October 2021
 Advanced’s 
ESG Report

I am delighted to share with you our inaugural Environmental Social and 
Governance (ESG) Report. This is a significant milestone for Advanced. 
We believe this report is the right next step for us as a business as we 
strive to create a sustainable, equitable and inclusive organisation.
It is hugely important to me that we each individually play 
a part in leaving a positive environmental legacy that we are 
proud of. This report will help us to build on the great work we 
are doing around sustainability, and is an important catalyst in 
bringing about a wealth of further positive steps, as we work 
together to make a difference for our customers, our people, 
our communities and our planet.
As we all witness the effects of climate change, this way 
of thinking has never been more important. In this report,  
we’ll share our business initiatives and commitment to 
focus on the environmental challenges that we face.
We’re investing in sustainable practices because it’s the right 
thing to do, but also because we know our staff, customers 
and partners are looking for leadership and action on the 
issues that most affect society as a whole.
Our sustainability plans formally took shape a year ago 
with the alignment of ESG owners within the business. 
However, many of the initiatives and results are owed 
to the transformation journey which Advanced started five 
years ago, and they underpin the business we are today. 
I see our sustainability commitment as being key to our 
future success and our long-term profitability. We have much 
more progress to make, but I’m thrilled that we have achieved 
the important milestone of not only reporting on our overall 
carbon footprint, but taking steps to be carbon neutral in 2021. 
Knowing we are aligning to the Sustainability Accounting 
Standards Board (SASB) framework, and have implemented 
a structure to materially reduce our carbon footprint further 
still, bodes well for the future.
We have achieved a lot, but we need to hold each other 
accountable and push further to ensure lasting change 
for us all.
Gordon Wilson 
CEO of Advanced
A letter from Gordon Wilson

About this report
Our approach
Our three focus areas
4   	Protecting our planet
5 	 Inclusivity and diversity
6 	 Social and community empowerment
Protecting our planet 
8	 A net-zero future
9 Our offices
11	 Recycling
12	 Software solutions for our customers
13	 Carbon emissions at a glance	 
14	 Overall emissions footprint
15	 Emissions by source	
16	 Emissions due to travel
17	 Reductions due to acquisition integration
18	 Emissions due to revenue
Inclusion and diversity
20 	Reducing bias in recruitment
21  People
22 	Diversity Pay Gap Report
 
1
2
3
7
19
23  	 Women in tech 
24 	 Inclusion Networks 
25	 Advanced Values
26	 Diversity Leader
27	 Social Mobility Pledge 
Social and community empowerment	
 
29 	 Charity
30   	Volunteering
31   	Workforce wellbeing
32 	 b-Heard survey
33  	 Hybrid working 
34	 Responsible products and services 
35   	Data security 
35  	 Data privacy 
36   	Partnerships and suppliers 
37   	Managing system risks 
38  	 Anti-Corruption
39	 Accreditations
40	 Governance and accountability
41	 Accessibility
Appendices
28
42
Contents

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1
This inaugural report is meant to give our readers confidence in Advanced’s 
ability to manage our long-term environmental, social and governance 
opportunities and risks. It also conveys how they are embedded in our 
corporate strategy. 
Along with disclosing milestones from over the past year 
or so, we are also sharing the trajectory for our strategy.
We intend to publish an ESG Report on an annual basis 
moving forward so we can continue to transparently share 
our priorities, challenges and successes. This report will serve 
as a comprehensive baseline for our continued disclosures 
in future years and we will be able to expand the level 
of transparency as we mature data collection systems.
As our first report, we acknowledge that the ESG journey is not 
a sprint. Like most businesses, we will look to evolve and usher 
in best practice, learning from our peers as a growing number 
of organisations embark on their sustainability journeys,  
sharing their thinking and progress.
The content in this report was informed by SASB’s Internet 
Media & Services and Software & IT Services guidance, as well 
as our recent ESG materiality assessment. 
We take climate risk seriously and recognise the importance of 
the Task Force on Climate-Related Financial Disclosures (TCFD) 
and intend to more closely align with the TCFD framework in 
future years.
Report readers can also refer to our Diversity Pay Gap Report 
for further information in this area.
About this report

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2
At Advanced, we recognise the opportunity and responsibility we have as  
a business to make a positive impact in the world. The transformative power 
of technology is key to creating a healthier planet, diverse and inclusive  
communities, access to education and a better standard of living for all.
We endeavour to conduct our business in an ethical manner, 
achieving sustainable growth whilst honouring our  
commitment to corporate social responsibility. 
Our ESG goals are an integral part of Advanced. They are 
inherent in providing a safe, fair and inspiring working 
environment for our employees, and in delivering benefits 
to the wider community. Our innovative solutions and services 
help our customers as they deliver their own unique and 
powerful contributions to society.
Advanced exists to make a difference, and we always act with 
our core values in mind. We deliver excellence in everything 
we do, act with pace as a unified organisation and are fearless 
in doing the right thing. We value and demand diversity in the 
workplace, and expect mutual respect and understanding.
Our sustainability strategy helps us plan for the future by 
identifying opportunities and emerging scenarios that we 
will need to tackle. We believe a responsible business that 
operates with sustainability in mind will deliver better value 
over a longer period of time. It will also be able to share that 
value with its customers, teams and communities – as well 
as itself and investors. 
Our approach
We believe a responsible business that operates 
with sustainability in mind will deliver better 
value over a longer period of time.

3
Contents
Protecting 
our planet
Inclusion 
and diversity
Social and community 
empowerment
1
Our strategy is guided by three focus areas
2
3

4
4
Contents
Protecting our planet  
– Climate change
The early scientific warnings that predicted global 
warming and the impact of growing populations on the 
resources and emissions of the earth are now irrefutable. 
Humankind’s impact on the delicate interconnected ecosystems of the planet has reached 
a dangerous tipping point. It falls to governments, businesses and individuals to take dramatic 
steps to mitigate, and then hopefully reverse some of the damage to our natural world.
78%
reduction in emissions 
by 2035 compared to 1990
UK pledge

5
5
Contents
Inclusivity and diversity 
– People and belonging  
Cultivating a diverse workforce and inclusive culture 
is a priority for Advanced. Diversity of experience, age, 
race, ethnicity, culture, gender and sexual orientation 
provides a wide range of talent from entry level through 
to our leadership teams, creating richer perspectives 
and a powerful frame of reference.
Inclusion is a universal human right, and we aim to embrace all people irrespective of race, gender, 
disability, sexuality, age, religion, background, medical or other need. For us, it is about giving equal 
access to opportunities and removing discrimination and intolerance. Ensuring all our employees 
understand and engage with our values, and have the opportunity to realise their full potential,
is fundamental to our business and our Employee Value Proposition (EVP) strategy.
Reduce the diversity pay gap 
for ethnicity, disability, 
sexual orientation and gender

