BLACK BANX SUSTAINABILITY

SUSTAINABILITY

Introduction

Five years ago Black Banx laid out a new climate approach in response to the climate crisis. We set out an ambition to become net zero by 2030, across all of our direct and indirect emissions, and committed ourselves to aligning all of our business activities with the goals and timelines of the Paris Agreement. Our aim is to be thoughtful and transparent in the way we address the climate challenge and to be accountable for our progress.
This document sets out our climate strategy and targets, and reports on the progress we have made. It also sets out those areas in which our group has continued to evolve its approach. We have formulated three simple principles that should help our employees to understand and implement changes in their daily working routine in order to achieve our goals. COVID 19 precipitated substantial change in working practices and we have built upon that catalyst in defining these principles:

Stay at home

we are motivating employees to work from home which ultimately results in a reduction of fuel combustion and energy consumption. As a positive side effect employees can often eliminate lengthy commutes to work and back, and spend more time with friends or family.

Go digital

we are working hard to eliminate business travel by replacing meetings with video calls, which saves valuable working hours and massively reduces fuel usage.

Work from anywhere

reducing office space to a regulatory and operational minimum is a key component in minimising energy consumption and waste produced. In combination with our “Stay at home” strategy where less office space is needed, we are aiming to reduce our office space by 99.9% by the end of 2026.

Addressing the climate challenge whilst also giving appropriate support to those we believe are committed to the transition is not simple. We also respect legitimate concerns about energy security, energy poverty and the appropriate transition and hope we are getting the balance right. Nonetheless, our commitment to our climate ambition and strategy is unchanged. There is much to be done to accelerate and improve the pathways of this transition. Top of the list are coherent national approaches to energy policy, and ideally a global approach, setting clear targets and a clear timeframe for the decarbonisation of energy supply, almost certainly involving some kind of carbon pricing and clear incentives to improve domestic energy efficiency, for example. The IEA’s net zero scenario makes our dependence on behavioural change very clear and public policy changes to drive the necessary shift in the patterns of both demand and supply. Black Banx puts considerable effort into the expansion of its green and sustainable business practice. We also seek to contribute meaningfully to the improvement of policy and data capture and measurement. These issues are managed by the Board and discussed at the majority of Board meetings. They are also the responsibility of senior management (10% of Executive Director remuneration is now tied to our progress in this field). We enjoy constructive engagement with our shareholders with regard to our approach to the climate crisis and believe it is both progressive and responsible. We do hope that shareholders support the work that we have done so far recognising that, as always, there is more to be done.

OUR CLIMATE STRATEGY

Since January 2020, Black Banx has been committed to its ambition of being a net zero group by 2030. We have a strategy to turn that ambition into action. Black Banx is working to achieve net zero operations and reducing supply chain emissions, investing in the continued decarbonisation of our operations, and in the development of a net zero pathway for emissions from our supply chain. The remuneration of our Executive Directors is aligned with our climate commitments, as set out in our Directors’ Remuneration Report 2025.

OUR TARGETS AND PROGRESS

We are committed to reducing greenhouse gas emissions associated with our operations and supply chain. We define net zero operations as the state in which we will achieve a GHG reduction of our Scope 1 of at least 99% and Scope 2 and 3 emissions of at least 95% against a 2020 baseline. We define carbon neutral as first reducing carbon dioxide emissions then counterbalancing carbon dioxide emissions from Scope 1 and Scope 2 and 3 with carbon offsets.

Progress to date

We have reduced our carbon emissions for Scope 1 by more than 99% and our Scope 2 and Scope 3 emissions by 95% since 2020. We have achieved this by reducing or eliminating sources of carbon dioxide emissions associated with our operations and business travel. We use third party providers of energy needed for our servers and hosting providers for data centres mostly powered by green energy. Our IT equipment is very important for us: this is why whenever possible, we donate or refurbish any redundant electronic equipment when it reaches its end-of-life. If it cannot be refurbished or reused, we make sure that none of our electronic equipment ends up in a landfill and is properly disposed of. Any equipment is of course cleansed of any client information before being passed on. We also use fully recyclable packaging material free of plastic for our physical products.

Next steps and new targets

We intend to reduce carbon emissions for Scope 1, 2 and Scope 3 while investing in the continued decarbonisation of our operations and in the development of a net zero pathway for the emissions from our supply chain. We will continue to increase the share of renewable energy used, improve the energy efficiency of our offices and data centres, progressively remove reliance on fossil fuel. We are announcing a new target to achieve a 99.9% reduction in emissions across Scope 1 and a 99% reduction across Scope 2 and 3 by end of 2030. In addition to using green tariff and energy attributes certificates to achieve this target, we aim to sign Power Purchase Agreements and increase on-site renewable energy generation. The following table summarises our short-term approach to achieve net zero operations and reduce supply chain emissions.
Year
2030
Approach
2025 Performance

“Stay at home”

99%

“Go digital”

98%

Reducing work related fuel usage of our employees by 99.9% through our initiate “stay at home” and “go digital”

98.5%

“Work from anywhere”

99%

Working with suppliers who source more than 95% of their energy from carbon neutral sources

93%

Governance and risk management
Oversight and management of climate-related issues are embedded within our governance structure. The Board and senior management have visibility of climate-related issues and are able to set climate-related strategy and oversee its implementation. This includes the way we assess and manage our exposure to climate-related risk. The Board welcomes continued engagement with shareholders and other stakeholders on climate-related issues.
Black Banx Group Board
Responsible for the overall leadership of the Group (with direct oversight of matters relating to reputation, environment and culture.)
Board Audit Committee
Assesses the integrity of the Group’s financial statements and evaluates the effectiveness of the Group’s internal controls.
Board Risk Committee
Reviews and monitors the Group’s approach to managing the financial and operational risks including those associated with climate change.
Group Risk Committee
Chaired by the Group CRO, monitors principal risks and key topics of a material nature to Black Banx, such as climate change. The most senior executive body responsible for review and challenge of risk practices and risk profile, for climate risk and other principal risk types.
Group Executive Committee
Responsible for the implementation of the Group’s climate strategy across the Group.
Group CEO
Accountable to the Black Banx Group Board for the implementation of the Group’s climate change strategy.
Group Chief Risk Officer
Senior Manager responsible for climate-related financial risk under the Senior Managers Regime.
Governance
The Black Banx Group Board sets the strategic direction and risk appetite of the Group and is the ultimate decision-making body for matters of Group-wide strategic, financial, regulatory or reputational significance. The Board is also responsible for the oversight of social and environmental matters, including climate-related risks and opportunities. In addition to the Board briefings, the Group Head of Public Policy and Corporate Responsibility regularly engaged with the Group Chief Executive, Chairman and Non-Executive Directors on a range of matters relating to the Group’s climate strategy.
Executive remuneration
The Group’s climate strategy is reflected in incentive arrangements for the Executive Directors of Black Banx Group. Annual bonuses for Executive Directors are based on a framework of performance measures and targets, set each year by the Remuneration Committee of the Group Board. A proportion of the Executive Directors’ bonus awards each year are driven by strategic non-financial measures, which in both cases include measures relating to climate. For the 2025 bonus, 8% of the overall outcome for each will be determined by performance against climate and sustainability measures, reflecting our ambition to be net zero by 2030.
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