycle of feedback and Carbon What will the project’s impact be on
strategy principles as a best practice approach to
iterative improvement. colleagues? As well as considering any risks
guide day-to-day decision making:
All of Go-Ahead’s decisions are rooted in climate science. to the business, each project will be assessed
1 Identify material risks and opportunities posed on whether it helps us recruit and retain
by climate change. Ensure these are aligned with See page 12 for more details on how our decarbonisation high-calibre individuals, as sustainable
business strategies within every Go-Ahead business. target is rooted in climate science. The initiatives have often been shown to do.
Customers four Cs Colleagues
2 Embed the climate change strategy into business Cost
protocols. Risk registers, Board reports and other key A balanced approach to new initiatives What will the upfront cost be? Will there be a
documents at individual company level must reflect the Go-Ahead is committed to demonstrating leadership cost saving over a longer period? A project’s
risks and opportunities identified in the strategy. on climate change and we understand the need to align potential to reduce costs will be a factor in
the interests of investors, colleagues, communities and determining how to prioritise time and resource.
3 Ensure good leadership and governance. A strong Cost
customers through a balanced approach. Many steps
example must come from the top of each business, Customers
towards adapting the business for climate change will
with leaders publicly committed to prioritising How will the project benefit customers or
carry an upfront cost, which could mean working be received by customers? Each project will
climate change.
together with partners and stakeholders to co-fund be considered in terms of customer reaction,
4 Embed responsibilities and ownership mechanisms climate initiatives. Others involve cultural change, which for example, whether it could change behaviour,
into the business. It should be clear to all stakeholders means working closely with our colleagues, customers influence views on climate change, or change
who is responsible for decisions with environmental and communities to shift behaviours and mindsets. the Group’s reputation.
implications.

7 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Prioritisation continued

Prioritising our climate Stakeholder engagement In developing our climate change strategy, we have Climate change is an increasingly
Climate change can only be tackled if all parts of our reflected on the expectations of our shareholders in
change activity continued important part of our strategy and
economy work together. Go-Ahead is continuously this area, which include:
Initiatives will take various forms: listening to and engaging with stakeholders, and the • Defining a broad corporate purpose that reflects
features heavily in discussions around
• Investment – The transition to zero emissions may
Group has led annual surveys since 2016 to better the needs of our customer, communities the boardroom table.
understand stakeholder perceptions and needs. and shareholders
require additional investment over the short or
In the last five years, air quality and climate change
medium term, even if it is likely to save money in the • Building corporate strategy and business planning
have consistently featured as priority issues. In the
long term. As ever, investments will be subject to to maximise multi-stakeholder value generation
autumn 2019 survey, stakeholders and investors rated
budgetary and capital expenditure limits, and each • Identifying and setting targets, and monitoring and
“air quality and climate change” as the highest priority
initiative will require a compelling business case. reporting against key stakeholder performance
challenges for the Group to take on.
• Behaviour change – Some solutions will involve indicators
Climate change is an increasingly important part of our
behaviour change amongst colleagues, customers Meeting these expectations will encourage the
strategy and features heavily in discussions around the
and wider stakeholders. This will involve creative continued support of current shareholders and will
boardroom table. Ahead of Task Force on Climate-Related
communications and engagement activity. attract prospective investors as we cement our position
Financial Disclosures (TCFD) reporting requirements
as a long term, sustainable investment.
• Policy influence – The pace and scale of the taking effect for Go-Ahead in the 2021/22 financial
transition needed to take on climate change will year, we are already increasing our disclosures through We are currently developing the next stages of our
necessitate collaboration, including partnerships the TCFD methodology, acknowledging the importance internal and external communications and engagement
between public and private sector. As we develop of clear and transparent communication on this topic. strategy. This will help us to explain Go-Ahead’s
our expertise in the climate space, we will seek to This disclosure will require the business to consider its progress on climate change, and to encourage partners
support policy that can effectively deliver change. exposure to climate-related risk, in terms of both and stakeholders to work with us in delivering our
physical and transition risk. Our climate change strategy. Over the coming months and years, we look
• Partner relationships – We will monitor
strategy will increasingly become a strong theme forward to working in collaboration with local and
opportunities for external funding and respond
within Go-Ahead’s narrative and wider communications. national authorities, passengers and investors to
proactively, including through joint applications
accelerate change across the public transport landscape.
with local authorities or partners.