6
6
Contents
Social and community empowerment 
 – Our staff, customers and partners
We strive to be a responsible and contributing part of society, 
seeking to build strong relationships and acting as a good 
neighbour. Fundamental to this is making a real difference 
to those disadvantaged and needing support, not just in the 
form of monetary donations but also available time and access 
to opportunities.
Advanced is committed to maintaining and promoting the wellbeing of all our people, customers and local 
communities in which we work. We do this with a growing number of initiatives and dedicated roles 
ensuring these are not short-term goals. Alongside this, our core reason for existing is the delivery 
of mission-critical services for businesses, and protection of sensitive and confidential information 
is central to the duty of care we have for our customers and partners.  
1,000 hours 
of volunteering by 2022

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1 | Protecting our planet
We have no other choice but to reduce our 
carbon footprint, inspire other companies 
to do so, and use our voice to advocate for 
policies that will make a lasting difference.

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These net-zero goals are guided by four core principles: 
	
To reduce the environmental impact of our operational  
	
activities through effective management of our estate
	
To create and maintain a positive environmental  
	
sustainability culture
	
	
To maximise the positive impact of our sustainability  
	
actions through effective communication,  
	
collaboration and partnership
	
To fulfil all environmental compliance obligations  
	
and seek to exceed regulatory requirements
We are determined to build a better tomorrow for our staff, customers 
and wider community. We are proud to be making our first big climate 
commitments, sharing what we are doing to help reduce negative impacts 
and raise awareness about environmental sustainability performance.  
Our key goals are to reduce our entire carbon footprint, run our 
operations on 100 per cent renewable energy, achieve carbon 
neutrality and do our part to contribute to a sustainable future.
These goals and principles have formed our sustainability 
strategy, kick-started accurate emissions tracking and secured 
the engagement of staff, partners and customers. The strategy 
is continuously reviewed to ensure it is as robust and impactful 
as it can be. 
A net-zero future
Milestones for 2021
Switching Scope 2 
grid electricity to a 
green energy provider
Tracking our total  
carbon impact 
- from all our offices, 
travel and data centres
Offsetting this impact 
through carbon credits 
in the UK or carbon 
offsetting worldwide
Targeting 1,400 tonnes 
of carbon dioxide 
equivalent (tC02e) 
this year 
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2
3
4

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We are proactive in our property management and have continued to think 
about sustainability in the design, construction and ongoing occupancy of 
our office spaces and kitchens. 
We also find meaningful ways to connect with our team on 
sustainability issues. Like many businesses, our workplaces were 
mostly empty during 2020 and early 2021, meaning a lower impact 
from employee commuting, food waste and energy use in our 
workplaces. In this unusual year, we found ways to shift our
resources to support our local communities and our team 
members working from home.
To support the transition back to the office, we have renovated our 
corporate HQ and regional hubs to deliver hybrid office spaces. 
These meet the needs of a flexible workforce and minimise our 
energy consumption. Hot-desking has been increased to support 
employees who will be alternating between working from home 
and being in the office, sharing desk space on different days. 
Alongside the physical refurbishment, we have deployed our own 
business systems management platform, MyWorkplace, to facilitate 
desk booking. Employees can book their own desk space for the time 
they want to be in the office, knowing who else will be sitting near 
them and even who has used the desk in the preceding days. 
These measures will provide assurance to employees who are 
anxious about sharing office space and help with safeguarding. 
This hybrid model of working allows our people to work in a way 
that suits them, whilst maintaining our ability to reduce 
commuting emissions.
Our offices
Hot-desking has 
been increased
supporting employees who will be 
alternating between working from 
home and being in the office

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10
We have ensured that both our head office, Ditton Park, and our 
main regional hub, Mailbox in Birmingham, have energy charging 
stations to encourage the use of electric cars and support 
vehicle recharging. 
Finally, like many businesses, we rely heavily on paper. Our average 
monthly paper usage pre-pandemic was 12,563 sheets a month
 - which dropped to 2,675 per month during the pandemic. We aim 
to reduce this usage by continued adoption of digital initiatives, 
but we also took the available time during lockdown to install 
central smart printers in all our offices. These devices reduce 
energy consumption thanks to environmentally-friendly low Typical 
Electricity Consumption (TEC) values and provide greater information 
about print volumes. They have reduced the total number of print 
devices and standardised our approach. 
Printing is now based on a ‘follow me’ approach and is tied to staff 
cards. This allows accurate collective and individual tracking of all 
printed, scanned and copied documents which we hope will 
reduce the amount of duplicate printing and ensure people 
stop and think ahead of using printed materials. Alongside the 
improved efficiency, the average cost per print has been 
reduced from £0.48 to £0.23 for black and white.
80%
reduction 
in paper 
usage
1.25 trees a 
month in 2019 
0.25 trees a 
month in 2020

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Reducing the amount of paper we generate is a key focus, 
but also recycling the (recycled) paper that we do use. 
We have taken steps to recycle other materials such as plastics 
and cardboard, and comply with Waste, Electrical and Electronic 
Equipment (WEEE) regulations and recycle our electrical items. 
Our corporate responsibility to the environment is central to how 
we run our business. We minimise our consumption of natural 
resources and manage waste through responsible disposal 
– reusing and recycling materials wherever possible.
In terms of sustainability across our two main offices at  
Ditton Park and Mailbox, we have continued to embrace  
the three Rs principle of Reduce, Reuse and Recycle.
Our performance from a site waste perspective has been very 
high, with only 0.5 per cent of our waste being taken to landfill, 
and this is detailed in the appendices recycling report.
 
In terms of other considerations:
All doors and bespoke joinery products are supplied by 
companies that promote and support the Forest Stewardship 
Council (FSC) and Programme for the Environment of Forest 
Certification (PEFC) schemes.
 
