ESG Report 2022

ESG Report

2022

"Since the very start of our journey, we have sought to embed an ESG culture within MBH."


Victoria Sylvester |  CEO MBH Corporation Plc

A Message From Our CEO


Victoria Sylvester

Chief Executive Officer

Welcome to our second ESG report for MBH Corporation Plc. 


Since the very start of our journey, we have sought to embed an ESG culture within MBH. We are driven by our stakeholders – customers, employees, suppliers, investors, and our company leaders – alongside a genuine desire to ensure we support our global community by being accountable and by making a positive impact in creating much-needed change.


Last year, many of our businesses faced ongoing challenging economic conditions. Our work in relation to ESG, however, continued. In many instances, due to how we have embedded ESG across the Group, we were able to demonstrate the benefits of it being a core part of our strategy. For example, challenges in recruitment and wage inflation were somewhat balanced by our businesses’ initiatives to be great places to work. When fuel prices and availability were a challenge, our hybrid and electric vehicles ensured business operations could continue. And when energy prices were high, those businesses with solar energy were able to counterbalance the costs.


The positives that ESG can bring to our business and communities continue to be a key motivator for us. They are valuable in helping us gain Group-wide engagement in delivering on a challenging agenda. 


Our culture, approach and focus on impact continues and you will find this reflected in the range of examples in this report from our Group companies. We have had some fantastic achievements throughout the year and, where we have met targets, we have now set new ones for 2023 and beyond to ensure we keep pushing ourselves to the next level.


I have no doubt a key advantage for the SMEs that are part of our Group is that they are ahead of the game with the ESG agenda. The knowledge and experiences we share have a positive impact across our businesses and I want to thank all the individuals in our companies for their tireless work and commitment. Without you, we would not be able to make the progress we are making.


Our ESG team has expanded during 2022, with more contributors on the board and more ESG leads in our businesses. A special thank you to those who put in the extra effort to support and drive our strategy.


There is always more work to be done and we are fully committed to ensuring that our work continues. For now, though, I hope you enjoy reading our report and discovering more about our progress this year.


Victoria Sylvester

"We are driven by our stakeholders – customers, employees, suppliers, investors, and our company leaders – alongside a genuine desire to ensure we support our global community by being accountable and by making a positive impact in creating much-needed change."


Victoria Sylvester | CEO MBH Corporation Plc

A Message From Our Chair


Callum Laing

Chair

Fellow shareholders,


With all that is going on in the world today, it is great to be able to share with you some real, tangible, positive progress being made by our teams in the area of ESG: environmental, social and governance. The many initiatives that MBH and its Group companies have in place are testament to our understanding of this area, our commitment to it, and our belief that generating sustainable returns relies on a sustainable foundation.


I’m sure by now it is clear to everyone that ESG is not a passing phase and that our belief in helping small businesses and their communities is hardwired into and ingrained throughout everything we do.

Refreshingly, year on year we can see demand increasing from our clients for their suppliers to be ESG minded and compliant, which of course positions us well for new business. To my mind, however, more important than client demand, shareholder expectation or even regulatory requirement is the knowledge that our teams are ‘doing the right thing’ and thinking of the external factors that they influence every day.


Business today is ultimately a battle for talent. At MBH we are acutely aware that we must work hard to attract and retain the best people to drive shareholder value. Our commitment to supporting small business, the communities in which they operate and the health and well-being of the wider world, is one of the strongest draws MBH offers in a competitive talent field.

I hope you enjoy reading this report as much as our team enjoyed preparing it. 


Callum Laing

"Our belief in helping small businesses and their communities is hardwired into and ingrained throughout everything we do."


Callum Laing | Chair MBH Corporation Plc

Q&A; With Our Sustainability Team

  • What does sustainability and ESG mean to you?

    Vicky Smith: 


    Sustainability, to me, is making sure the world still exists in great shape for future generations. We all need to incorporate sustainability into our lives because there are major challenges in our world. Left unaddressed, they could lead to serious consequences for everyone.


