To achieve this, we have chosen to use the Global Reporting Initiative (GRI) measures that relate to our areas of impact and influence. These show our progress towards the UN Sustainable Development Goals that we have selected as the ones where, as a predominantly UK supply chain provider, we can make the best contribution.
UN Sustainable Development Goals
Wincanton supports the achievement of all the United Nations sustainable development goals (SDGs) and their associated targets. In our business sectors, we will strive to make progress against those SDGs where we can have a direct, positive material impact in the regions in which we operate.
We are specifically committed to making progress against the following UN sustainable development goals:
Global Reporting Initiative (GRI) measures
We have chosen to present the ESG information in tabular form so that information is consistently presented across E, S and G where possible.
GRI references are provided for clarity and we have provided the specific definition of each measure so that users are able to make comparisons with confidence.
Further explanatory references and narrative are provided where required.
Environmental
Wincanton Definition
Waste is a result of pack/filling in warehouse applications; conversion of bulk packaging into bespoke packaging; reverse logistics from store or home deliveries for retail clients and specific waste streams from onsite activities, e.g. kitchen waste, IT equipment, scrap product disposal, etc. Waste is only reported where we control the disposal through a procured waste service provider. No other upstream or downstream waste is reported.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
|
No data reported |
No data reported | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
A small number of WSPs are contracted to manage our waste. Reporting, value creation, innovation and disposal/recycling performance are reported periodically and reviewed regularly. Waste audits are completed by site and CI plans created to drive performance improvement. This includes working with customers to eliminate difficult to recycle packaging materials.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
Interim progress agreed with each customer through sustainability plan projects and execution progress reviews. No overall interim target.
Long term target
Eliminate difficult to recycle packaging by 2030.
Narrative
Short term measurement of this goal yet to be defined.
Wincanton Definition
Total tonnage of residual waste from all sites serviced by our preferred WSP(s). (tonnes)
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 3,698 | 2,999 | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
Total waste is driven almost entirely by our customers' and our respective growth and activity level.
Wincanton Definition
Total tonnage of hazardous residual waste from all sites serviced by our preferred WSP(s). (tonnes)
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 220 | 15 | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
2022-23 hazardous waste increased significantly owing to a 198 tonne end-of-year disposal of outdated packaged product stock on behalf of one of our customers.
Wincanton Definition
Total tonnage of residual waste from all sites serviced by our preferred WSP(s) sent for recycling. (tonnes)
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 2,361 | 1,640 | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
Percentage of residual waste from all sites serviced by our preferred WSP(s) sent for recycling. (%)
Performance vs Target
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 63.8% | 54.7% | No data reported | No data reported |
Short term target
- Double our recycling from residual waste by 2024-25.
- Baseline is May 2021 for previous 6 month rolling average = 36.3% making the 2024-25 target 72.6%.
- Recycling rate is measured each month as a 12 month rolling average.
- 2022-23 year end target is a 53.8% recycling rate.
- "Residual waste" is defined as site waste after customer mandated recyclate revenue streams have been removed.
Long term target
72.6% by end FY 2024-25
Narrative
Continued strong performance driven by customers seeing sustainable value in us managing more of their recyclates.
Wincanton Definition
Total tonnage of residual waste from all sites serviced by our preferred WSP(s) not sent for recycling. (tonnes)
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 1,337 | 1,359 | No data reported | No data reported |
Short term target
Zero waste to landfill
Long term target
Zero waste to landfill
Narrative
No waste to landfill. All non-recycled waste to incineration/energy from waste (36.2%).
Wincanton Definition
All consumption of white diesel, red diesel, LPG, natural gas and electricity where Wincanton colleagues are operating the equipment on a site/operation managed by Wincanton irrespective of who purchases the energy/fuel. Quantities are then converted to energy in Gross CV MWh using the UK BEIC conversion factors for the relevant year.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 1,405,287 | 1,408,774 | 1,360,767 | 1,411,292 |
Short term target
No target set
Long term target
No target set
Narrative
Carbon reduction plans include electrification and point of use energy requirements are likely to reduce to about 600MWh if we electrify all our transport.