The new floor coverings comply with the recommendations 
from BRE Group green guides, and we have recycled significant 
portions of the existing glazing and screens at Ditton Park to 
reconfigure various areas. 
Recycling
reuse of 
existing 
carpets
reuse of existing furniture, 
this being reuse from within 
the premises and also from  
our existing stock
reuse and 
reconfiguration 
of building 
services
 
92%
94% 100%
Some key highlights of our 
approach to recycling are:

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Our head is firmly in the Cloud
From invoicing departments using our Electronic 
Document Imaging (EDI) with Optical Character 
Recognition (OCR), to medical practices and the many 
venues of care transferring critical patient data securely 
via the Cloud, we are enabling our customers with 
solutions and services that support the transformation 
to a paperless society. 
We are focused on our transition to being a Cloud-service 
company, ensuring our customers have solutions which 
are future proofed and don’t require costly or energy 
inefficient hardware.
Software solutions for our customers
1,654
customers successfully 
moved to the Cloud

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As part of Advanced’s commitment to evaluating our environmental 
performance, we took the decision to implement a centralised system 
to measure our overall greenhouse gas (GHG) emissions. 
Our GHG emissions footprint is calculated across all relevant scopes. 
This system went live in June 2021, allowing us to aggregate three 
years’ worth of data, and gave us our first opportunity to baseline 
our footprint. 
Using this data, we have now been able to set stretching targets to 
measure the effectiveness of our sustainability strategy and target key 
reduction initiatives. We will annually calculate all material emission 
sources for Advanced in accordance with the Greenhouse Gas Protocol 
market-based approach, including any direct emissions (Scope 1), 
and our indirect emissions from purchase energy and other indirect 
emissions (Scopes 2 and 3). 
Our Scope 1-3 GHG footprint in 2020 was 1,130 tCO2e. This includes 
emissions associated with electricity use, business travel, supply chain 
and waste. Our GHG footprint is calculated for the period 1 January 
2020 – 31 December 2020 using the GHG Protocol methodology.
of electricity consumed
of our waste from 
facilities projects 
being taken to landfill 
2648MWh
0.5% 
CO2 emissions for 2020
1,130MT
Carbon emissions at a glance

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Over the last three years, overall emissions have continued a 
downward trajectory. Given the effect of the pandemic (31 per 
cent decrease between 2019 and 2020) we have looked at 2018 
and 2019 figures to provide a clearer indication of our typical 
emissions baseline. As such, the 20 per cent decrease between 
2018 and 2019 is particularly encouraging as this demonstrates 
the results of best practice disciplines, which were introduced 
ahead of our formal ESG strategy. 
Overall emissions footprint
2019
2020
1,130
1,636
Advanced carbon footprint (tCO2e)
2018
2,037
31%
Down by
from 2019-2020
Emission breakdown by source (tCO2e)
Standard grid (General)
Rail
Water
CO2 emissions 
20% 
reduction
between 2018 and 2019
CO2
Year total 2020
Road
Air 
Dry mixed recyclables
0.08
22.3
198.1
58.83
837.90
12.8

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15
 Scope
Emission 
Name
Emission 
Source
Year Total  
2019 
Year Total  
2020
% of overall 
emissions 2020
Scope 2
Electricity (Grid)
Standard Grid (General)
934
797
70.5
Scope 1
Fuel
Natural Gas
0
40.9
3.6
Scope 3
Air Business
International
75.5
2.8
0.25
Long Haul
51.5
8.2
0.7
Medium Haul
18.6
0.7
0.06
Short Haul
44.9
1.1
0.10
Scope 3
Rail Business
Eurostar
0.04
0.006
0.00
National Rail
197.6
58.8
5.2
Scope 1 & 3
Road Business
Car
298.4
198.1
17.5
Scope 3
Waste
Dry Mixed Recyclables
1.7
1.6
0.14
General Waste 
(Consumption only)
0
0
0.00
General Waste  
(non-recyclable)
13.8
20.8
1.8
Water
Withdrawal
0.06
0.08
0.01
Total
1636
1130
100
15
Emissions by source 
In 2020, perhaps unsurprisingly, our Scope 2 emissions reduced 
because electricity consumption in our offices went down while 
employees worked from home. There was also a material effect 
on reduced air and rail travel within Scope 3. 
45% 
reduction
carbon footprint
between 2018 and 2020

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16
Air
5% 
Rail
22% 
Road
73%
7%
Down by
23%
Down by
30%
Up by
2019 - 2020 (tCO2e) usage comparison
Breakdown of Scope 3 emissions due to travel
Air
Rail
Road
Annual travel emissions (tCO2e)
2018
2019
2020
 
tCO2e
291
298
198
258
198
58.9
268
190
12.8
190
198
298
12.8
58.9
198
 
tCO2e
Air
Rail
Road
2019
2020
2020 emissions by travel type (tCO2e)
The material decrease in 2020 is obviously influenced by the 
pandemic, we expect to see the 2021 split of travel emissions 
return to the mix seen in 2019.

Our major target for 2021 was a commitment to sourcing 100 per cent 
renewable electricity for all our UK buildings. 
Reductions due to acquisition integration
This switch took place for our HQ and regional HQ in August 
2021. As such, from September 2021 onwards we will apply our 
renewable energy purchases to our Scope 2 emissions. This will 
see an annual reduction in overall emissions by approximately 
35 per cent compared to the 2020 results within this report. 
Some minor Scope 3 emissions grew as we scaled through 
acquisition. These acquisitions saw the introduction of Scope 2 
natural gas emissions which we will look to address during 
integration. 
Our value creation plans rely on continued growth within our 
Software-as-a-Service (SaaS) business and adding scale through 
acquisitions. For the purposes of GHG tracking, we will 
incorporate the acquired businesses’ emissions within the 
next calendar year’s ESG Report. Over 12 months, the integration 
of businesses typically results in a net reduction of overall 
emissions when compared to the original combined 
GHG footprint.
Since 2018, the reduced emissions linked to acquisitions has been 
267.2 tCO2e. This includes office consolidation into our regional 
hubs, increased focus on utilities and improved contractual terms 
with suppliers. For 2021, this will represent a saving of 57.2  tCO2e 
against our current 2020 GHG totals.
Electricity (tC02e)
GHG reductions due to acquisition integration
2018
2019
2020
57.2
210
0
100%
renewable 
electricity
for our buildings
17

18
Emissions due to revenue
We aim to break a link between business 
growth and increased emissions. 
Normalising the data based on the GHG intensity of our revenue and 
workforce shows an improving efficiency of business growth to reduced 
emissions. Keeping the tCO2e lower for each £1M and per full time 
equivalent (FTE) is a key target for Advanced over the coming years.
47%
drop in CO2 emissions 
per head from 2018 to 2020
2018
2019
2020
8.21
6.48
4.33
0.91
0.66
0.48
GHG emissions intensity of our revenue and workforce
Employees (tCo2e/FTE)
Revenue (tCo2e/£1M

