Our focus during 2023 has been to align the organisation with our "One James Fisher" model. This will allow us to harness our collective strength in order to achieve a safe, sustainable transition to a low-carbon future.

Offshore wind is an important growth area for James Fisher and we will centre our expertise around installation, commissioning and Operations and Maintenance services.

Technology innovation remains key to meeting our own and customers' sustainability ambitions. We will be working closely with the newly appointed Chief Digital Officer and Chief Technology Officer through a shared drive to pioneer innovative and sustainable solutions and services and maintain our position as a trusted partner.

At James Fisher, we aim to ensure our resources are used in a sustainable manner, that we protect the life systems that support the planet’s natural resources, and that our workforce applies social and environmental awareness day-to-day.

Progress in 2023

As Lean methodology, principles and improvement initiatives are implemented across the group, a Lean operating system framework will materialise. This system will comprise Lean leaders and champions who support and embed the capability, with the aim to improve product excellence, commercial excellence, and operational excellence.

We will continue to drive improvements by:

• standardising policies and processes to embed the right culture and mindset across the group
• implementing centralised functions, processes, and information management systems where it makes sense to do so e.g., centralising CRM system at division level
• promoting knowledge sharing and learning through curated programmes and campaigns

We have strengthened our investment decision-making process by revising and updating the assessment criteria. We will continue to invest in strategically significant assets where such investments provide a differentiated level of service or sustainable competitive advantage.

We are committed to minimising and possibly eliminating the detrimental impact of greenhouse gas (GHG) emissions from our operational activities. We also recognise the importance of helping our customers reach their own net zero emissions targets and last year we made a science-based commitment to be net zero by 2050

2024 Key planned activities

Net zero and climate risks and opportunities:

• Supplier engagement planning (Scope 3).
• Review target pathways and underpinning assumptions.
• Transition planning activities including development of roadmap to close gaps identified through the gap analysis conducted in 2023, stakeholder engagement strategy and defining management and monitoring.
  
  

Carbon Management: We are preparing to mature our
processes through:

• Establishing a base year recalculation policy for the Group which clearly articulates the basis and context for any recalculations.
• Formalising our GHG inventory management procedures and guidelines through a Group Inventory Management Procedure.
• Preparing for future assurance of GHG emissions data.