8 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Prioritisation continued

Climate change strategic risks and • Dependencies – Achieving transition depends Strategic opportunities • Enhancing the resilience of the Group – There are
opportunities on external factors over which Go-Ahead has • Modal shift – There is an opportunity for low-carbon, opportunities to enhance the resilience of the Group
Climate change brings significant risks and businesses little control. Cost of transition is a key factor. high-energy efficiency public transport to position – both operationally, by identifying and mitigating
are not immune to this. As part of our governance Dependencies include: itself as an essential climate change solution, and climate-related risks, and at a strategic level by
processes, Go-Ahead keeps a series of risk registers, • U
 K grid electricity decarbonising as National Grid integral to achieving the UK government’s 2050 influencing the expectations of regulators and investors.
which cover operational and strategic risks. These has forecast objectives. As governments around the world take These opportunities will reinforce the long term
are updated periodically and used to reflect how on net zero targets, there is an opportunity for sustainability and success of the business. Our process
• T
 echnological advancement for EV alternatives
we operate, plan and invest. There are also strategic Go-Ahead to showcase its centrality to the to identify existing and future climate impacts has so
occurs for some of the more specialist vehicles in
opportunities for the Group to explore as the result green transition as a trailblazing business. Getting far led to opportunities in fleet maintenance, supplier
the ancillary fleet by 2035
of climate change impacts, which we consider regularly. to zero will require governments to actively support engagement, client engagement and premise planning
• T
 here is significant reduction in traction electricity
modal shift to buses and trains
As of 2021, our top strategic climate-related risks and consumption Climate change also brings physical and reputational
opportunities are classified as follows: • Emerging resource efficiencies – As the grid in impacts which affect our business and require mitigation
• Regenerative braking is delivered as planned on HS1
the UK decarbonises and diesel costs increase, and adaptation efforts.
Strategic risks • U
 LEV bus technology accelerates enough to we are increasingly transitioning to electricity as an
• Technology – Technology risk is comprised of achieve economies of scale and provides the range energy source. The increase in electricity consumption, Read more about our adaptation plans on pages 14 and 15.
the ongoing transition to new technologies, extension needed – and the UK government primarily due to the electrification of our bus fleets,
which is developing rapidly in the transport implements the incentives needed as indicated in provides scale and predictability of consumption
sector. In particular, the ongoing move away the decarbonising transport strategy 2021 over the long term. New opportunities can be explored
from diesel to electricity, and expected shifts • U
 K government funding is available at levels in procuring electricity, which could lead to significant
to hydrogen in bus fleets, could include multiple needed to ensure regional bus fleet transition cost reductions and reputational benefits
risks. These include reliability, compatibility can be undertaken
with existing services, the immaturity of • P
 assenger numbers bounce back from the impact Technological advancement for EV alternatives
hydrogen bus technology, the availability of of COVID-19 reduction occurs for some of the more specialist vehicles
power and space constraints at depots in the ancillary fleet by
• T
 fL completes the fleet transition from diesel
to electric buses as projected
• T
 he majority of GTR diesel operations are electrified 2035
or use alternate (non-diesel) technology operations
by 2035

9 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Governance: embedding in the business

The priority given by Go-Ahead to Data, metrics and detailed action plans are managed
by our Climate Change Task Force – a multi-functional
tackling climate change is demonstrated
team drawn from Go-Ahead’s operating companies and
by leadership on the issue at the from the Group’s head office. The Task Force formulates
highest levels of the business, with the the plans which enable a programme of climate-related
Chief Executive Officer and the Board projects to be delivered across Go-Ahead’s businesses
of Directors. Clear accountability and and is responsible for monitoring progress. There are
five workstreams co-ordinated by the Task Force. Each
transparent reporting structures are in
has an owner on the Task Force who is responsible for
place throughout the Group to ensure forming collaborative cross-business working groups
that our climate change policies and to identify opportunities, develop business cases and
principles are transformed into action. execute delivery plans.

We take a co-ordinated approach across the Group’s

Operating companies
Each of Go-Ahead’s operating companies updates
businesses, to ensure that our climate change strategy
monthly on its progress in addressing climate change
is at the heart of decisions made by leaders across
via its Board reports. Each operating company
Go-Ahead’s devolved company structure.
discusses its progress on climate change mitigation
Group governance activity, and the risks and opportunities of climate-
Go-Ahead’s Chief Executive Officer is ultimately responsible related and environmental impacts, twice per year.
for climate change strategy and leads discussion on
Delivery and implementation of our climate change
climate-related risks and opportunities at Board and
strategy sit with operating companies. Data, actions
executive committee meetings. The climate change
and success against targets are reported at a local level
strategy is approved by the Group’s Board of Directors,
wherever possible. Local empowerment and leadership
which receives updates at least twice annually on progress
are vital to ensure that adequate resources are
against our targets, on changes in legislation, and on
provided for project delivery, and to enable the early
costs and opportunities arising from climate change.
identification of any key challenges.
The executive committee, including the Chief Executive
Officer and Chief Financial Officer, agrees the targets
for tackling climate change and investment priorities.

