SUPPLY CHAIN MANAGEMENT STRATEGY 2024-2027

Working in
partnershiptowards asustainable
futureSustainability is our businessIntroduction

Contents

ERM is the world’s largest advisory firm focusing solely on
Our impact & objectives 	

6sustainability. We partner with the world’s leading organizations

Our governance9

unlock commercial opportunities that meet the needs of today

Our approach13

to create innovative solutions to sustainability challenges thatwhile preserving opportunity for future generations.
This strategy sets out our vision, objectives, approach andOur client services

18

Our collaborations

21

course of the next three years.

Our key targets

24

This strategy will be reviewed annually and performance against

targets for sustainable supply chain management over the

our targets will be detailed in the ERM Sustainability Report.

Special thanks to the ERM employees who kindly contributed their photographic
imagery for use in this strategy.
Front cover photo credit: Hanh Nguyen, Vietnam

SUPPLY CHAIN MANAGEMENT STRATEGY

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Managing sustainability impacts across ourvalue chain

Our value chain

We adopt a value chain approach to our management ofmaterial sustainability-related risks, opportunities and impacts.
Upstream our value chain includes employees, partners and investors who areshareholders in the business, our offices and the materials required to support them.
ERM has 149 offices in over 40 countries and territories and employs 8,000 people
globally. For further information please refer to erm.com.

Direct operations

The primary focus of this strategy is ERM’s own supply chain, the composition ofwhich is subsequently detailed.
Downstream, are our clients, the communities they operate in and their own supply
chains, alongside partner organizations, global society and environment.  Across ourvalue chain, we seek to work with organizations who share our purpose and values inworking towards a sustainable future.

Supply chain

GOVERNANCEDISCLOSURE

POLICIESAND
PROCESSESPERFORMANCE

Clients

SUPPLY CHAIN MANAGEMENT STRATEGY

Partnerships

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ERM’s supply chain
We have conducted a detailed analysis of our supply chain to understand its

Nature of suppliers

composition, nature of suppliers, geographic scope and spend.

The nature of goods and services weprocure has remained largely consistent
in recent years. As we expand our service
lines, so we have also commissioned
specialist support to support our delivery
to clients. By far the largest category of
suppliers are our subcontractors, who
support our services to clients.

This analysis has informed our strategic approach to whom, how and where we will focus the additional
requirements set out in this strategy for sustainable supply chain management.

Composition
The key categories of suppliers whom we procure goods and services from include:

Officesupplies
includingstationery,
health & safetymaterials

Facility
services
including officecleaning andrecycling

SUPPLY CHAIN MANAGEMENT STRATEGY

Digitalservices
including cloudbased servers,
hardware, softwareand building
management
services includinginternet and phoneservices

Travel,accomodationand meals
related todelivering
services forclients andour ownorganizational
activities

Marketing
services
includingevent andwebsitesupportGeographic scope

Professional
services
including legal
and auditing

Subcontracted
services
includingfield services,laboratories,
technical
subcontractors
such as surveyors,and construction/
remediation
services amongst
othersAs our business has expanded bothin terms of the countries we operatefrom and the wider countries we
conduct projects within, so too has thegeographical coverage of our suppliers.

Spend
We procure services from a broad rangeof companies and entities, encompassing
multinational companies through tosole operators. To enhance resilience andensure consistency with our standards andcommitments, we have established global
partnerships with some of our supply baseand also engage in multi-year contracts toensure continuity of supply.