    Chloe Andrews:


    Sustainability and ESG means the future. In a world where habitats and ecosystems are dying at an alarming pace, I am passionate about finding more sustainable practices in my personal and professional life.


    Lisa Maynard-Atem:


    As a child I lived in Cameroon as that is where my father is from. I saw first-hand how people struggled to access the basic necessities such as food, shelter, and clean water; things that we in the west take for granted are luxuries for many in other parts of the world. Clean water is the perfect example – here, I can simply turn on a tap, whereas others have to walk for miles.

    For me, ESG is about the creation of a better world for everybody, everywhere from a personal, professional, social, and economic perspective.

  • What interested you in a role as part of the Sustainability Team?

    Chloe Andrews:


    Being a part of the Sustainability Team has been an excellent way for me to grow and develop my knowledge on sustainability. I hope to spread the knowledge I’ve gained, educating

    those around me. I have also thoroughly enjoyed researching topics I had never previously considered relevant to sustainability discussions.


  • What are your ambitions for the MBH sustainability journey?

    Chloe Andrews:


    My ambition for the MBH sustainability journey is to ensure every individual within every MBH company is made aware of their responsibility in following ESG policies. Sustainability cannot be achieved via a few individuals; it will take everyone acting collectively. It is an honour to be a part of this journey and I gain huge satisfaction from seeing the steps MBH are taking to ensure that we continue to learn and develop.

  • Is there an area of sustainability that you are particularly passionate about?

    Vicky Smith: 


    I am passionate about all areas but, working in the healthcare sector, my focus has been on Goal 8 - Decent Work and Economic Growth. Retaining staff and creating a decent working environment for people in the healthcare sector have been difficult since the Covid pandemic, but they are things I am passionate about. It’s important to ensure we have a happy and healthy workforce.


    Lisa Maynard-Atem:


    Equality, Diversity & Inclusion is of particular interest to me. As a woman of colour, I appreciate the challenges faced by those from marginalised communities. Also, having travelled extensively as a child and seeing how little that some people have, I’ve always harboured a desire to impact people’s lives in a positive way.

  • What do you consider to be the biggest challenge for sustainability in today’s world and why?

    Vicky Smith: 


    Climate change is one of the world’s most important crises, and if not addressed by all countries around the world, will have a massive effect on all of us. Everyone in the world needs to make changes and help limit the effects of climate change.


    Lisa Maynard-Atem:


    I believe that the biggest challenge is our willingness to do what needs to be done in order to make the world a better place. I recently listened to a talk by American hip-hop singer Lauryn Hill, in which she said “the world is filled with way too many bright people for us to still have the problems that we have”, and I wholeheartedly agree with this sentiment. I believe that we have the capability to do what needs to be done, however there needs to be a collective desire to act. Until we all have a ferocious appetite for change, things will stay the same.

  • Where do you feel MBH could have the biggest impact on sustainability?

    Vicky Smith: 


    The strength of MBH is having a network of people within and across sectors who can support each other in their journeys to become more sustainable businesses. The companies within the Group are all committed to our ambition and have adopted an approach to business decisions that naturally incorporates sustainability.


    Chloe Andrews:


    So much of MBH’s portfolio is construction based and I believe this would be a major sector to address as construction contributed 42% of all our global carbon emissions. I believe we have some great tools to help bring this percentage down. The most important way to encourage sustainable practices is through education, which is exactly what MBH does.


"If we’re not having a positive impact, we are not doing our job right."


Victoria Sylvester | CEO MBH Corporation Plc

ESG

MBH fully recognises the responsibility we have to our people and planet, and the benefits acting responsibly can confer on our businesses. Our leaders work to ensure our actions have a positive impact on them all. 


Our strategy continues to serve both the people we employ and the communities in which we operate. Their engagement is key to the success of our strategic actions. Aligned with the UN Sustainable Development Goals, our strategy allows us to actively measure impact, ensuring that whatever we do has a purpose and delivers tangible results. Our approach is built on three core elements:

ESG Governance Structure


Our ESG commitments and targets are governed by the ESG Lead, an executive director of MBH. The ESG Lead is responsible for ensuring all companies in the Group understand the ESG expectations for their business, and the impact their business’ actions can have on the Group. 


