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
All consumption of white diesel, LPG, natural gas, HVO, electricity, and/or other energy sources 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 DESNZ/DEFRA conversion factors for the relevant year.
Performance vs Target
No target set. Wincanton focuses on emissions reduction rather than energy use which is a higher materiality priority. All figures below quoted in "MegaWatt hours" (MWh)
| 2023-24 | 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 1,141,439 | 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
Our direct energy usage reduced significantly, reflecting: the deployment of fuel usage initiatives driven by more efficient fleet and planning optimisation; use of increased volumes of hydrotreated vegetable oil (HVO); increased use of electric vehicles; and lower year on year transport volumes. Our carbon reduction plans include transport electrification. 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. Wincanton focuses on emissions reduction and intensity rather than energy use which is a higher materiality priority. All figures below quoted in "MegaWatt hours" (MWh)
| 2023-24 | 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 811.5 | 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, LPG, natural gas, HVO, electricity, and/or other energy sources 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 scope 1 carbon emissions in tCO2e using the UK DESNZ/DEFRA conversion factors for the relevant year.
Performance vs Target
No specific scope 1 target set. Wincanton has a long term net-zero target covering its scope 1, scope 2 and selected, material scope 3 emissions. All figures below quoted in "tonnes of carbon dioxide equivalent" (tCO2e)
| 2023-24 | 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 242,855 | 313,786 | 314,799 | 308,391 | 324,357 |
Short term target
No target set
Long term target
Net zero by 2040
Narrative
Our direct energy usage and associated GHG emissions reduced significantly, reflecting: the deployment of fuel usage initiatives driven by more efficient fleet and planning optimisation; use of increased volumes of hydrotreated vegetable oil (HVO); increased use of electric vehicles; and lower year on year transport volumes. See PPN 06/21 Carbon Reduction Plan for future plans and trajectories
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 electricity. Quantities are then converted to scope 2 carbon emissions in tCO2e using the UK DESNZ/DEFRA conversion factors for the relevant year. We use the sum of the "generation" and "transmission & distribution" carbon factors.
Performance vs Target
No specific scope 2 target set. Wincanton has a long term net-zero target covering its scope 1, scope 2 and selected, material scope 3 emissions. All figures below quoted in "tonnes of carbon dioxide equivalent" (tCO2e)
| 2023-24 | 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 17,582 | 17,079 | 19,401 | 20,398 | 23,229 |
Short term target
No target set
Long term target
Net zero by 2040
Narrative
Our indirect emissions from electricity usage increased slightly, reflecting the increased use of electric fleet year on year and an increase in the UK grid electricity carbon factor. See PPN 06/21 Carbon Reduction Plan for future plans and trajectories
Wincanton Definition
Emissions from "Downstream transport and distribution" (sub-contracted road freight (multiple categories); ferry freight and rail freight) and "Business travel". Emissions are calculated using a spend based methodology that has been externally audited to ISO14064.
Performance vs Target
No specific scope 3 target set. Wincanton has a long term net-zero target covering its scope 1, scope 2 and selected, material scope 3 emissions. All figures below quoted in "tonnes of carbon dioxide equivalent" (tCO2e)".
| 2023-24 | 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 67,039 | 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 2023-24, we have based our scope 3 calculations on a "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 potentially cause restatement of previous years.
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. No adjustment of revenue for UK inflation rate.
Performance vs Target
No specific carbon intensity target set. Wincanton has a long term net-zero target covering its scope 1, scope 2 and selected, material scope 3 emissions. To achieve this we aim to ensure carbon intensity reduces each year. All figures below quoted in "tonnes of carbon dioxide equivalent per £ million revenue" (tCO2e/£m revenue).
| 2023-24 | 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 185 | 225 | 235 | 270 | 290 |
Short term target
No target set
Long term target
No target set except expectation of year on year reduction
Narrative
Our direct energy usage and associated GHG emissions reduced significantly, reflecting: the deployment of fuel usage initiatives driven by more efficient fleet and planning optimisation; use of increased volumes of hydrotreated vegetable oil (HVO); increased use of electric vehicles; and lower year on year transport volumes. With revenue staying relatively flat.
Wincanton Definition
All company cars fully electric by end FY 2025-26 where home charging is feasible. Track percentage of company car fleet that is pure electric.
Performance vs Target
| 2023-24 | 2022-23 | 2021-22 | 2020-21 |
2019-20 |
| 55.8% | 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 electric charging parking space available, therefore final target set as 90% not 100%.