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Not only is it right to recognise and celebrate differences, 
and ensure everyone has the opportunity to thrive, 
but creating a culture that is genuinely committed to 
a meritocratic workplace is important to our success. 
2 | Inclusion and diversity

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Advanced is renowned for its innovative recruitment process, 
which seeks to reduce bias – unconscious or otherwise 
– when hiring. https://careers.oneadvanced.com/how-we-hire/ 
It is easy to make symbolic gestures and say the right thing, 
but at Advanced we always want to get to the heart of the 
matter and make systematic change. By using this process, 
we are creating a team of individuals who are selected purely 
on merit, aptitude and potential - bringing powerful teamwork, 
ingenious problem solving and creative solutions to our 
business. In our recruitment, we use tools that give us 
additional insight into intellect and attitude, and remove 
CVs from the interview process, so managers go in 
without preconceptions.
Last year we enabled over 200 people to kick-start their career, 
and 65 per cent of our experienced vacancies were filled by 
internal promotions.
Reducing bias in recruitment
A new way of hiring
The five-step process is as follows:
	
Apply online
	
Candidates review current vacancies and find out a little 	
	
more about the different teams.
	
Online assessment
	
For every role, candidates complete two online 
	
assessments: a personality questionnaire and a cognitive 	
	
aptitude test. It helps to understand suitability - for us and 	
	
also for the candidate. 
	
Talent interview
	
We then move to first-stage interviews – either in our  
	
offices or via video with our Talent Team. 
       Group or video interview
	
When we are hiring for multiple positions, we may invite  
	
candidates into our offices to take part in a group 
	
interview, looking at problem solving and collaboration. 
      Final interview
	
For the final interview or assessment centre, candidates  
	
get to meet the people they will potentially be working 
	
closely with. 
1
2
3
4
5
of our experienced vacancies 
were filled by internal promotions
65%

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People
In January, more than 2,000 employees (88 per cent of the 
workforce) responded to our Engagement Survey 2021, 
providing feedback on their perceptions and opinions of 
the culture at Advanced. Overwhelmingly our employees 
responded that we are committed to inclusion and diversity 
in the workplace, and that their managers also prioritise 
and promote diversity and inclusion. 
A committed workforce
2,000 
employees 
88% of the workforce responded 
to our Engagement Survey 2021

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In its second year, we are proud to have created a report that goes 
beyond the legal requirement for a Gender Pay Gap analysis to also 
include a range of diversity characteristics - ethnicity, sexuality, 
education, disability and socio-economic status. 
It may make for uncomfortable reading, but it is this degree of 
transparency that will hold us accountable and help us evaluate 
where we are, acting as a compass to guide our direction and 
creating a baseline for measuring progress so we get to where  
we want to be.
72 per cent of our employees voluntarily shared their diversity 
characteristics with us. When gathering this data, we had to  
first decide which characteristics we were going to look at  
and be mindful of the sensitivities around this before building  
our workflow.
The data analysis took place in October 2020 and we compared 
the diversity characteristics to the UK census of 2011 to  
understand how representative we were in the UK, where most  
of our staff are based. We also compared the results of our 
gender data to previous years’ findings.
There were some encouraging results. Our Gender Pay Gap  
had reduced by another 1.1 per cent. From an overall diversity 
standpoint, we achieved a good level of representation of the 
communities in which we are based throughout the UK. We also 
found that educational background did not correlate to pay grade 
and therefore opportunities at Advanced are not limited by  
an employee’s education level. This is mainly a result of our  
philosophy of hiring for potential, reducing unconscious bias  
by not looking at CVs early in the hiring process.
However, we did find some significant pay gaps, for example  
for those from an ethnic minority or lower socio-economic  
background, and we clearly want to get started on addressing 
these urgently. Now that we have this information, we can  
determine the steps to take and monitor our progress  
going forward.  All workforce representation data can be found 
within our Diversity Pay Gap Report: https://www.oneadvanced.
com/globalassets/diversity-pay-gap-report-2020-final.pdf
Diversity Pay Gap Report
72% 
of our
employees
voluntarily shared their diversity  
characteristics with us

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Women represent one third of our Board and hold many 
key roles throughout the organisation. We recognise there 
is always more to be done in promoting this throughout 
Advanced and are committed to doing so. 
The Advanced Women’s Network aims to provide a support 
network, as well as create an open and safe forum where various 
topics are discussed in a respectful way. It also engages in  
charitable activities to support women, advocates for greater  
recognition of women’s issues and effects change. 
It’s open to all staff, across all locations and across all levels. 
Men are actively encouraged to join this group as it’s a great 
opportunity to share experience and perspectives. Men and 
women work closely together every day as colleagues or in 
a manager-team-member dynamic, so being able to understand 
and support each other is crucial. 
Women in tech
1/3
and hold many key roles throughout the organisation
of our Board 
are women

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Set up in 2020, our Inclusion Networks were created based on three 
core principles which were to celebrate, educate and advocate. 
Our Inclusion Networks provide a safe space and support 
– as well as a focus for change and fresh approaches. They help 
to educate us all and share greater understanding. The Chairs 
and other members of our Inclusion Networks have been invited 
to speak at our monthly virtual Town Halls which go out to all  
employees worldwide. It is a chance to share personal  
experiences to increase business-wide empathy and awareness. 
We also want to extend our reach outside of the business, 
for example our D&I Networks are looking to support the work 
of local charities, and they represent us when speaking about 
these issues with the media. 
They encourage employees to take part in and lead conversations 
on challenges and barriers for people of different communities 
in order to drive change and focus on the celebration of diversity 
within the business. 
Exec level sponsorship provides additional Board-level support 
for each Network, which means when we decide we need to take 
action for improvement we can do so at pace.
Recently introduced for 2021 is our sixth Network focussing 
on sustainability. The aim of this Network is to harness the 
passion of the workforce to implement further emission-reduction 
initiatives and promote environmental awareness within every 
area of the business. 
 