Individual company owners within the Group oversee their business’ environmental and social targets and implement strategies and initiatives to enable their achievement. In addition, MBH operates an ESG committee, consisting of ESG champions from each company in the Group. These representatives meet regularly throughout the year to discuss progress and share ideas for initiatives and engagement on ESG activities. 

Meet our Subsidiary ESG Leads

Our Commitment

The UN Sustainable Development Goals


The United Nations Sustainable Development Goals (SDGs, or Global Goals) were agreed by world leaders in 2015 to tackle inequalities, take urgent action against climate change and end poverty. The aim is to achieve all 17 social, environmental, and economic goals by 2030 to create a better world.


Individuals, businesses, and governments all have a part to play in achieving the SDGs. Success will not only benefit the planet and our people, but also bring significant economic benefits. That’s why MBH has chosen the SDGs as the framework for its sustainability strategy, where they act as a driving force on our journey and influence the wider business strategy.


Our Commitments

For several years, we have been committed to contributing to the Global Goals. While we aim to support every Goal, we selected three SDGs for particular focus. These are the Goals most relevant to our business objectives and values, and where we believe we can make the most meaningful contributions.

Goal 8 - Decent Work and Economic Growth

Decent Work & Economic Growth

At the heart of our community lies a shared belief that economic growth should not be achieved at the expense of people and the planet. We recognise that by promoting decent work, empowering individuals, and nurturing entrepreneurship, we can create a sustainable and thriving economy for all.


SDG8 embodies our collective vision of fostering inclusive economic growth that leaves no one behind. Our diverse range of businesses, from start-ups and creative ventures to social and local enterprises, understand that the true measure of success lies not only in financial prosperity but also in the well-being and dignity of our employees and communities.

MBH Targets & Progress

  • 1. We will support 10+ companies per year in joining the MBH Group

    The last financial year did not see any new acquisitions into the group. However, this allowed us to reflect and refine strategically, aided by our new executive team. Now, we are focusing

    on vertical depth - attracting more tactical acquisitions and undertaking more joint ventures.

  • 2. Each year, we will secure 2,000 people (minimum) into new jobs within the group or through group service delivery activities

    Employee numbers remained fairly static throughout 2022. Our education vertical, however, supported over 2,400 people into work and/or apprenticeships, demonstrating the value of our

    programmes in supporting the unemployed and apprentices.

  • 3. 100% of MBH companies will commit to ESG initiatives in their businesses within 3 months of joining the group

    All companies in the group continue to meet this commitment, which is now standard practice across the group.

Our Actions

Take Me - Marketing Advice for the Taxi Industry

The team at Take Me offer specialised marketing advice and education to the whole taxi industry. After David Hunter won CEO of the Year at the 2022 Taxi Summit Awards, the team also took home the Marketing Award at the QSi Professional Driver Awards for the second year in a row. 


This represents a huge success for the team and is built on Take Me’s entrepreneurial and inspirational approach to shaking up the taxi  sector and helping others in the industry do likewise.


In this video, David Hunter explains more about how marketing can help grow a business, shares his personal experience of developing a taxi business from one car to a national fleet, and demonstrates how other enterprises can follow Take Me’s lead:

Academy1 Sports Opens Career Doors Through Sport

The Academy1Group aims to recruit NEATE learners who would not normally attend mainstream college by engaging them in sport. Beau Daley joined the group at aged 16, and is a great example of the difference the group can make. The Academy appealed to Beau as it gave him the opportunity to combine education with his passion for sport. He was able to develop his knowledge, skills and specialisms through an engaging educational programme that incorporated sport enrichment. The link with Aveley Football Club allowed Beau to gain valuable experience working within the local community and industry, and gave him the skills to progress into his chosen career having achieved his BTEC Level 3 Diploma in Sport Development and Coaching. Academy1Group’s approach to providing opportunities through atypical routes opens doors for many students who may otherwise have missed key chances to receive an enriching education.