4Material threshold of suppliers
The primary focus of this strategy is on the elements of our supply chain that we havedefined as material. These are suppliers whom we have assessed to represent the mostmaterial sustainability risks, opportunities and impacts to our business, assessedagainst our purpose, values and strategic sustainability objectives and informed by ourenterprise risk management register.
Our primary criteria is spend. We are focusing on those suppliers with whom we haveour greatest spend over the course of a financial year.
Supplementing spend are additional criteria which focus on material sustainability
risks or opportunities:• Geographical coverage: those operating in areas of geo-political instability, in areas ofheightened human rights risk including modern slavery or in designated or protectedareas of environmental interest;• Goods or services which have an elevated carbon or wider environmental footprint
such as travel or field services;• Goods or services which have an elevated social impact, for example services directly
engaging and impacting communities and/or specific sections of communities which
require additional governance;• Goods or services which require further sub-contractors and thereby extend the
supply chain and require additional governance; and• Providers with whom there is enhanced scrutiny required due to identified noncompliance or under-performance current or past, and where remedial measures havebeen identified.
These criteria and the suppliers whom we identify to fall within our material threshold,will be subject to ongoing review. New suppliers will be assessed against these criteria
and will be subject to the additional requirements set out in this strategy.

Photo credit: Hanh Nguyen, Vietnam

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Our impact& objectives
A material issue for our business

7

Our vision & objectives

8

Photo credit: Juliana Ramos, Argentina

SUPPLY CHAIN MANAGEMENT STRATEGY6

A material issue for our businessSupply chain management represents one of ERM’s key material topics, as we look to enhance
the sustainability governance and performance of our suppliers.

Governance

Human Rights

Risk: Determining whether there
is adequate governance in place todrive incremental improvements inperformance generally and specificallyaddressing key issues.

Risks: Understanding whether there arepotential violations of human rights,
including modern slavery within our supply
chain and what remediation is in place.

Diversity

ClimateRisk and opportunity: Engaging tounderstand the diversity of our supply
chain and initiatives within our suppliers
to promote diversity.

Risk and opportunity: Whether our
suppliers have their own decarbonization
strategies and targets in place andopportunities for suppliers to support ourown GHG emissions reductions.

Supply chain

Data and reporting

NatureRisk and opportunity: Working with our
suppliers to support our ability to provide
timely and accurate data and reportingin line with our commitments andaccountability to stakeholders.

Risk and opportunity: Understanding
what impact the delivery of our services
has on nature and whether there areopportunities to identify nature positive
solutions.

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Our vision & objectives
Our vision is to work in partnership with our suppliers to embed sustainability across their operational governance andmanagement in line with our own purpose and values to shape a sustainable future. We will deliver our vision through our key
objectives, which focus on our material risks, opportunities and impacts across our supply chain.

Photo credit: Riccardo Boniardi, Italy

Photo credit: Indradi Soemardjan, Singapore

Photo credit: Vikrant Wankhede, Thailand

Photo credit: Uswah Aziz, Canada

Photo credit: WIll France, United Kingdom

Our governanceDiversity

Human Rights

ClimateNatureOur collaborations

To enhance visibility,
establish systematic
data collation, reportin accordance with ourdisclosure commitments
and consistent with ourcommitment to be asustainability leader.

To support diversity within
our supply chain in linewith our diversity, equality,
inclusion and belonging(DEIB) targets.

To evolve governance ofhuman rights and modern
slavery across our supplierbase in line with ERM’s
Human Rights Strategy andour commitment to respect
and protect human rights
across our supply chain.

To reduce the GHG
emissions associatedwith the delivery of ourservices and promotedecarbonization in our
suppliers in line with
ERM’s Decarbonization
Strategy and ourcommitment to reach netzero by 2040.

To promote sustainable
management of naturesystems within our supply
chain in line with ERM’s
Nature Strategy and our
objective of working
towards a nature positive
future.

To collaborate withstakeholders to promotesustainable supply chain
management in linewith our commitment tothought leadership andmaximizing our impact.

SUPPLY CHAIN MANAGEMENT STRATEGY

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Our governance
Board oversight

10

Leadership & accountability 	

10

Our Supplier Code of Conduct11

Due diligence

11

Grievance mechanism and remedy

12

Photo credit: ERM

SUPPLY CHAIN MANAGEMENT STRATEGY

9Our governance
Board oversight of supply chain
governance
The Board of Directors is responsible for the strategic
direction, governance, and oversight of The ERM
International Group Limited (as parent company of the
ERM “Group”) on behalf of its stakeholders. The Board
meets seven times per year to review performance andconsider key strategic growth plans.