Inclusion Networks
Our Networks
Advanced Enable  
A supportive and informative space within the 
workplace for colleagues with disability, long-term 
health conditions or impairments, neurodivergent 
colleagues, carers and allies.
LGBTQ+ Team Rainbow Network
A place to share stories and work together  
to improve life working at Advanced for the  
LGBTQ+ community.
Advanced Women’s Network 
The Network was founded with one key goal  
in mind: to support and empower women 
to reach their full potential and overcome  
barriers to success.
Black Lives Matter Network 
To promote racial equality and diversity within 
all levels of the business, focussing on the 
enhancement of Black lives.
On the MENd
A safe place to discuss mental health 
and wellbeing.
Diversity 
& Inclusion

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Our core values define who we are, they direct  
us and influence the way we behave each day. 
Every quarter, staff from across the business nominate 
individuals they believe embody these values with an overall 
winner for each value being recognised. In March this year we 
announced the creation of a new value - Different Together. 
We previously had five values that defined our ethos to work 
and guided our actions at Advanced – One Advanced; Delivering 
Excellence; Do the Right Thing; Be Fearless; Execute at Pace. 
By adding this sixth Advanced Value we are putting inclusion 
at the very heart of our business and declaring that no matter 
who you are, where you’re from, how you think, or who you  
love – we will give you equal opportunity to thrive. 
Advanced Values

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Advanced is delighted to have been announced as one of the 
Top 100 Diversity Leaders of 2020 across UK businesses following 
an independent survey carried out on behalf of the Financial Times. 
The award assesses diversity across gender, age, ethnicity, 
disability and sexual orientation, and ranks organisations 
in Europe on the extent to which they offer diverse and 
inclusive workplaces. 
The survey focused on two broad areas, looking at the scale 
in which employers promoted diversity within the workforce, 
and identifying companies that stood out when it came to 
encouraging diversity and equal opportunities. We are delighted 
to have been recognised in this way, but know we can do more 
and will continue to strive towards this.
Diversity Leader
A Top 100
UK Diversity Leader

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Advanced is proud to have signed 
up to the Social Mobility pledge, 
founded by former UK Cabinet 
Minister, Rt Hon. Justine Greening, 
and UK entrepreneur David Harrison.
The Social Mobility Pledge represents a powerful and pioneering 
shift towards being a truly purpose-led organisation committed 
to social mobility. Organisations taking steps to boost opportunity 
and social mobility is more important than ever as we face the 
challenges of a growing opportunity gap in the wake of Covid-19.
The opportunity gap widened further due to the stark difference  
in resources and opportunities available to minorities and 
under-resourced communities. 
Read about the three key elements of the Pledge: outreach,  
access and recruitment – www.socialmobilitypledge.org 
Social Mobility Pledge 
5 million
employees
and 2 million students are covered by the Pledge

We strive to be a responsible and contributing part 
of society, seeking to build strong relationships 
and acting as a good neighbour.
3 | Social and community  
empowerment

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The Prince’s Trust 
We are proud patrons of The Prince’s Trust – like us, the charity 
is passionate about giving people the chances they deserve. 
It helps 13-to-30-year-olds, many of whom are unemployed, 
disadvantaged, living in care or facing issues such as 
homelessness or mental health problems. Each year, 
we donate £25,000 to support the amazing work it does. 
Throughout the year we also run many charity events, from 
sponsored hikes to bake sales – this year we raised almost 
£2,500 completing its Future Steps challenge. All the proceeds 
from these endeavours help The Prince’s Trust continue its 
great work to inspire young people to build their confidence 
and start a career.
We also take part bi-annually in the Million Makers initiative. 
A team of employees from Advanced enter this innovative 
entrepreneurial challenge, competing to raise as much as  
possible from an initial seed funding investment. Last year 
our team raised over £10,000. 
Charity 
Additional fundraising
 
We match up to £50 raised by each member of staff for a charity close 
to their heart – with a dedicated £10,000 a year through our MatchIt! 
scheme. This allows us to help all our employees with their wonderful 
fundraising activities. It is important to us to recognise and support all 
of the dedication and hard work our people do to make the world a 
better place.
We also work with Pennies from Heaven, which enables UK employees 
to donate pennies from their net pay each month to The Prince’s Trust. 
Over the past year, our staff have donated a total of over £2,000.
Twice a year we run our Net Promoter Score survey amongst our 
customers. For each survey completed, we make a donation to a  
charity – which typically leads to a total donation of around £2,000 
each time. Past charities have included NHS Charities Together and 
The Prince’s Trust.
We also make donations to a wide range of charities; this was a 
particular focus in 2020 after so many were affected by the pandemic. 
In December 2020, instead of Christmas parties, we donated £30,000 
to a number of charities based on the votes from our staff. The main 
recipients included Mind, Shelter and MacMillan Cancer Support. 
We were also proud to support the Royal British Legion with 
a £50,000 donation when their usual poppy collections couldn’t 
take place because of Covid-19.
donated each year to support 
the Prince’s Trust’s great work
£25,000
donated to the Royal British Legion 
when poppy collections couldn’t 
take place during the pandemic
£50,000

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We encourage employees to get involved in these activities, 
and 350 hours have already taken place this year. This has 
included working at food banks, helping with the Covid-19 
vaccination drive, litter picking locally and a wide range of other 
activities. We’re passionate about supporting our local communities, 
and regularly donate laptops to those in need in Birmingham 
and Slough. We are also pleased to now extend this to medical 
volunteering, giving staff time off to donate blood and stem cells.
Each year, our employees are entitled 
to take one paid day of Volunteering 
Leave, to support a cause they are 
passionate about with their time. 
Volunteering
of Volunteering Leave has 
already taken place this year
350 
hours

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We are committed to the wellbeing of our employees. Our range 
of benefits and working environment help to support the physical, 
mental, emotional and social health of our people. 
We encourage everyone to include healthy behaviours in their 
working practices, and to be proactive about their wellbeing. 
Our free and confidential Employee Assistance Programme 
provides support, advice and counselling to all staff, and is 
available 24-hours a day. 
During July and August of 2021 we introduced Summer Fridays 
as a thank you for the continued dedication and hard work of 
staff members during the pandemic. The feedback received has 
been overwhelmingly positive, trusting people to balance their 
workload throughout the week and then encouraging people to 
take time away from their working week to spend it with loved 
ones, reflect on wellbeing or simply take a break.
In addition to personal wellbeing, we have also introduced 
a financial wellbeing scheme run in conjunction with HSBC 
and Scottish Widows.It provides information about everyday 
resources that are available to help staff plan for their 
financial future. 
Workforce wellbeing
Employee Assistance Programme 
provides support
24/7

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Image
Advanced is dedicated to making sure all of our employees feel valued 
and an important part of the company. Each Autumn, we hold an 
employee survey in order to identify areas where we could improve. 
We’ve learnt a great deal through these surveys over the years 
and have already put in place a variety of initiatives to make 
positive changes. 
To build on this strong foundation, we took the decision in 2019 
to engage with an independent workplace specialist and invest 
in the b-Heard survey, run by Best Companies. They work with 
organisations like ours to measure, improve and recognise levels 
of workplace engagement.
From its introduction we have increased employee engagement 
and implemented employee-driven suggestions to improve the 
overall working environment. In addition, we have been able to 
benchmark Advanced and our people managers against other 
organisations, resulting in clear leadership development 
programs and implementing best practice initiatives. 
We are now a ‘One to Watch’ company and aim to become  
a ‘three star’ over the next four years.
b-Heard survey
We are now a ‘One to Watch’ 
company and aim to become a 
‘three star’ over the next four years.