Logistica Helps People Take Practical Next Steps in Their Careers

Logistica Training and Consultancy (LTC) provides education, careers advice and guidance to a wide range of learners including high school students. LTC offers advice and support about career opportunities and progression, and helps people take practical next steps toward their career aspirations. To facilitate its work, LTC has built close working partnerships with multiple colleges, training providers, universities, job centres, skills coaches, and careers and funding specialists across the UK. The organisation also works closely with local enterprise partnerships to ensure skills shortages are matched to relevant government initiatives as part of local strategies. LTC’s network enables it to combine its support, advice and guidance with a flexible and engaging curriculum that focuses on priority needs and supports individuals from school leaver age upwards to progress on their career journeys. Logistica have a strong focus on wellbeing; this year, we have incorporated a flexible working pattern for all employees, and an increased annual leave entitlement for all staff members to ensure a healthy work life balance.

Next Steps

We review the progress against our targets annually, and this year we are proud to be able to consider two of our SDG8 targets ‘complete’.


As we shift our focus to vertical depth, our previous target of 10+ annual business acquisitions is no longer aligned with our strategy. All companies in the group continue to meet our commitment to ESG strategies, and we consider this target to be met. Our second target of securing 2,000 new jobs annually within the group remains a priority.


For financial year 2023, therefore, we have set two new targets for SDG8, as shown below:


  • 1. We will support career opportunities for young people

    We will support career opportunities for young people by offering 30 work and internship places annually

  • 2. We will secure 2,000 people into new jobs each year

    Each year, we will secure 2,000 people into new jobs within the group or through group service

    delivery activities.

  • 3. All Group companies will achieve 3-star rating from Support the Goals

    100% of the groups companies will have achieved a 3-star SDG rating from Support the Goals by 2025

MBH Commitment Goal 10

Goal 10 - Reduced Inqualities

We are dedicated to providing diverse leadership within MBH and its businesses. We recognise

that inequality can hinder both social progress and economic growth, and that an unequal

society is an unhealthy society.


In our operations we prioritise building inclusive supply chains, ensuring fair wages and safe

working conditions, and promoting fair trade practices. By doing so, we contribute to the

empowerment of vulnerable groups and minoritised communities, enabling them to participate

fully in economic activities and decision-making processes.

MBH Targets & Progress

  • 1. We will maintain 50% female board representation

    We have successfully maintained 50% representation in each of the past 3 years. We have also appointed a female Chief Executive Offcer (CEO) and Chief Financial Offcer (CFO) onto our executive team, which is now 100% female.

  • 2. We will provide routes into leadership positions for under-represented groups

    Schemes such as our Female Leadership Programme have been key in our mission to boost diversity across the group. Programme membership rose to over 100 during 2022, demonstrating good levels of progress, and we aim to continue increasing this number. We have also introduced a vice principal role to our team of principals, allowing for further female representation.

  • 3. Each year, we will give an apprentice from an under-represented group a 12-month placement on the MBH board

    We offered two board apprentice places to Chloe & Lewis as youth apprentices, bringing a younger voice to the boardroom table. We also welcomed Paralympian Neil Fachie to the board. The scheme has delivered an immediate and important impact. Neil has been able to apply his sporting experience to the business, Lewis has brought his experience of  recruitment and construction, and Chloe has demonstrated a passion for ESG and has been supporting us with our work in this area.


Our Actions

Encouraging Females into The Taxi Industry

Females in the Fleet National Professional Female Driver Association (Females in the Fleet) is a  membership-based association in the UK that provides support and services to professional female drivers in the taxi and private hire industry. Take Me has been a big supporter of this initiative, advocating for female employees to join the sector, and promoting the good work done by the group.


Lisa Ridsdale and Jodie Wright, Take Me’s Operations Manager and Operations and Driver Recruitment Manager respectively, are both ambassadors for Females in the Fleet and continue to work to encourage more females into the taxi industry.


Females in the Fleet aims to show women who want to become taxi drivers that, despite sometimes negative stigmas, the industry can provide many benefts, and there are ways to protect personal safety.


Take Me created a video to help showcase the work of Females in the Fleet. Hear what the group had to say.