Wincanton Definition
We record accidental releases of pollutants in our HSSEQ reporting system. For example, these might be spills during fuel dispensing or on the road punctured vehicle fuel tanks. We aim to minimise the number of incidents and utilise best practice remediation if an incident does occur. Our goal is to maintain zero regulatory enforcement action(s) for environmental incidents.
Performance vs Target
Zero regulatory enforcement action
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| Zero | Zero | Zero | Zero | Zero |
Short term target
Zero regulatory enforcement actions
Long term target
Zero regulatory enforcement actions
Narrative
N/A
Wincanton Definition
Total tonnage of residual waste from all sites serviced by our preferred WSP(s). (tonnes)
Performance vs Target
No target set
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 3,328 | 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 generated is driven entirely by our customers' processes and our respective growth and activity levels. We therefore do not set a total waste target.
Wincanton Definition
Total tonnage of hazardous residual waste from all sites serviced by our preferred WSP(s). (tonnes)
Performance vs Target
No target set
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 153 | 220 | 15 | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
Total hazardous waste generated is driven entirely by our customers' processes e.g. stock disposal and our respective growth and activity levels. We therefore do not set a total hazardous waste target.
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
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 1,932 | 2,361 | 1,640 | No data reported | No data reported |
Short term target
No target set
Long term target
No target set
Narrative
Total waste recycled is driven partly by our customers' processes and our respective growth and activity levels but also by the continuous improvement projects we implement on our customers' behalf. However, we do not set targets on the waste quantity recycled and prefer to focus on the percentage recycled (See 306-4)
Wincanton Definition
Percentage of residual waste from all sites serviced by our preferred WSP(s) sent for recycling. (%)
Performance vs Target
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 58.1% | 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.
- 2023-24 year-end target was a 63.3% 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
Changes in customer contracts away from some more mature contracts and towards contracts with lower recycling rates has led to our recycling rate dropping with us falling behind our interim target slightly. We are working with our CI teams and our WSP to ensure we achieve the long term 2024-25 target.
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 for volume of waste not sent to recycling
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 1,396 | 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 (46.2%)
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
On track, target met
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 0.31 | 0.31 | 0.33 | 0.32 | 0.41 |
Short term target
2023-24 LTIFR target was 0.31
2022-23 LTIFR target was 0.33
2021-22 LTIFR target was 0.37
Long term target
2024-25 LTIFR target is 0.30
Narrative
Target met
Wincanton Definition
Total Incident Frequency Rate (TIFR) which is defined as TIFR=(Total Recorded Incidents/Hours worked)*100,000
Performance vs Target
On track, target met
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 3.36 | 3.56 | 3.75 | 4.09 | 4.53 |
Short term target
2023-24 TIFR target was 3.50
2022-23 TIFR target was 3.80
2021-22 TIFR target was 4.10
Long term target
2024-25 TIFR target is 3.30
Narrative
Target met
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
Target not met
| 2023-4 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 6.76 | 5.47 | 5.7 | 5.18 | 9.29 |
Short term target
2023-24 CMK target was 5.40
2022-23 CMK target was 5.70
Long term target
2024-25 CMK target is 6.30
Narrative
Target not met. CMK figure was adversely affected by the integration of a new customer contract with a worse CMK performance. 2024-25 CMK target has been adjusted to reflect further integration of this contract.
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 "work related injuries" even though it is not an injury measure per se.
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
Wincanton Definition
Total hours of training (not "on the job" training) provided to employees
Performance vs Target
No target set. Added to the ESG reporting page for 2023-24 reporting
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 53,912 | 83,754 | 51,606 | 31,584 | No data |
Short term target
No target set
Long term target
No target set
Narrative
See 404-1 (both)and 404-2 for summary of Wincanton training programmes which are extensive.
Wincanton Definition
404-2 is not a KPI it is a statement of the training resources deployed during latest complete financial year.
During 2023-24 there were:
624 courses on "MyLearning", the Wincanton learning management system. This excludes apprenticeships.
87 Apprenticeship programmes on MyLearning
23,064 Training hours completed excluding apprenticeships
30,848 Apprenticeship training hours
Performance vs Target
Not applicable. Courses are managed and made available based on the requirements of the business and the skill and career development needs ofour colleagues.
Wincanton Definition
Total hours of training (not "on the job" training) provided to employees divided by number of employees (FTE) at year end
Performance vs Target
No target set
| 2023-24 | 2022-23 | 2021-22 | 2020-21 | 2019-20 |
| 2.8 | 4.2 | 2.2 | 1.5 | No data |
Short term target
No target set
Long term target
No target set
Narrative
See 404-1 (both)and 404-2 for summary of Wincanton training programmes which are extensive.
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