Supporting the consideration of supply chain
management is the Environmental, Social andGovernance (ESG) Risk and Sustainability Steering Group,
which serves as an advisory committee to the Board. It
works with the Board to identify and manage risks
relating to ERM’s strategy, reputation, reporting anddisclosures. This includes horizon scanning acrossevolving regulatory, client, and wider stakeholder
requirements and expectations to inform our position onsustainability, including supply chain management, toprotect ERM’s brand and commercial position.

Leadership & accountability
Board

ESG Risk &Sustainability
Steering Group

Executive
Committee

ExComWorking
Group

Group
Functions andOperations

Operationalizing sustainability across the business ismanaged by the Group Sustainability function, led by the
Global Leader of Sustainability and Risk and supportedby the Global Director of Sustainability and Head of
Sustainability. Group Sustainability works in conjunction
with wider corporate functions and senior management
across our regions and business units, to deliver upon oursustainability operational programs and commitments,
as set out in ERM’s Sustainability Report.

The Executive Committee (“ExCom”) has accountability
for managing business operations and generally meets
monthly to discuss performance and plans in support ofthis. ExCom is supported by the ExCom Sustainability
Working Group, which advises on all aspects ofoperationalizing sustainability across our value chain,including our management of supply chain-related risks,
operational strategy, programmatic priorities, target
setting, and resourcing.
The Working Group has oversight and reports into ExComon ERM’s Sustainable Supply Chain Strategy. This isundertaken as part of our wider approach tooperationalizing sustainability and involves theidentification of relevant KPIs/metrics which support ourability to drive performance in line with our statedcommitments and strengthen our positioning as a credible
leader of sustainable supply chain advisory services.
The ExCom Sustainability Working Group is supported by
ERM’s subject-matter experts who support our

SUPPLY CHAIN MANAGEMENT STRATEGY

sustainability governance through informing ourmateriality assessment, strategic direction, performance
review and disclosures.

Photo credit: Hanh Nguyen, Vietnam

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Our Supplier Code of Conduct

Due diligence

Adherence to The Supplier Code of Conduct (updated in2024) is a contractual requirement and establishes theprinciples and standards of conduct that ERM expects ofany person or entity who provides goods or services to
ERM. This encompasses requirements relating to:

In selecting suppliers, we are committed to choosing
reputable partners who share our commitment to ethicalstandards and business practices. We review our supplier’s
hiring practices, from asking how they recruit employees torequesting records that verify this. This can include thoroughbackground checks and efforts to confirm submitted
documents. A high degree of due diligence is conducted whenengaging labor brokers, especially in high-risk jurisdictions.
We are continuing to evolve our due diligence requirements
as subsequently detailed in this strategy.

• Health & Safety• Environmental leadership & sustainability• Business conduct & integrity• Human rights• Confidentiality• External communications
Any potential violations of the Code should be reported tobusinessconduct@erm.com
The Sustainable Procurement Policy helps tooperationalize our supply chain strategy as it establishes
the internal guidance and directs ERM employees toprioritize suppliers that have embedded sustainability,
diversity, and ethical practices within their own
organization and supply chain.

Strategic management of our supply chain is led by GroupOperations, working in conjunction with other groupfunctions including Sustainability and Risk, and our
regional, country and business unit level senior leadership.
Under the framework of our project governance, Partners
are responsible for adherence to our global strategies andpolicies in their role as Partners in Charge (PiCs) of thedelivery of our work to clients. Project Managers support
our PiCs in ensuring our suppliers are registered and vetted
in accordance with our requirements.
Supplier management system
ERM currently uses a third party portal to manage suppliers
and specifically those whom we sub-contract our services to.
Our suppliers are subject to established requirements which
includes adherence to:

ERM Supplier Code ofBusiness Conduct and Ethics

SUPPLY CHAIN MANAGEMENT STRATEGY• ERM’s Supplier Code of Conduct and wider polices such as
ERM’s Human Rights Policy• Health and safety requirements

ERM has four key sustainability operational
programs, comprising:1

Climate: decarbonizing our operations
in line with our science-based targets.