Wincanton Definition
All energy use as per definition 302-1 above, divided by total revenue for the Wincanton Group expressed as MWh/£m revenue.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 961.1 | 994.1 | 1113.6 | 1175.9 |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
All consumption of white diesel, red diesel, LPG and natural gas where Wincanton colleagues are operating the equipment on a site/operation managed by Wincanton irrespective of who purchases the fuel. Quantities are then converted to scope 1 carbon emissions in tCO2e using the UK BEIC conversion factors for the relevant year.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 313,786 | 314,799 | 308,391 | 324,357 |
Short term target
No target set
Long term target
Net zero by 2040
Narrative
Wincanton Definition
All consumption of electricity (we do not purchase heat) where Wincanton colleagues are operating the equipment on a site/operation managed by Wincanton irrespective of who purchases the electricty. Quantities are then converted to scope 2 carbon emissions in tCO2e using the UK BEIC conversion factors for the relevant year. We use the sum of the generation and transmission & distribution carbon factor.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 17,079 | 19,401 | 20,398 | 23,229 |
Short term target
All our own non-transport operations carbon neutral by 2024-25
Long term target
Net zero by 2040
Narrative
N/A
Wincanton Definition
Estimated emissions from: Downstream transport and distribution (sub-contracted road freight; ferry freight and rail freight) and business travel.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 71,435 | No data reported | No data reported | No data reported |
Short term target
No target set
Long term target
Net zero by 2040
Narrative
Up to and including 2022-23, we have based our scope 3 calculations on a "sub-contract spend" methodology only. We are currently refining this methodology to utilise our Winsight digital transport platform and our transport control tower systems which offer much richer datasets with which to further develop the accuracy and integrity of our scope 3 reporting. On this basis we have not included years prior to 2022-23 since we expect our refined methodology to cause restatement of previous years where feasible. 2022-23 is provided as an indicative figure to allow scaling of our scope 3 emissions.
Wincanton Definition
All scope 1 and 2 GHG emissions as per definitions 305-1 and 305-2 above, divided by total revenue for the Wincanton Group expressed as tCO2e/£m revenue.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 225 | 235 | 270 | 290 |
Short term target
No target set
Long term target
No target set except expectation of year on year reduction
Narrative
N/A
Wincanton Definition
All our company cars electric by end FY 2025-26. Track percentage of company car fleet that is pure electric.
Performance vs Target
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 30.3% | 11.3% | 1.1% | 0.3% |
Short term target
10% electric 2022. 20% more each year thereafter.
Long term target
90% electric by 2026
Narrative
There may be exceptional business need for non-electric cars e.g. no home charging available therefore final target set as 90% not 100%
Wincanton Definition
We record accidental releases of pollutants in our HSE reporting system. These might be spills during fuel delivery or dispensing; punctured vehicle fuel tanks. We target our minimisation of incidents and best practice remediation if an incident occurs to ensure no regulatory enforcement action for environmental incidents.
Performance vs Target
Not applicable
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
Zero regulatory enforcement actions
Long term target
Zero regulatory enforcement actions
Narrative
N/A
Social
Wincanton Definition
Lost time incident frequency rate (LTIFR) which is defined as LTIFR = (Number of Lost Time Incidents/Hours Worked)*100,000
Performance vs Target
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 0.31 | 0.33 | 0.32 | 0.41 |
Short term target
2022-23 LTIFR target was 0.33
2021-22 LTIFR target was 0.37
Long term target
2023-24 LTIFR target is 0.31
Narrative
Best performance vs annual target ever
Wincanton Definition
Total Incident Frequency Rate (TIFR) which is defined as TIFR=(Total Recorded Incidents/Hours worked)*100,000
Performance vs Target
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 3.56 | 3.75 | 4.09 | 4.53 |
Short term target
2022-23 TIFR target was 3.8
2021-22 TIFR target was 4.10
Long term target
2023-24 TIFR target is 3.5
Narrative
N/A
Wincanton Definition
Collisions per million kms (CMK) which is defined as CMK=(Total number of blameworthy collisions/Total kms driven)*1,000,000
Performance vs Target
| 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 5.47 | 5.7 | 5.18 | 9.29 |
Short term target
2022-23 CMK target was 5.7
Long term target
2023-24 CMK target is 5.4
Narrative
CMK is a measure of responsible, safe driving and includes everything from clipping mirrors to RTAs. From 2020-21, "collisions" only includes those that are blameworthy. We have included it under GRI 403-9.
Wincanton Definition
Wincanton Plc non-executive board members identifying as women as a proportion of the total
Performance vs Target
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 37.5% | 43% | 37.5% | 37.5% |
Short term target
No target set
Long term target
33% by 2025
Narrative
The Board believes that its own membership is an important factor in delivering the Wincanton Group’s diversity and inclusion commitments. As a people-driven business, Wincanton places particular emphasis on developing a diverse and inclusive culture, which reflects its employee population and the communities in which it operates. In FY2021/22 the Board formally adopted a Board Diversity Policy in addition to the Diversity Policy that is applicable across the wider Group.