Take Me Raises Assistance Dog Awareness With Taxi Drivers

In an effort to reduce the social barriers faced by the blind and low vision community, Take Me has been working with RAD, the Recovery Assistance Dogs charity, to educate its taxi drivers about service dogs and their legal right to travel in taxis. A 2022 survey showed that 73% of blind and low vision respondents had been refused access to essential services, including taxis, signifying the urgent need for education and change in the driver community.

Cape Ltd Supports Freedom and Safety for NZ’s Low Vision Community

This year, the team at MBH Group company Cape Limited in New Zealand have helped bring to life a new, state of the art guide dog training facility for Blind Low Vision NZ.


In collaboration with the team at Terra Firma Group (New Zealand), Cape Ltd has supported the construction of a realistic public transport environment setup – complete with model train, crossroad, plane, and escalator settings in which to train the dogs.


Cape was involved in every aspect of the design and delivery of the project and are currently working on the next phase of the including areas where the dogs are bred, cared for and live. This is the second of only 2 facilities such as this in the world, and incredible valuable to people whose lives are more independent due to the work undertaken at this facility.


The training completed at the centre will give the blind and low-vision community more freedom to travel with their guide dogs and enjoy greater safety in public settings.

Renewing Diversity Measures at Acacia Training

It is important that all companies within MBH continue striving for better diversity. Hannah Wheawall, People & Culture Manager at Acacia Training, discusses the steps taken this year in her organisation:


“In 2022, Acacia Training worked with the National Centre for Diversity (NCFD) to achieve the ‘Investors in Diversity’ Award. The NCFD has been encouraging organisations to proactively transform the workplace environment to one which is equitable and inclusive for all. They have built on the ideology of ‘Investors in People’ to develop the Investors in Diversity accreditation."

Next Steps

As we continue to review our targets, we are constantly challenging ourselves to make meaningful changes.


We are proud of our work towards our SDG10 target of maintaining 50% female representation at board level. This target has been marked complete as we demonstrate year-on-year consistency.


Thanks to the success of schemes such as our Female Leadership Programme, we are also able to consider our target pertaining to routes into leadership complete.


Our new targets strive to reach new areas of the business and challenge us to make even more resolute and significant changes:

  • 1. We commit to measure and manage our gender pay gap

    We commit to measuring our gender pay gap and developing a strategy to inform an action plan

    by 2024.

  • 2. We will achieve 50% female and minority representation

    We will achieve 50% female and minority representation in board and senior leadership positions*. 


    *This includes 1st and 2nd tier management

  • 3. All Group companies to become level 3 accredited disability-confident employers

    We will support the Group companies in becoming a level 3 accredited disability-confdent employer* by 2028.


    *Where businesses operate in a country without disability confdent accreditation or equivalent, MBH will outline a specifc criterion they must meet by the deadline date, that aligns with it.

MBH Commitment Goal 13

Climate Action

We understand the urgent need to address climate change and its far-reaching consequences.

We believe that all businesses have a crucial role to play in transitioning to a low-carbon economy and mitigating the impacts of climate change on our planet and for future generations.


That’s why we will reduce our carbon footprint and work towards net zero. Through innovation, collaboration, and a shared sense of purpose, we are actively working to reduce our carbon footprint and increase our share of renewable energy. As we work towards net zero, we are supporting businesses in the group to monitor and manage their carbon footprints and target reductions year on year.

MBH Targets & Progress

  • 1. We commit to using 100% of renewable energy by 2030

    28% of our electricity usage now comes from renewable sources, saving 104 tonnes of CO2e annually. We also encourage employees within the group to make the switch to renewables at home, with some businesses introducing schemes to support the switch to renewable sources.

  • 2. We will have our near-term targets approved by the Science-Based Targets initiative (SBTi) in 2022

    After some thought, we have decided not to pursue the SBTi route. Instead, we will focus on setting targets that align with the science set out in the Paris agreement that meets the 1.5°C pathway.


    The reason for this is because we were struggling to align as Group due to the cross-sector nature of our business - each company has individual targets and our baseline analysis shows different

    carbon intensive areas. More details of our new targets on page [Enter – next steps for Goal 13].