10 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Governance: embedding in the business continued

Operating companies continued It is hard to make direct comparisons

Accountabilities Teams within individual bus and rail businesses monitor
between businesses in different
the impact of climate change on their operations,
including the cost of goods and services, and supply countries. For example, as Go-Ahead’s
Board
chain requirements. This information is reflected in our bus businesses in Ireland and
operating companies’ risk registers, which in turn feed
into the Group-wide risk register, which provides a
Singapore are provided with vehicles
Approves climate
top-down perspective. by the local contracting authorities,
change strategy
International we have had to make forward-looking
Operating company board Climate Change Task Force
A large majority of the Group’s operations, and assumptions based on the stated
therefore its emissions, climate risk exposures and
Board reports Group-wide data • Analyses data and aims of each authority.
Board meetings Annual reporting climate-related opportunities, are located in the UK.
proposes targets
Director objectives Updates to strategy
• Collates research, With the international expansion of Go-Ahead’s footprint
• Sets local targets over the last five years, additional data from international
identifies opportunities
• Develops and actions and develops business operations has been fed into the Group’s overall base
local delivery plan data, to understand the scale of non-UK emissions and
Exec/CEO/CFO cases and delivery plans
• Embeds strategy across the contribution non-UK operations make to our climate
• Monitors and reports and environmental targets. This has allowed us to set
local business Oversees strategy on progress
targets for the entire Group, and to incorporate all
• Publishes local strategy Recommends targets • Gains science-based operations into the same reporting structure.
Agrees investment targets
• Publishes strategy

Share data
Update of progress against strategy
Share expertise, research and real
life examples

11 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Targets rooted in science

Our approach This means we have set a net zero ambition for scopes 1 technology. We can only achieve our targets if these
Net zero by 2045 Emissions targets are categorised at three levels, and 2 by 2045, which will include offsetting the residual dependencies materialise, a full list of which is provided
according to the level of direct control a company has carbon that cannot be removed. in the “Climate change strategic risks and
We commit to reduce absolute scope 1 and 2 over emissions. opportunities” section. The data and calculations
There are many variables in how the future will unfold,
GHG emissions by 75% by 2035 from an FY behind the Group’s targets will therefore be
2019/20 base year.* • Scope 1 refers to emissions produced directly from some of which are out of Go-Ahead’s control – including
the extent the electricity grid will be decarbonised and comprehensively reviewed and updated every
sources owned or controlled by Go-Ahead
the speed and scope of the shift to low-emission vehicle five years.
• Scope 2 refers to targets from electricity, steam,
Words need to be matched by actions in any robust heating or cooling purchased by Go-Ahead. Scopes 1
climate change strategy. For that reason, The Go-Ahead and 2 include emissions from our buses, trains and
Group is setting targets rooted in science which commit premises around the world
the business to clearly defined, measurable change of • Scope 3 targets include carbon used in our supply Forecast Group GHG emissions to 2050 (scope 1 and 2)
a scale required to match current climate science. chain – such as the carbon generated when our buses
Decarbonisation targets summarise the actions we will are built and maintained, or the carbon emitted when 800,000

be taking, but for those targets to be meaningful they purchased goods are manufactured and shipped to us
need to be aligned with a reduction in greenhouse gas 700,000
Go-Ahead intends to reduce emissions across all three
emission levels necessary to prevent catastrophic
categories. In the first instance, we have set binding and 600,000
change to our climate.
high-impact targets against scopes 1 and 2. We are
To pinpoint how far, and how quickly, emissions need currently in the process of developing our more 500,000

tco2e/year
to be reduced, Go-Ahead is working with ERM, a global complex scope 3 emissions reduction activity and will
400,000
carbon consultancy, to set our carbon reduction target. publish these targets later in 2021.
All the measurements in this document have been
The baseline for the strategy is an independently 300,000
calculated following best practice methodology and in
verified measure of Go-Ahead’s emissions for the
line with the latest peer-reviewed scientific research. 200,000
financial year ending June 2020. We used this to
* Go-Ahead has submitted its decarbonisation targets to the Science Based
Targets initiative for verification.
project future emissions over a 15-year horizon and 100,000
calculated that in order to contribute to meeting the
1.5°C threshold, we must reduce emissions by at least —
2020 2025 2030 2035 2040 2045
4.2% on average annually. However, we can do more.
We have set a target that means we are aiming to Rail Bus Premises Ancillary fleet

decarbonise by 75% by 2035, from 752,000 to

From 2045 residual CO2 will be offset.
188,000 tCO2e/year.

12 The Go-Ahead Group plc — Climate Change strategy

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Workstreams
Adaptation
Read more on page 14