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During the pandemic Advanced implemented a full remote working model. 
As we look to the future, and a return to the office, we have taken the 
opportunity to hear from the workforce about how they want to work. 
Following pulse surveys and consultation with staff it became 
clear that the way we approached day-to-day working needed to 
change and during July and August 2021 the office spaces were 
refurbished to support a hybrid working model. 
The hybrid working model introduced went further than simply 
the physical workspace and a ‘Flexible Future’ was introduced. 
This is more than just working from home for some or all of the 
week. We empowered each individual to consider the working 
model they need, discussing with respective managers to make 
the best decision for them, their team and the business. 
This was a new initiative, there was no outcome set in stone 
- what worked for one person may not have worked for another. 
The key was providing choice and flexibility, working in the office 
for some days and working at home on others. We trust staff to 
utilise the mobile technology enabling effective communication 
through audio and video meetings, as well as webinars and 
online training. For our customers, we seek to offer our 
consulting, implementation and training services remotely 
where appropriate and when necessary.
Hybrid working 
Entire workforce moved 
to remote working 
inside one week

Responsible products 
and services

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35
Image
Information security is an integral 
part of our business. 
We adopt industry best standards and have implemented 
an Information Security Management System based on the 
requirements of ISO 27001 to ensure we have the relevant 
controls to keep our data secure. We have robust policies 
and processes which have been verified by a UKAS-accredited 
certification body. To ensure our commitment to security, 
the policies have been endorsed by our senior management 
and are embedded into our working culture.
Data security
When our customers use our products, 
they are trusting us to protect sensitive 
and confidential information. 
As a company that relies on customer trust and believes 
in privacy as a human right, we take this responsibility 
seriously. We also understand that a loss of trust could have 
a detrimental impact on our customers, brand and future
success. We believe that excellent privacy and security 
practices are a required foundation of a successful business. 
That’s why we continue to invest in them and have established 
dedicated privacy and security teams.
Further information on our privacy data can be found in the 
Advanced Privacy Policy, https://www.oneadvanced.com/
privacy-policy/ and the Advanced Services privacy statement, 
https://www.oneadvanced.com/privacy-policy/services-priva-
cy-statement/  
Data privacy 
We continue to 
invest in privacy 
and security

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36
Our Supplier Code of Conduct codifies the standards we expect our 
suppliers to meet to ensure safe working conditions, fair worker treatment 
and responsible environmental practices. 
Partnerships and suppliers
AWS aims to be 100 per cent 
renewable by 2025  
Microsoft aims to be carbon negative 
by 2030 and offset its impact from 
1975 by 2050 
Salesforce is already carbon  
neutral in the Cloud
Learn more
Learn more
Learn more
     Together
we are committed 
to making a difference with clear targets in place
It includes social responsibility standards drawn from Our Supply 
Chain Responsible Business Alliance (RBA) Code of Conduct, 
the Universal Declaration of Human Rights and other guiding 
principles of international law.
We have a number of key strategic partners all of which 
have strong GHG programs which align with our goals to 
drive down emissions:

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37
Managing system risks 
Advanced strives to ensure there is complete 
availability across all aspects of its work
The desired level of availability is evidenced through our Business 
Continuity Management System (BCMS), which is a key component 
of our wider Management System. In support of the Management 
System commitments, we are constantly reviewing operational 
practices and methods that will identify innovative changes and 
improvements in our operational approach to the continual 
availability of services. 
This includes the review of complaints, feedback, 
recommendations and/or suggestions from both customers 
and other internal/external parties. This is supported by 
additional policies and processes to ensure continual alignment 
to ISO Standards.

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Advanced is committed to operating responsibly wherever we work 
in the world and to engage with our stakeholders to manage the 
social, environmental and ethical impact of our activities in the 
different markets in which we operate.
Advanced does not engage in bribery or any form of unethical 
inducement or payment, including facilitation payments and 
‘kickbacks.’ All employees are required to avoid any activities that 
might lead to, or suggest, a conflict of interest with the business 
of the company. We do not make direct or indirect contributions 
to political parties.
Measurement of outcomes 
The Advanced Management Team regularly reviews the 
implementation of this policy in respect of its suitability, 
adequacy and effectiveness and makes improvements 
as appropriate. It periodically reports the results of this 
process to the Advanced Board, who makes an independent 
assessment of the adequacy of the policy and discloses 
any material non-compliance.
Anti-Corruption

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We ensure an ethos of ‘Security First’ across all aspects of our work, 
achieving the targeted level of security through our ISO 27001 
certified Information Security Management System (ISMS). This is 
a key component of our wider Management System and supports 
the security of our organisation, partners and suppliers in the 
provision of services to our customers.
Our ISMS is validated yearly to ensure that it continues to 
support our objectives and meet the requirements of stakeholders. 
Our Advanced code of conduct will, where appropriate, 
be supported by additional security policies to ensure 
continual compliance to ISO Standards.
Accreditations
ISO 9001 – Quality Management System 
This is an international standard relating to a collection 
of business processes focused on consistently meeting 
customer requirements and enhancing their satisfaction. 
It is aligned with an organisation’s purpose and strategic 
direction.
ISO 14001 – Environmental Management
This is an international standard related to minimising how 
operations negatively affect the environment. It ensures 
compliance with applicable laws, regulations and other 
environmentally-oriented requirements and also 
continually looks at improvements.
ISO 20000 – Service Management
This is the international IT Service Management standard 
that enables IT organisations (whether in-house, 
outsourced or external) to ensure that their IT service 
management processes are aligned both with the needs 
of the business and with international best practice.
This helps us benchmark how we deliver managed 
services, measure service levels and assess performance. 
ISO 27001 – Information Security
This is an international standard on how to manage 
information security. It details requirements for 
establishing, implementing, maintaining and continually 
improving an information security management system 
– the aim of which is to help organisations reduce the 
risks associated with the information assets they hold.
CHAS (The Contractors Health & Safety 
Assessment Scheme)
This accreditation proves a business’s health and safety 
processes meet excellent standards. It helps ensure 
compliance across the different areas of risk management 
and mitigates risks across the supply chain.
Safe Contractor
This ensures we meet the necessary requirements 
around health and safety, equal opportunities, diversity 
and environmental management practices - all in one 
plan so our customers can be confident about us and 
reduce risk in their supply chain. 
Quality standards currently held are as follows:

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Governance 
Our governance structure reflects that we are taking a long-term 
view. We believe having our team and culture aligned with our 
long-term goals is the only way to incentivise ourselves to drive 
meaningful, lasting progress.
Accountability
We’ve organised our Sustainability Team and initiatives to 
integrate them within the business. We believe the best way 
to drive an impactful program is to work as one Advanced team. 
Starting at board level with the Exec sponsors and ESG leads 
who meet with the Sustainability Team regularly to review our 
priorities and direction, to the monthly best practice meetings 
with our sustainability platform provider Greenstone +.
We are also meeting quarterly with the Vista ESG Committee. 
Vista and BC Partners own Advanced which provides us with a 
unique opportunity to work closely with all the other portfolio 
companies. To that end, Vista created the committee which 
represents over 60 global technology businesses, tapping into 
what is arguably one of the largest ESG committees in the world.
 
Governance and accountability

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Accessibility standards for Health and Care product development:
Accessibility
ISB 1500-1508: Common User Interface - Click to find out more
Accessible Information Standard - Click to find out more
 
Other Links: 
 
Code of conduct: 
https://www.oneadvanced.com/siteassets/terms-and-conditions/code-of-conduct.pdf
 
Tax Strategy: 
https://www.oneadvanced.com/siteassets/resources/advanced_tax_strategy.pdf
 
Privacy policy: 
https://www.oneadvanced.com/privacy-policy/
 
Services Privacy Statement: 
https://www.oneadvanced.com/privacy-policy/services-privacy-statement/
 
UK Modern Slavery Act transparency statement: 
https://www.oneadvanced.com/siteassets/terms-and-conditions/advanced-modern-slavery-act-statement-fy22.pdf
Our Product Inclusion Network works hard to ensure we are 
addressing the needs of users with accessibility issues when we 
are developing our solutions. It also looks at the language we use 
within our products to make sure it is inclusive.

Appendices

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43
Board of Directors
Team, Governance and Company
Members: 8
Woman on the Board:	3
ESG formally considered at Board level: Yes
Company facts for 2020
Customers:	
25,000
Revenue:	
£261m
Staff:	 	
2,358
 
ESG Team
Advanced is a leading UK provider of business software and services 
delivering mission-critical enterprise and market-focused solutions 
to support innovation amongst customers and partners to really make 
a difference. Its customers are from the public, private and not for profit 
sectors and its solutions include Finance, HR, Payroll, Procurement and 
Workforce management complemented with specialist market solutions 
for legal, health & care, education, sport, charities & membership and 
field service markets. 
Every year Advanced solutions help to care for up to 40 million 
patients in the UK, send 10 million sports fans through the turnstiles, 
manage over £1 billion in charity donations, support 2.5 million students 
and get over 1.2 billion passengers to their destinations on time.
Chief Operating Officer
Director of Security  
& Compliance
Diversity and Inclusion 
Business Partner
Head of Culture and 
Engagement
ESG Lead 
Group Property 
Manager
Quality Standards 
Manager
Security and Compliance 
Manager
What we do

44
SASB Framework  - Current survey in Greenstone+
 
Section
Question Title
Question Text
Question Details
Response 
Type
Default 
Frequency
Attach 
Environmental Footprint 
of Infrastructure
TC-SI-130a.1
Total energy consumed
Number
Annual
Yes
Environmental Footprint 
of Infrastructure
TC-SI-130a.1.1
Percentage grid electricity
Percentage
Annual
Yes
Environmental Footprint 
of Infrastructure
TC-SI-130a.1.2
Percentage renewable
Percentage
Annual
Yes
Environmental Footprint 
of Infrastructure
TC-SI-130a.2
Total water withdrawn
Number
Annual
Yes
Environmental Footprint 
of Infrastructure
TC-SI-130a.2.1
Total water consumed
Number
Annual
Yes
Environmental Footprint 
of Infrastructure
TC-SI-130a.2.2
Percentage of each in regions with High or Extremely High Baseline Water Stress
Percentage
Annual
Yes
Environmental Footprint 
of Infrastructure
Advanced Metric 01
Total energy offset
Number
Annual
Yes
Environmental Footprint 
of Infrastructure
Advanced Metric 02
% waste recyclable
Percentage
Annual
Yes
Environmental Footprint 
of Infrastructure
Advanced Metric 03
Total carbon impact of travel
Number
Annual
Yes
Environmental Footprint 
of Infrastructure
TC-SI-130a.3
Discussion of the integration of environmental considerations into strategic 
planning for data centre needs
TextLong
Annual
Yes
Environmental Footprint 
of Infrastructure
Advanced Metric 04
Charitable impact - £ value donation and number of days provided by staff
Cost
Annual
Yes
Environmental Footprint 
of Infrastructure
Advanced Metric 05
Value of donations put through Advanced systems
Number
Annual
Yes
Environmental Footprint 
of Infrastructure
Advanced Metric 06
Supplier score
Number
Annual
Yes
Next year will mark the first full year of reporting our environmental, social and 
governance performance with reference to the Sustainability Accounting Standards 
Board (SASB) framework. 
This report outlines how our existing disclosures align with the recommended metrics 
for the SASB Technology and Communications - Software IT Services Standard.  
https://materiality.sasb.org/

45
Current survey in Greenstone+
 
Section
Question Title
Question Text
Question Details
Response 
Type
Default 
Frequency
Attach 
Data Privacy & Freedom 
of Expression
TC-SI-220a.1
Description of policies and practices relating to behavioural advertising and user 
privacy
TextLong
Annual
Yes
Data Privacy & Freedom 
of Expression
TC-SI-220a.2
Number of users whose information is used for secondary purposes
Number
Annual
Yes
Data Privacy & Freedom 
of Expression
TC-SI-220a.3
Total amount of monetary losses as a result of legal proceedings associated with 
user privacy
The entity shall briefly describe the nature, context, and any corrective 
actions taken as a result of the monetary losses.
Cost
Annual
Yes
Data Privacy & Freedom 
of Expression
TC-SI-220a.4
Number of law enforcement requests for user information
Number
Annual
Yes
Data Privacy & Freedom 
of Expression
TC-SI-220a.4.1
Number of users whose information was requested
Number
Annual
Yes
Data Privacy & Freedom 
of Expression
TC-SI-220a.4.2
Percentage resulting in disclosure
Percentage
Annual
Yes
Data Privacy & Freedom 
of Expression
TC-SI-220a.5
List of Countries/Sectors where we operate where core products or services 
are subject to government-required monitoring, blocking, content filtering, or 
censoring
Disclosure shall include a description of the extent of the impact in 
each case and, where relevant, a discussion of the entity’s policies and 
practices related to freedom of expression.
TextLong
Annual
Yes
Data Security
TC-SI-230a.1
Number of data breaches
Disclosure shall include a description of corrective actions 
implemented in response to data breaches.
Number
Annual
Yes
Data Security
TC-SI-230a.1.1
Percentage involving personally identifiable information (PII)
Percentage
Annual
Yes
Data Security
TC-SI-230a.1.2
Number of users affected
Number
Annual
Yes
Data Security
TC-SI-230a.2
Description of approach to identifying and addressing data security risks, 
including use of third-party cybersecurity standards
TextLong
Annual
Yes