  • 3. We will have set long-term targets and have them approved by the SBTi in 2023

    Planned.

Our Actions

Green is the New White

Take Me has been introducing greener cars to its feet, switching from diesel to hybrid and electric vehicles. The industry has welcomed the news of Take Me’s aim of becoming all electric by 2030, and the company has been using this positive news in its social media marketing to spread awareness of the massive impact the taxi industry can have in reducing carbon emissions.


Beyond the feet, Take Me has continued to implement a range of actions designed to sustain the business’ contribution to Goal 13. 

VGT Taxis Lowers Its Carbon Footprint

VGT Taxis operates a feet of 24 vehicles across Hampshire and Surrey. Recognising the impact of transportation on the environment, the company has been exploring ways to reduce the carbon footprint of its feet.

Range limitations and charging infrastructure logistics mean a fully-electric solution is not yet feasible, so the company has instead launched an initiative to purchase hybrid vehicles with a lower CO2 rating.


Over the past year and a half, VGT Taxis has introduced four vehicles with a CO2 rating of 103; a fgure signifcantly lower than that of previous vehicles now retired from the feet, which had CO2 ratings between 125 and 145.


VGT Taxis aims to replace its entire feet with lower emission vehicles by 2030 It will also begin adopting electric vehicles within this period as EV capabilities improve to meet the business’ particular needs.

Acacia Training Achieves 100% Renewable Energy Supply

After successfully removing the requirement for the ground lease landlord to have control over energy suppliers, Acacia now has full ownership of its own 100% renewable supply.


The company’s solar photovoltaic system was installed in MONTH, with the array set to bring in long-term savings of over 19,195kWh.

Guildprime Specialist Contracts Ltd - Connecting Climate Action

The UK-based luxury ft out and refurbishment specialist recognises that making an impact on climate change means connecting individual, corporate and global action.


To support positive individual choices, Guildprime incentivises its people’s use of public transport through ticket reimbursement for any journeys to and from sites.


Direct corporate action includes conscious ordering practices (that is, ordering exact quantities) that have enabled Guildprime to meaningfully limit its waste. Through the use of ISO accredited companies, Guildprime manages waste from its sites and offces, ensuring all materials are recycled or disposed of safely.

From a global perspective, each completed project sees Guildprime plant 50 fruit trees. For every tonne of waste removed from sites, the company plants 10 forest trees.

In 2022, these actions resulted in Guildprime planting approximately 1,620 forest trees and 160 fruit trees globally.


These combined actions have led to Guildprime decreasing its carbon footprint in 2022.

Gaysha Joins Grosvenor’s SME Net Zero Mentoring Programme

In June 2022, Gaysha joined Grosvenor’s SME Net Zero Mentoring Programme, an eight-month initiative delivered by Heart of the City, designed to accelerate companies’ ability to measure and monitor their carbon footprint.


By joining the scheme, Gaysha has committed to achieving the gold standard of climate pledges and taking meaningful climate action.


In February of 2023, the company submitted science-based targets to the Science-Based Targets Initiative (SBTi), which were then approved. Gaysha have set a near-term target of 1.5oC by 2030, with a commitment to reduce scope 1 and scope 2 GHG emissions 42% by 2030 from a 2020 base year, and to measure and reduce its scope 3 emissions.


As a champion of climate action, Gaysha is encouraging all stakeholders to align with climate science by committing to science-based 1.5°C and net-zero targets.

Our 2021 Carbon Baseline

As part of our ambition to reach net zero, we have carried forward the momentum of last year to

establish our full carbon footprint baseline for the year 2021.

Scope 3 emissions

Scope 3 emissions (that is, indirect emissions in our supply chain) represent 95.6% of our total carbon footprint, with the most signifcant proportion of our emissions found within ‘use of sold products’ (66% of our total footprint). This is the equivalent of 30,402 tCO2e.


Most of the emissions from ‘use of sold products’ come from the construction, engineering and leisure sectors. Other high-impact areas include upstream transport and distribution and purchased goods and services.