Adaptation

Decarbonisation
Read more on page 16

Waste Decarbonisation
Air quality
Workstreams Read more on page 18

Water
Read more on page 19

Water Air quality

Waste
Read more on page 20

13 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Adaptation
Climate change adaptation Prolonged periods of hotter and wetter weather • Increased insurance premiums • Risk registry and actions: Go-Ahead and its
are becoming more frequent, and more disruptive. • Costs of long term relocation, for premises at operating companies are incorporating climate change
Much of our climate change-related activity will focus
The infrastructure that we operate, and third party flood risk into our robust existing risk registers. The inclusion
on mitigating the impact of climate change, that is,
infrastructure that we rely on, is increasingly of climate change into our registers will generate a
avoiding the worst-case scenario impacts and ensuring • Costs of dealing with flooding, high winds and other
impacted by weather-linked disruption. In our rail series of activities designed to reduce the impact of
we can make our contribution to limiting global climate-related weather events at our owned and
operations and bus businesses, we are seeing climate change and extreme weather events
warming to 1.5°C . leased properties, depots and stations
increases in landslips and floods every year. • Supply chain focus: We will identify the ten most
It is also vital to consider how our business will be • Our people, essential to our operations, being unable
Research shows that the UK will experience increased operation-critical suppliers for each of our companies.
required to adapt to changes in the climate, and what to get to their place of work due to severe weather
instances of heavy rainfall and higher wind speeds. For each of these suppliers, we will ensure that they
this will mean for our investment, engagement and conditions which impacts on our ability to
We are moving into an era of hotter, drier summers and have a climate change adaptation appraisal in place,
operations. Our aim in this workstream is to identify deliver services
wetter, warmer winters with an increasing risk of snow. and a planned approach to maintain continuity of supply
how climate change will impact our business, and to As a business, we need to adapt our operations and and services in the case of extreme weather events
identify and quantify key climate risks, so we can take There are many risks in this more unpredictable businesses to ensure that we can continue to operate
steps both to mitigate against them, and to adapt to them. operating environment. These could include, but are • High-risk location assessment: We will identify
effectively, sustainably and affordably. It is our aim to
not limited to: locations that could be most at risk of extreme
We will need to work closely with partners on developing do so whilst maintaining value for money for
weather impacts such as flooding, high winds and
our plans, including Network Rail, Highways England, • Customer complaints and negative feeling about passengers, delivering to our contracts and ensuring
earth movements. Working with local partners, we will
national government, local authorities and our suppliers. increased disruption returns for investors.
aim to diagnose what mitigating action we could take
At the same time, it is important to consider opportunities • Increased risk of accidents to passengers and These risks are difficult to quantify and even harder to to reduce this risk, and what adaptation processes we
alongside risks. There will be impacts of climate change our people predict. As with many other businesses, we are at an may need to put in place. Our priorities will include
on our passenger services, our premises, the infrastructure • Failure to meet contractual obligations due to early stage of scoping and planning the actions we will maintaining operations and passenger services
we utilise, and our supply chain and partners. But there weather events need to take to adapt to climate change. The future whilst protecting buildings and our people, increasing
will also be opportunities for the business to improve our holds significant disruption, and we will need to act proactive maintenance, identifying property devaluation
• Increased compensation pay-outs
operations, attract new customers and adapt to serve the decisively and quickly. risk and the possibility of vacating premises that will
new, greener world that will emerge.
• Increased maintenance and repair activity and costs be increasingly affected. Business continuity planning
Looking to the future
• Restrictions on infrastructure, premises and other will be reviewed alongside the ongoing development of
Our experience of climate change Quantification of the risks we face, and adaptation
asset usage our emergency response and service disruption plans
It is already possible to see significant negative impacts to meet them, is an important priority for Go-Ahead.
from climate change on our businesses, our operations We will focus on three key areas to support our
and our customers. adaptation workstream:

14 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Adaptation continued

Business level risk assessment Operational level risk assessment

We have identified the key strategic risks faced by the business due to the physical risks of climate change. For us, Climate adaptation risk registers have also been completed by our operating companies. An indication of the
these are closely interlinked with reputational risk, because if our ability to operate is jeopardised by physical risk, risks to rail and bus operating companies gives a sense of the scale of adaptation needed. We have already
this will affect our brand reputation in the eyes of our customers and stakeholders. There are three key physical seen examples of these risks in action, and work is already underway to adapt to these trends.
risks and three key reputational risks.

Physical 1 Damage to people, for example injury due to 6 Embankment weakening and earth slips,
panels being blown from premises during affecting the ability to run certain routes
Cost risk This stems from the accumulated costs of physical risks such as weather events occurring at extreme weather events
individual operating company level. Our operating companies have identified multiple physical risks 7 Timetable disruption
from climate change in their risk registers, many of which are already experienced. This includes risks 2 Risk of increased incidences of extreme storms
8 Contractual penalties
to fleet, premises, operations, people and supply chain. and high winds, causing service disruption
9 Increased maintenance and repair costs
3 Loss of revenue on exposed routes
Provision risk Physical risks could impact our ability to provide reliable bus and train services. This would lead to
10 Decrease in customer satisfaction
reduced passenger numbers and a loss of revenue for the business, and result in failure to deliver 4 Damage to vehicles and property
contractual obligations and service levels. 11 Increased insurance premiums and claim
5 Increased flooding
excess costs
Asset value At asset level, physical risks, such as the repeated flooding of a bus depot, will significantly reduce the
risk asset value of the depot or significant replacement cost of assets contained within our premises.

Reputation

Climate change There is a risk of damage to Go-Ahead’s reputation with all stakeholders, including regulators, investors,
reputation risk passengers and colleagues, if we are perceived as not fully committed to tackling climate change.

Contract risk With physical risks to operating comes the potential risk of breach of contract conditions. This could
lead to loss of confidence on behalf of our clients and partners and, ultimately, loss of contracts.