Wincanton Definition
Wincanton senior managers identifying as women as a proportion of the total
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 30.3% | 27.0% | 29.0% | No data reported |
Short term target
No target set
Long term target
33% by 2025
Narrative
Wincanton recognises the importance of a diverse and inclusive workforce and it is important that our colleagues can see diverse role models within their management team. In a traditionally male dominated industry we have improved female representation within our senior management group over recent years and seek to continue to do so. We are also are actively working with this group on initiatives to increase ethnic representation amongst our workforce as a whole.
Wincanton Definition
Wincanton colleagues identifying as women as a proportion of the total
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 22.9% | 20.6% | 18.9% | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
As of April 2022, we have created an internal Diversity Dashboard, which records our diversity metrics at organisation, sector and site levels. This will be used to monitor our progress against our targets and to evaluate current and determine future, strategic initiatives. This will help us to ensure that we are representative of the diversity of the communities we serve and as well as allowing us to compare against published ONS data.
Internal reporting will take place quarterly both to the EMT via the monthly reporting process and also via our Diversity Steering Group.
Wincanton Definition
Wincanton commercial vehicle drivers identfying as women as a proportion of the total
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 1.60% | 1.41% | 1.27% | No data reported |
Short term target
No target set
Long term target
5% by 2025
Narrative
In 2021, we introduced a future drivers programme designed to develop a more diverse pool of drivers. In its first year it delivered exceptional results with some 480 colleagues participated in the programme with 6% being female and 60% of all participants being under the age of 34.
Wincanton Definition
Mean and median gender pay gap as per UK legislation methodology
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
|
| Mean | 7% | 6% | 10% | 6% |
| Median | 11% | 9% | 10% | 9% |
Short term target
No target set
Long term target
No target set
Narrative
Our gender pay gap remains consistent with previous years. We are working to provide even greater opportunities for women in all areas of our operations to begin to change the historic imbalance found across the male dominated supply chain industry. We are looking beyond recruitment practices and considering how factors as diverse as work patterns and practices, to uniforms, can play a part in encouraging and enabling more people to enjoy careers that fit their lifestyle and personal circumstances. We drive the gender agenda through our Diversity & Inclusion Steering Committee and D&I champion community, and the work of our dedicated Diversity & Inclusion Manager. This is not just a change in policy and practice at Wincanton, it is a cultural shift that has buy-in throughout the business.
Wincanton Definition
Mean gender pay gap for bonus as per UK legislation methodology
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
|
| Mean | 11% | 51% | 21% | 33% |
| Median | 31% | 32% | 8% | 0% |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Governance
Wincanton Definition
The governance structure is set out in the Annual Report and consists of the Board, the Board Committees, the Executive Management Team, ESG Committee, Risk Management Committee and Financial Assurance Committee.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
The highest governance body is the Wincanton plc Board. There are three Board Committees: Remuneration Committee, Audit Committee and Nomination Committee.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
The Remuneration Policy is put to shareholders at the AGM every three years, most recently in 2020. The Policy is available on our website.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
Wincanton's CEO pay ratios have ben calculated using Option B based on the availability of data at the time the Annual Report was published. No adjustments other than part-time to full-time equivalence are made and no elements of employee remuneration are excluded. The figure for the CEO’s total pay is taken from the Single Total Figure of Remuneration table in the Director Remuneration Report.
In 2020 the company moved to calculate the Pay Ratio using its most recent gender pay gap information to identify employees at the quartiles and calculate actual FTE remuneration for these employees, and we will maintain this approach going forward.
Performance vs Target
No target set
| Narrative | 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 25th percentile pay ratio | 32:1 | 57:1 | 38:1 | 63:1 |
| Median percentile pay ratio | 25:1 | 47:1 | 32:1 | 49:1 |
| 75th percentile pay ratio | 19:1 | 35:1 | 22:1 | 41:1 |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
The percentage change in salary, benefits and annual bonus for the Executive and Non-executive Directors, compared to the change for all colleagues (the average change in salary for employees excluding joiners and leavers in the year).
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
|
See ARA 2023 |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
The Wincanton Group of companies comprises all wholly owned subsidiaries of Wincanton plc and jointly controlled entities, as listed in the Notes to the annual financial statements.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
The external auditor is appointed by the Board following a competitive tender process, at least every 10 years.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
The Anti-Bribery & Corruption Policy and a mandatory e-learning module are in place.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
N/A
Wincanton Definition
The number of anti-bribery & corruption incidents is reported annually to the Board including nil returns.
Performance vs Target
No target set
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
Risk appetite - low
Long term target
No target set
Narrative
N/A
Wincanton Definition
Any such legal actions would be reported to the Board via a 'Material Litigations' report.
Performance vs Target
No data currently reported
| 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| No data reported | No data reported | No data reported | No data reported |
Short term target
risk appetite - low
Long term target
N/A
Narrative
N/A