We are working hard to improve the accuracy of our data, making data collection part of ‘business as usual’ within the Group. There were challenges and barriers to collecting some of the data for calculation, but where data wasn’t available, we were able to make credible estimates based on either i) other businesses in the same sector that are part of MBH; or ii) cross sector where day-to-day operations were similar.

Data Comparison (2021 vs 2022)

To provide a year-on-year comparison of carbon data, we have prioritised the calculation of categories that

were disclosed in last year’s ESG report. In this section we make a comparative analysis of FY21 and FY22

carbon fgures and highlight some of the areas where we have made reductions.

Comparison by category

Emissions from Scope 1, which includes gas and fuels (including company owned vehicles), have shown a signifcant decrease in FY22. This is due in part to the transitions made in the transport sector to EV or hybrid vehicles, as well as reduced reliance on gas heating at Acacia Training, which has now switched to fully electric. A reduction in renewable energy has resulted in an increase of our Scope 2 emissions (indirect emissions from the energy we procure) for this year as we have had to purchase more

electricity across MBH.

Scope 3 categories

(Includes purchased goods and services, employee commuting and business travel)

Carbon Hotspots – Our emissions reductions and increases

The comparative data show no overall carbon reductions for the categories in focus although, as noted above, this is to be expected due to the easing of pandemic restrictions and the return of employee commutes and business travel. Below are some of key points from our analysis.

Next Steps

As the climate crisis becomes increasingly urgent, we believe our targets and consequent actions

should reflect this.


We continue our pledge to use 100% renewable energy by 2030 but have reviewed and improved our remaining two targets, which are ambitious but can drive signifcant positive change.


Therefore, from FY23 onwards we will be working towards the following targets:

  • 1. We commit to using 100% renewable energy

    We commit to using 100% renewable energy by 2030.

  • 2. We will reduce our carbon footprint by 42%

    We will reduce our carbon footprint by 42%*

     by 2030.


    * When compared to our FY21 baseline.

  • 3. We will be a net-zero business

    We will be a net-zero business* by 2040 in accordance with the latest science.


    *Net-zero defnition – (a) Reducing Scope 1, 2 and 3

    emissions to zero or a residual level consistent with the latest science. (b) neutralizing any residual emissions at the net-zero target date – and any GHG emissions released into the atmosphere thereafter.

Involving Our Suppliers

To involve our suppliers in our sustainability strategy, we have partnered with Support the Goals.

Support the Goals is an initiative to rate, reward and recognise businesses that support the UN Sustainable Development Goals. As the Global Goals are the driving force behind our sustainability journey, we’ve collaborated with the initiative to promote this framework within our supply chain.


Research conducted by Support the Goals showed that our suppliers are not currently aligned to our

sustainability strategy. But we’re working to change this.


Using our unique supplier dashboard, we monitor our suppliers’ progress and encourage them to

improve their SDG rating by providing access to free education resources and roadmaps, through Support

the Goals. When our suppliers receive an impressive rating, they’re encouraged to communicate this to

raise awareness of the SDGs and gain recognition for their sustainability credentials.

Our 5-star SDG Rating

MBH has achieved a 5-star rating for our commitment to the UN Sustainable Development Goals,


for the second year running. Only 4% of businesses have achieved this rating. It is awarded to businesses that publicly communicate their priority goals, measurable targets, actions taken, performance data and, most importantly, educate their suppliers about the SDGs.

Supporting other SDGs

  • Goals 1, 2, and 12 – Boulder Sausage Donates Almost $10k of Food

    Overproduction has become a signifcant issue in the manufacturing industry. For Boulder Sausage,

    the Colorado-based home of healthier, tastier sausage and bacon, their objective is to minimise

    waste in production processes while simultaneously supporting the local community.


    At the end of the production week, the company identifes all edible food products that have been

    overproduced and donates them to local community groups such as shelters, food banks and other

    charitable organisations. In 2022, Boulder Sausage donated the equivalent of nearly US$10,000 in food

    products to thirteen different organisations, the majority being shelters and local food banks.