Reliability risk The physical risks of climate change are likely to impact on our ability to deliver reliable services. This
is made more unpredictable by the fact that Go-Ahead is not responsible for the road and rail infrastructure
on which we depend. These risks will impact our reputation as a reliable transport operator.

15 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Decarbonisation
Reducing carbon emissions If Go-Ahead does not take action on this issue, our Buses Rail fleet
competitors will – and those with more climate-friendly Go-Ahead’s 5,000 buses carry over 2 million passengers The majority of the Group’s rail operations are already
At the heart of Go-Ahead’s climate change strategy
reputations could ultimately take market share from us. a day (numbers taken prior to the COVID-19 pandemic). electrically powered. Go-Ahead will transition towards
is a pressing need to reduce the greenhouse gas
This would weaken our business and undermine our ability The Group presently operates 200 electric buses in 100% either electric or alternate (non-diesel) technology
emissions generated by day-to-day bus and rail
to contribute positively to the change we wish to see. London, Oxford, Salisbury and Newcastle. Whilst operation as soon as track and infrastructure allow. This
operations. This is a top priority for the business and
Go-Ahead does not have control over the buses owned will require public funding for electrification of a small
will continue to inform our investment decisions. Key targets
by the local contracting authorities in Ireland and number of branch lines in the South East of England or
The Go-Ahead Group has established targets that are
Drivers for change Singapore, we are aware that the authorities in these in alternate technology on our trains that are currently
rooted in climate science.
There are a number of clear and undeniable reasons countries are fully committed to converting their diesel diesel operated.
why we need to act. • Net zero carbon emissions by 2045* buses to the cleaner bus fleet in the future and we are Beyond this, Go-Ahead will drive continuous improvement
We have listened closely to our local communities and • 75% reduction in carbon emissions (scope 1 and 2) fully supportive of these initiatives. in performance through improved measurement of energy
to political stakeholders. All these stakeholder groups by 2035
UK regional bus fleet consumption and on-train metering.
expect Go-Ahead to contribute positively to reducing These targets incorporate the following: Go-Ahead intends to secure sufficient government
the global threat of climate change, and to addressing Ancillary bus and rail vehicles
• Conversion of Go-Ahead’s UK bus fleet to funding contributions, to enable the decarbonisation of
The Group will specify that, by 2035, our 350 ancillary
the risks posed to our business by environmental damage. its regional bus fleet across the UK, and to implement
zero‑emission models by 2035 vehicles must be electrically powered, rather than
Carbon emission reporting and reduction activities are • A significant reduction in emissions from Go-Ahead’s a transition plan for the phased replacement of diesel
diesel powered, at the end of the existing lease or asset
now mandatory in many geographies. We anticipate this international bus fleet by 2035, in line with requirements buses with low-carbon electric and hydrogen vehicles.
life of purchased vehicles.
trend growing, with forthcoming laws and regulation set by national and local transport authorities London bus fleet * Offsetting of residual CO2 from 2045.
continuing to raise the financial burden of generating
greenhouse gases. At a local level, towns and cities are
• A non-diesel rail fleet by 2035 We are supportive of Transport for London’s (TfL) ** TfL has the stated aim of completion by 2037 at the very latest.

• A significant improvement in the energy efficiency strategy for decarbonisation. Go Ahead London’s bus
increasingly empowered to set their own targets on
of all Go-Ahead bus and rail premises by 2035 fleet will be switched from diesel to electric in line
decarbonisation, and many are establishing emission-
with Transport for London’s (TfL) stated objectives
related conditions for operators of public transport.
of completion.**
As a commercial business, Go-Ahead is obligated
to minimise costs and seek efficiency when making
investments in low-carbon solutions. These aims
support the delivery of an affordable service for
our customers.

16 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Decarbonisation continued