46
Current survey in Greenstone+
 
Section
Question Title
Question Text
Question Details
Response 
Type
Default 
Frequency
Attach 
Recruiting & Managing 
Workforce
TC-SI-330a.1
Percentage of employees that are foreign nationals 
Disclosure shall include a description of potential risks of recruiting 
foreign nationals and/or offshore employees, and management 
approach to addressing these risks.
Table
Anual
Yes
Recruiting & Managing 
Workforce
TC-SI-330a.1
Percentage of employees that are located offshore
Disclosure shall include a description of potential risks of recruiting 
foreign nationals and/or offshore employees, and management 
approach to addressing these risks.
Table
Annual
Yes
Recruiting & Managing 
Workforce
TC-SI-330a.2
Employee engagement as a percentage bHeard
Disclosure shall include a description of methodology employed.
Percentage
Annual
Yes
Recruiting & Managing 
Workforce
Advanced Metric 08
Disability representation
Percentage
Annual
Yes
Recruiting & Managing 
Workforce
Advanced Metric 09
Diversity Pay Gap
Percentage
Annual
Yes
Recruiting & Managing 
Workforce
Advanced Metric 10
LGTBQ representation
Percentage
Annual
Yes
Recruiting & Managing 
Workforce
Advanced Metric 11
MC3 score
Number
Annual
Yes
Recruiting & Managing 
Workforce
Advanced Metric 12
Diversity of Talent pool
Percentage
Annual
Yes
Recruiting & Managing 
Workforce
Advanced Metric 13
Diversity of internal mobility and regretted attrition (Split out M&A)
Percentage
Annual
Yes
Recruiting & Managing 
Workforce
TC-SI-330a.3
Percentage of gender and racial/ethnic group representation for (1) management
The entity shall describe its policies and programs for fostering 
equitable employee representation across its global operations.
Table
Annual
Yes
Recruiting & Managing 
Workforce
TC-SI-330a.3
Percentage of gender and racial/ethnic group representation for (2) technical staff
The entity shall describe its policies and programs for fostering 
equitable employee representation across its global operations.
Table
Annual
Yes
Recruiting & Managing 
Workforce
TC-SI-330a.3
Percentage of gender and racial/ethnic group representation for (3) all other 
employees
The entity shall describe its policies and programs for fostering 
equitable employee representation across its global operations.
Table
Annual
Yes

47
Current survey in Greenstone+
 
Section
Question Title
Question Text
Question Details
Response 
Type
Default 
Frequency
Attach 
Property Protection & 
Competitive Behaviour
TC-SI-520a.1
Total amount of monetary losses as a result of legal 
proceedings associated with anticompetitive behaviour 
regulations
The entity shall briefly describe the nature, context, and any corrective actions taken as a 
result of the monetary losses.
Cost
Annual
Yes
Managing System 
Risks from technology 
Disruptions
TC-SI-520a.2
Number of performance issues 
Table
Annual
Yes
Managing System 
Risks from technology 
Disruptions
TC-SI-520a.2
Number of service disruptions
Table
Annual
Yes
Managing System 
Risks from technology 
Disruptions
TC-SI-520a.2
Number of total customer downtime
Table
Annual
Yes
Managing System 
Risks from technology 
Disruptions
TC-SI-520a.3
Description of business continuity risks related to 
disruptions of operations
TextLong
Annual
Yes
Activity Metric
TC-SI-000.A1
Number of licenses or subscriptions
Number
Annual
Yes
Activity Metric
TC-SI-000.A2
Percentage cloud-based
Percentage
Annual
Yes
Activity Metric
TC-SI-000.B1
Data processing capacity
Data processing capacity shall be reported in units of measure typically tracked by the entity 
or used as the basis for contracting software and IT services, such as Million Service Units 
(MSUs), Million Instructions per Second (MIPS), Mega FloatingPoint Operations per Second 
(MFLOPS), compute cycles, or other. Alternatively, the entity may disclose owned and 
outsourced data processing needs in other units of measure, such as rack space or data center 
square footage. The percentage outsourced shall include On-Premise cloud services, those 
that are hosted on Public Cloud, and those that are residing in Colocation Data Centres.
Number
Annual
Yes
Activity Metric
TC-SI-000.B2
Percentage outsourced
Data processing capacity shall be reported in units of measure typically tracked by the entity 
or used as the basis for contracting software and IT services, such as Million Service Units 
(MSUs), Million Instructions per Second (MIPS), Mega FloatingPoint Operations per Second 
(MFLOPS), compute cycles, or other. Alternatively, the entity may disclose owned and 
outsourced data processing needs in other units of measure, such as rack space or data centre 
square footage. The percentage outsourced shall include On-Premise cloud services, those 
that are hosted on Public Cloud, and those that are residing in Colocation Data Centres.
Percentage
Annual
Yes
Activity Metric
TC-SI-000.C1
Amount of data storage
The percentage outsourced shall include On-Premise cloud services, those that are hosted on 
Public Cloud, and those that are residing in Colocation Data Centres.
Number
Annual
Yes
Activity Metric
TC-SI-000.C2
Percentage outsourced
The percentage outsourced shall include On-Premise cloud services, those that are hosted on 
Public Cloud, and those that are residing in Colocation Data Centres.
Percentage
Annual
Yes

Contact us
This report represents the current ESG journey that Advanced 
is on however all businesses need to work alongside each other 
on this critical cause.
If you have comments, or best practice initiatives that you would 
like to share, then please contact us.
Want to know more?
+44(0) 330 343 8000 
ESG@oneadvanced.com 
oneadvanced.com
 Advanced’s 
ESG Report