Our Strategy & Targets

Our Sustainability Strategy

Our Sustainability Strategy is grounded in the findings of our Double Materiality Assessment, which we translated into strategic sustainability themes aligned with Azets’ business priorities and stakeholder expectations from the material topics identified.

We have defined a clear sustainability vision supported by key metrics and measures that reflect Azets’ purpose and our pathway pillars, ensuring they remain fit for purpose across the multiple jurisdictions in which we and our clients operate. The strategy outlines our core sustainability pillars (highlighted in purple), which represent the areas most material to our business. We are committed to continually driving progress against these themes, monitoring performance and always striving for improvement.

We have also ensured that these themes align with the regulatory requirements we are subject to, as well as with wider market standards we have committed to.

Finally, we remain focused on evolving through insight and impact: improving our Sustainability performance and targets over time, and communicating our progress and achievements to our broader stakeholder community, ensuring transparency and reinforcing our commitment to responsible business.

Our target setting

Following the formalisation of our Group Sustainability Strategy, it was imperative that we also set clear Group-level sustainability targets. Doing so translates our strategy into measurable priorities, strengthens accountability, and provides a clear framework for tracking progress over time. This is crucial to ensure our ambitions are not only well defined, but also actionable and embedded across the business.

Our 2030 targets therefore represent the outcomes we intend to work towards as Azets continues to build a more sustainable, resilient and responsible business. These ambitions are also grounded in the Future-Fit Business Benchmark, helping ensure our targets focus on the ‘break-even’ fundamentals - reducing harms and building the management systems needed to operate responsibly and resiliently over the long term.

We will also review progress against our targets frequently, using this regular assurance process to track performance, drive continuous improvement, and refine or expand our target set over time as our strategy and maturity continue to evolve.

Our Sustainability Targets

Environmental (E)

Theme	Level	Target statement	Target year
GHG Emissions Reduction	Target	Set SBTi-aligned Scope 1, 2, and 3 reduction targets and be on track to achieve them	2030
GHG Emissions Reduction	Sub-target	Set SBTi-aligned reduction targets for Scope 1, 2, and 3 and obtain validation from SBTi	2028
GHG Emissions Reduction	Target	Achieve 90% renewable energy use across sites we directly control energy procurement	2030
GHG Emissions Reduction	Sub-target	Achieve 70% renewable energy use across all sites we directly control energy procurement	2028

Social (S)

Theme	Level	Target statement	Target year
Employee engagement and satisfaction	Target	Improve overall employee engagement and satisfaction by maintaining eNPS at or above the industry be	2030
Employee engagement and satisfaction	Sub-target	Increase eNPS to 31	2028
Gender balance in senior leadership	Target	Reach gender balance of 40/60 in senior leadership positions (covers J1 and J2)	2030
Gender balance in senior leadership	Sub-target	Reach gender balance of 38/62 in senior leadership positions (covers J1 and J2)	2028
Gender balance in total workforce	Target	Maintain gender balance of 50/50 in total workforce	2030
Gender balance in total workforce	Sub-target	No sub-target suggested, as the target focuses on maintaining	2028
DE&I NPS	Target	Improve overall DE&I NPS to meet or exceed the industry benchmark (between top 25–50th percentile),	2030
DE&I NPS	Sub-target	Increase DE&I NPS to 44	2028
Leadership development participation	Target	Achieve gender-balanced participation in leadership development programmes, with women representing 50:50 of participants across key leadership and career progression programmes at Group level	2030
Leadership development participation	Sub-target	Increase female participation in leadership development programmes to at least 38% overall, with a clear action plan in place to strengthen the female leadership pipeline	2028

Governance (G)

Theme	Level	Target statement	Target year
Responsible AI governance	Target	Implement a responsible AI governance framework, under which 100% of in-scope AI systems are assesse	2026
Responsible AI governance	Sub-target	100% of all implementable AI will be routed through the Responsible AI governance framework	2026
Responsible AI governance	Sub-target	100% of in-scope AI systems are assessed and monitored for ethical risks, with action plans in place to address key risks*	2027
Responsible AI governance	Sub-target	80% of our employees will be upskilled in AI, ensuring we continue to nurture our people & equip them with the right tools to succeed in the workplace	2027
Supplier decarbonisation	Target	Engage strategic suppliers to support decarbonisation in line with our SBTi-aligned ambition and pro	2030
Supplier decarbonisation	Sub-target	No sub-target suggested, as the target would relate to a specified SBTi target under the Climate pillar	2028
Supplier ESG risk screening	Target	Conduct ESG risk screening covering 100% of strategic suppliers to assess risks of significant adver	2030
Supplier ESG risk screening	Sub-target	Conduct ESG risk assessments covering 70% of strategic suppliers to assess risks of significant adverse environmental and social impacts	2028

Our Strategy & Targets

Our Sustainability Strategy

Our target setting

Our Sustainability Targets

Environmental (E)

Theme

Level

Target statement

Target year

Social (S)

Theme

Level

Target statement

Target year

Governance (G)

Theme

Level

Target statement

Target year

About Azets

Our Leadership

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