Our premises Engaging with our industry partners to influence

We plan to introduce initiatives to reduce the the evolution of rail franchise structures
consumption of electricity within Go-Ahead offices, This could include options like GTR’s “transforming rail” Electric buses for the North East
depots, stations and premises, including new contract. Along with our industry partners, Go-Ahead
will advocate for an optimum length of contracts to In November 2020 Go-Ahead launched the first Based at Go North East’s state of the art depot
specification of LED lighting.
enable long term carbon reduction investments. fully electric bus fleet in the North East of England. in Gateshead, the game-changing “Voltra” buses
For rail premises, agreement will be needed between The nine new electric buses on its Go North East are powered by zero-emission clean sources such
operating companies and the Department for Transport Engaging with rolling stock companies to
services provide 55,000 journeys a year covering as solar, wind and hydro, and are housed in a new
on the investment required to reach consumption encourage innovation
300,000 miles to nearly 2 million passengers in the electric bus micro depot capable of accommodating
targets. These investments could include the purchase In rail, we will work with rolling stock companies on
region, across Newcastle and Gateshead annually. 30 electric buses, paving the way for future
of more efficient plants and equipment. low-carbon fleet innovations, especially for use on
investment. The vehicles are the result of a £2m
sections of track which are not already electric.
Engaging and influencing stakeholders investment with top-up funding from the
Where opportunities require new funding arrangements,
Go-Ahead is committed to an ongoing dialogue with government’s Ultra Low Emission Bus Fund.
a business case will be presented to the Department
our stakeholders on decarbonisation initiatives. for Transport. The Voltra buses have a striking new futuristic look
In particular, the Group will prioritise the following: and boast a whole host of onboard features, including
Engaging employees in reducing energy high-quality interiors with luxury seating using
Engaging with government and regulators to Our Go-Ahead colleagues play a valuable role in
enhance low-carbon investment sustainably produced materials.
identifying opportunities to improve our energy
Alongside our strategic partners, Go-Ahead will advocate efficiency and decrease our carbon emissions. Features include free Wi-Fi, wireless and USB
for greater government ambition on low-carbon investment. We will introduce programmes to encourage charging, seat back phone holders that allow
We will do this by clearly communicating the role of behaviour changes by colleagues from across you to comfortably watch videos from your seat,
buses and trains in supporting smart cities, in helping to the business. next-stop audio-visual announcements, and
combat climate change and in improving air quality. “tap-on tap-off” contactless bankcard ticketing,
which is a first for the North East.

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Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Air quality
Improving air quality Key targets Procurement – We will continue our policy of procuring
By 2025, we commit to reducing our vehicle emissions new vehicles with zero tailpipe emissions. For our existing
Improving air quality in our towns and cities is vital.
factors for the following four pollutants, against a Greater London routes, we will move to procuring only Powered by the sun
Clean air is beneficial for our health and wellbeing, and
baseline year of FY 2019/20: electric vehicles, with a plan to expand this across the UK.
for our environment and the global ecosystem. Our We are trialling ultra-lightweight solar panels,
stakeholder surveys show that air quality, along with • Carbon monoxide (CO) 17% reduction (g/kWh) Air quality metrics alignment – We will commit to weighing less than 20kg, on 21 vehicles in both
climate change, are the two priorities that Go-Ahead • Hydrocarbons (HC) 49% reduction (g/kWh) establishing a fleet-wide standard for measuring air quality. Southampton, UK, and Singapore. We expect
should be taking on. Combating them both requires a Electric vehicle (EV) charging points – We want to that this will improve vehicle performance
• Nitrogen oxides (NOx) 63% reduction (g/kWh)
transition to low-carbon, zero-emission transport. increase the number of EV charging points available in whilst decreasing overall fuel consumption.
• Particulate matter (PM) 55% reduction (g/kWh) We are looking forward to the results of our
Prioritising air quality brings us into alignment with the car parks of our train stations. We will work closely
both national and local governments, as public Successes to date with partners to make these investments profitable. trial in late 2021, and to expanding this
authorities are increasingly aware of the role that air Since 2012, we have invested in modernising our existing innovative approach.
Working with local authorities – Our rail operating
quality can play in greener, cleaner, healthier lifestyles. bus fleet with the aim of reducing emissions. We have
companies GTR and Southeastern Railway will pioneer
Go-Ahead has a clear mandate to address this issue, seen extensive success across the the Group: *’**
collaboration with local authorities, to co-develop and
through increasing efficiency in our existing activities, • 33%* reduction in emissions factor (g/kWh) launch integrated sustainable transport plans.
and innovating towards new ways of doing business. for carbon monoxide (CO)
Innovating our existing fleet – To complement our
We have already made significant steps to improve our • 59.3%* reduction in emissions factor (g/kWh) new clean vehicle purchasing commitments, we will
emissions through purchasing vehicles meeting Euro for hydrocarbons (HC) continue to adapt our existing fleet to reduce emissions.
standards on pollutants. Euro VI is the latest in the series • 68.5%* reduction in emissions factor (g/kWh) * Independently verified by Bureau Veritas (BV).
of increasingly stringent standards that specify the for nitrogen oxides (NOx) ** This methodology, calculations and the assumptions underlying it have
maximum emissions of pollutants in diesel engines. By
• 68.6%* reduction in emissions factor (g/kWh) been verified by Bureau Veritas. The below outlines recommended
investing in new fleet vehicles and purchasing new vehicles additions and contextualisation to the assumptions, and includes the
for particulate matter (PM) assumption made on emission factor definition.
to replace those vehicles which meet previous standards,
we are continually reducing the amount of emissions Looking to the future The vehicle emission factors utilised within the assessment are assumed to be
the maximum emission rates for each relevant Euro Class.
that we produce. Cleaner air is an ambition that we want to work towards
Technology failures, distance travelled and driving conditions have not been
together with all our stakeholders. We will focus on six included in assumptions. ZEBs are assumed to have zero tailpipe emissions.
We continually review the efficiency of our fleet, and
key initiatives to improve air quality:
aim to proactively replace older vehicles, making use of Emissions factor definition – emission factor is the average emission rate of a
given source, relative to units of activity, in this case grams per kilowatt hour
scrappage incentives and investing in green transport (g/kWh).
innovation initiatives.