  • Goal 3 – Samuel Hobson House Stimulates Memories with RITA

    This year, the residential home based in Newcastle under-Lyme, UK, has seen great results from its use of the Reminiscence Interactive Therapy Activities (RITA) System. Samuel Hobson House is proud to be the care home of people’s choice, and this system is incremental in its mission to enrich lives and keep older people connected to what matters to them.


    RITA has proven itself effective in calming distressed or anxious residents and we are proud to have

    received the Silver Award for best use of RITA in reducing fall incidents among residents.


  • Goal 3 - Guildprime Specialist Contracts Ltd Supports Grass Roots Football

    Guildprime believes that access to sports and recreation is important for all ages. That’s why the

    company has become a sponsor of its local football team, AFC Sudbury EJA. Guildprime’s support involves assisting the team in gaining more social media coverage, ultimately attracting more players, talent, and money. The company receives weekly updates from the team regarding their matches, and staff are enjoying watching the team’s success.


    The AFC Sudbury EJA’s U14 team also receive financial assistance from Guildprime, and the company is in the process of extending its support to another local team, Disability Inclusion Society Football Club (DIS FC).


  • Goal 3 - Vikki’s LinkedIn Meet-up Challenge

    Last year, MBH Corporation CEO Victoria Sylvester set herself a challenge to meet as many of her LinkedIn connections as possible in three months. Each connection was asked for a £1 donation to The Care Workers’ Charity, which Vikki pledged to match. 


    The money raised will go to the charity’s mission of advancing the financial, professional, and mental well-being of social care workers by making grants, signposting to resources, and providing access to services.


    Overall, Vikki raised an extremely impressive £2,009.


  • Goal 4 – Learning Wings

    The team at Learning Wings in Singapore collaborates with non-proft organisations in Singapore to support their beneficiaries’ learning needs. Many of the students are from low-income families, meaning they may not have the means to attend regular classes like their peers. Learning Wings’ mission is to provide these beneficiaries with a quality education, taught by qualified teachers and supported by a values-based curriculum that ensures they receive the assistance they require. In over 16 years of working with non-profits, Learning Wings has had the privilege of enriching the education of thousands of beneficiaries. 

B1G1

B1G1 is the global social impact initiative that brings together more than 2,600 businesses on a mission to create a world full of giving.

The B1G1 philosophy is based on creating a world where every business transaction simultaneously results in an impact made in the world (through a small donation), leading to the name ‘Buy One Give One’. Many MBH companies choose to participate in this scheme, and we’re pleased to share some stories here.

  • Acacia Training – B1G1 Business for Good Event

    In June 2022, Acacia Training hosted representatives from the team at B1G1 on a day aimed at inspiring local business leaders and educating them on how their company can become an impact-driven force for good and meaningfully contribute to the SDGs.


    With speakers including the founders of B1G1 and TEDx speakers, Masami Sato and Paul Dunn, attendees had the opportunity to hear high level stories and meet other like-minded business people. 

  • Goals 6 and 11 – Guildprime Specialist Contracts Ltd

    In addition to its climate response actions (see Goal 13 – Climate Action), Guildprime also takes pride in its support for humanitarian aid projects. In 2022, the company provided 2,265 days (equating to just over six years’ worth) of access to clean water, as well as nutritious meals to children in crisis. We also prevented over 280kg of food from going to waste through conscious ordering practices and office schemes. 


    We have provided 150 days of shelter to those in need and enabled those living in underprivileged areas access to solar lighting for roughly 8,640 days. Guildprime also offers its employees the option to take part in its birthday giving scheme, which enables members of staff to support various B1G1 projects supporting clean water and sanitation or helping to create sustainable cities and communities. 

Closing Statement

Thank you for reading MBH’s second ESG report. Sustainability is an ongoing journey, and we remain committed to continuous improvement, setting ambitious goals, and engaging in transparent reporting to track our progress and drive positive change.


"We remain steadfast in our aim to be at the forefront of sustainable development, and we hope this report instils faith in you, our shareholders, that we are on the right track."


Victoria Sylvester | CEO MBH Corporation Plc

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