18 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Water
Like air, water is increasingly recognised as a key arena Target Responsibility for this important area will be clearly
where physical climate risks may be realised. Climate Reduce water consumption by 25% by FY 2024/25. defined as the Group develops its monitoring and
change will challenge the reliability of the world’s water reporting, and management will be expected to Putting a stop to leaks
Looking forward investigate and take appropriate mitigation action
supply. Weather events including higher temperatures,
Access to clean water is a right that we want to ensure With an aging rail infrastructure, leaks in water
more frequent droughts and increased flooding will in cases of water over-consumption. This governance
for future generations. We will focus on three key initiatives pipes are inevitable as pipes wear out or are
contribute to a scarcity of clean, uncontaminated water. structure will also be responsible for steering initiatives
to conserve water and improve our water stewardship: damaged by prevailing weather conditions.
to increase awareness of water consumption
As a responsible business, Go-Ahead views careful
Water efficiencies – Investigations have already begun among employees. To deal with this GTR and Southeastern
management of water as an essential component in
to identify where there are possible water efficiencies proactively monitor for water leaks using
ensuring that its operations are environmentally Granular water measurement – Measuring and
within operating businesses across the Group. These dedicated water data loggers. Since 2019 GTR
sustainable. We have therefore committed to a target of monitoring water use rely on having good data.
will include looking at vehicle washing schedules, has seen over 200 water data loggers fitted to
reducing water consumption by 25% by FY 2024/25, with Data loggers can provide this, but there can be issues
infrastructure improvements such as improving toilet supplies which provide an early warning system
a baseline year of FY 2019/20, for all Go-Ahead companies. with reliability and removal by third parties. Go-Ahead
and tap flush controls, and local ownership of water use against continuous water flow.
is ensuring that local supplies of water are data logged
The impact of leaks with on-site observation and proactive water management.
or water providers will be asked to provide accurate, Both rail businesses have made significant
The primary cause of water wastage within the Group
Each operating business will produce action plans metered data. progress in monitoring water loss, identifying
is leaks. Leaks develop due to the age and condition
developed at a local level to reduce its water usage and leaks early and resolving them effectively.
of underground pipework, as well as from infrequent
tackle leaks. These plans will be owned and implemented Since the first steps were taken to address the
damage by groundwork contractors. If pipework is
by teams on the ground in depots, stations and offices. issue, GTR and Southeastern have achieved a
not managed properly, there is a risk of water erosion.
If surface water is able to seep away though underground Water reporting – The Group is stepping up reporting 30% reduction in water consumption.
routes caused by erosion, this can lead to instability processes to monitor and measure water usage.
in infrastructure such as railway tracks, causing We are creating a central governance structure to
extensive disruption. oversee the management of water utilities across
all operating companies.

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Waste
Reducing waste and improving Key targets Waste reporting – By the end of 2021, the Group plans reducing single-use plastic and introducing packaging
We have short, medium, and long term targets for waste to establish a consistent waste reporting process that return schemes. Baseline targets will be included in our
recycling improves visibility of data, provides consistent metrics future tender processes to identify suppliers that align
volume produced, and for recycling.
Changing the way we manage waste is important due to
and informs overall waste reduction targets. This with our environmental targets.
the role played by waste products in contributing to overall We aim to increase the overall proportion of waste
framework will be rolled out across all bus and rail Paper and printing waste – We will work with colleagues
greenhouse gas emissions, as well as the negative impact recycled across the Group to:
companies within the Group. to reduce paper usage and printing volume. This will be
on the wider environment. There is an ever-increasing • 60% by 2025
societal and consumer interest in recycling and Supply chain waste – We will work with our suppliers encouraged via printing-per-colleague reports for all
• 70% by 2030 to set a target for an overall reduction in waste volumes. bus and rail companies, as well as an internal behaviour
environmental conservation. As a socially responsible
business, we care about how we impact our local • 80% by 2035 This will focus on avoiding excessive packaging, campaign to make the switch to digital.
communities and the local environments wherever We are currently establishing our targets for reducing
we operate. the overall amount of waste produced and expect
these targets to be set by the end of 2021.
The UK government has set a target to reduce
greenhouse gas emissions by 68% by 2030, compared Looking to the future Waste on the move in Brighton
to 1990 levels. There are two UK government initiatives Focusing on waste allows us to address local
currently in process that we look to support through environmental issues at the same time as climate We are working with Green Block Consulting to trial they have produced encourages recycling, which
our waste and environmental plans: the Environment change. We will focus on four key initiatives to a mobile recycling facility at Brighton train station, is charged at a lower rate than general waste.
Bill, and the Waste Prevention Programme for England. improve waste management and recycling: which accounts for 11% of the total waste produced
The pilot will have two phases. Phase one will take
The Environment Bill making its way through Parliament across GTR stations. Though small in size, the mobile
Waste management contracts and recycling place between June and October 2021 at Brighton,
in mid-2021 has several measures related to waste, segregation unit (MSU) has large scale capacity to
at stations – We are focusing on GTR in our waste strategy and phase two, running from October 2021 to June
including the requirement that producers separate facilitate the segregation of unsorted waste at the
in the immediate term, with Southeastern coming online 2022, will include up to 16 stations within a 15-mile
certain materials prior to collection and processing. point of production. The self-contained unit will be
in January 2022. At GTR, we are looking to introduce a radius of Brighton. This hub would capture 14% of
This aligns with the new Waste Prevention Programme installed at Brighton station. The unit provides
new waste management contract as the existing one comes GTR’s total annual waste. Phase two will see waste
for England that is currently in consultation phases. instant access to real-time waste data, allowing
to an end in 2022, with an increased focus on recycling transported between stations by an electric vehicle,
These new requirements mean we can expect the waste trends to be locally identified. All waste is
and waste segregation. GTR will be undertaking a pilot further increasing the positive environmental
associated costs of waste disposal to increase. barcoded and can be attributed to waste producers.
at Brighton station which will inform our future bus and aspects of this scheme.
By taking steps now to reduce the amount of waste Enabling retailers to pay only for the waste that
rail waste strategies. This will include a mobile segregation
produced, and to improve our waste management,
unit on site, new recycling bins and a behavioural
we are both improving our positive impact on the
change campaign for customers in Brighton focusing
environment and reducing our overall costs.
on responsible disposal of waste and recyclates.

20 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Delivery roadmap
2021 2025/26 2029/30 2034/35

Decarbonisation

Regional bus decarbonisation Gov. funding; fuel efficiency; diesel buses replacement No diesel buses

London bus decarbonisation Electric vehicles make up % of Go-Ahead London (TfL services) fleet:

12% >40% 60% 100%

Rail fleet decarbonisation Metering of fleet and monitoring of energy* Electrification of remaining lines or alternate technologies; ongoing metering of fleet 2035: No diesel rail

Ancillary fleet decarbonisation Replace as existing leases expire

Premises decarbonisation Plant and equipment plan and upgrades; opportunities identified from energy audits 100% LED conversion

2021 2022 2023 2024/25

Air quality

Procure new vehicles (Regional) Order replacement vehicles for regional bus to catch up on average fleet age losses (Euro VI or ZEB)

Procure new vehicles (London) Produce regular emission factor reports. New EV buses in London**

Innovation projects Solar panel trials EV prototype trialling in 2022; annual site air quality monitoring and measuring

* Assuming UK government investment in alternate (non-diesel) technology operation and metering. This date is based on the assumption that we continue operating both our existing rail contracts indefinitely.

** Targets are based on forecasts of new electric vehicle purchases at Go-Ahead London, as follows: 40 zero emission buses (ZEBs) in 2021/22, 162 ZEBs in 2022/23, 231 ZEBs in 2023/24.

21 The Go-Ahead Group plc — Climate Change strategy

Introduction Executive summary Go-Ahead successes to date Prioritisation Governance: embedding in the business Targets rooted in science Workstreams

Delivery roadmap
2021 2022 2023 2024/25

Adaptation

Risks and mitigation management Risk assessment, registers Define and quantify mitigation Measures and plans embedded
and quantification of risks

Review supply chain Identify critical suppliers and their adaptation Mitigation activities identified
continuity plans

Property assessments Identify local extreme weather predictions, develop Embed actions and reviews
premise safeguarding plan, assess high-risk areas

Water

Water efficiencies Identify water efficiencies, action plans Embed into new builds/redevelopments; robust leak
and guidance management system

Improving data management Formal Utilities Working Group and site water
and reporting champions; staff awareness campaign; improve data
collection; third party separation

Waste
Mobilise new Southeastern waste contract and
Waste contracts Phase 1+2 Brighton Waste trial;
agree strategy for re-letting of GTR and bus
new reporting requirements implemented
waste contracts*

Waste reporting Identify waste streams; develop new reporting

process and requirements; set reduction targets

Supply chain Review waste from suppliers and opportunities Identify suppliers to work with Revise supply chain charter and contracts
to reduce/return

* This date is based on the assumption we continue operating both our existing rail contracts indefinitely.

22 The Go-Ahead Group plc — Climate Change strategy

 Thank you
We would like to thank the Go-Ahead Climate Change Taskforce members for
their enthusiasm and hard work in bringing this strategy, and the targets within it,
to life. This is especially impressive given the challenging conditions brought
about by the pandemic during the development of this work.

Chris Grinstead Graham Mollison

Jeremy Marshall Ben Murray
Martin Harris Michael Zah
Keith Jipps Leonard Lee
David Cutts Erik de Greef
Steve Ambury Nadine Exter
Patrick Clements Katy Taylor
Ian Hall Charlotte Scallon
Mark Horide

23 The Go-Ahead Group plc — Climate Change strategy

For more information, contact: [email protected]