2

Nature: progressing our operations
towards a nature positive future.

3

Human rights: respecting andpromoting human rights.

4Supply chain: enhancing supplier thesustainability performance of suppliers.

Supporting the delivery of these operational
programs are ERM’s suite of sustainability
strategies, further information on which is set out
in ERM’s Sustainability Report.

• Legal and financial contractual requirements
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Grievance mechanisms & remedy

RemedyERM has an established grievance mechanisms which support the use of suppliers in
the delivery of our operations

ERM is committed to investigating, addressing and remedying where possible andappropriate. We will take all appropriate measures to protect those who raise issues, as
set out in our Whistleblowing Policy and issues can be raised anonymously through the
ERM Helpline.

The ERM helpline
Our reporting system, The ERM Helpline, was implemented in 2018 and is a service
hosted by a third-party provider, Navex. It is available 24 hours a day, 365 days a yearby phone or online and is available in 30 languages. Concerns about our business
operations and any other form of unethical business conduct, including activities
which may negatively impact sustainability can be reported anonymously without fearof retaliation.

Our protocol for managing issues raised includes:

Project Management Model: Supporting the delivery of our project work

• As appropriate, Legal will report to ExCom on the issue of concern and any proposed
remediation which has been identified during the course of investigation

Our Project Management model ensures that all ERM work is led by a Partner in Charge(PiC) with the support of a Project Manager (PM). It is the responsibility of the PiC and PM
to ensure that all projects are conducted in accordance with ERM’s policies and processes,
and pursuant to ERM’s purpose of being a sustainability leader. Should the ProjectManagement Team have any concerns about the current or future use of suppliers, they
are required to report these to the client relationship manager, Business Unit and LegalCounsel, as appropriate.
Suppliers and public• Exploration of the issue or concern with the stakeholder who identified it (if known)
and wider operational or project management team (if internal)• All concerns will be escalated internally with appropriate business personnel,
including Sustainability, Risk and Legal functions• Where the reported issue involves clients or client contractors and suppliers, the issue
will be explored with the client and remedial measures identified• Where appropriate, ERM will engage third parties, including law enforcement
stakeholders to investigate identified potential incidences of modern slavery• We are committed to addressing any issues promptly but do not put time limits of theduration of time we will take to investigate issues and identify appropriate remedy. We
will, however, maintain engagement with those involved during the course of this time

Our suppliers and members of the public, can communicate concerns or ask questions
by emailing businessconduct@erm.com

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Our approach
Our approach to enhancing performance

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Photo credit: Luis Garcia, Mexico

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Our approach to enhancing performance
Focusing on our material threshold of suppliers, we are adopting a six-stage approachto our strategic sustainable supply chain management, this comprises:

1.

Governance: heightened governance is being applied to our material suppliers tospecifically address environmental, social and wider sustainability expectations

2.

Systems: enhancing our systems to facilitate our objectives and enable the depth
and scale of visibility of supplier sustainability performance3.

Engagement and capacity building: evolving our approach and scale ofengagement to support visibility and identification of performance4.

Due diligence: expanding our approach and depth of due diligence to cater ourapproach to suppliers at differing stages of their sustainability transformation

5.

Reporting and auditing: supporting our ability to audit and disclose our supply
chain performance in line with our reporting requirements and commitments

6.

Remedy: applying remedial measures as required for instances of underperformance or non-compliance with our requirements

GovernanceRemedySystems

Risk,
opportunity
and impact

Engagement
and capacity
building

Annualreporting and
audit

ESG
due diligence

SUPPLY CHAIN MANAGEMENT STRATEGY

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STAGES 1 & 2:
Evolving our governance and systems

STAGE 3:Engagement of our supply chain

For suppliers within our material threshold, we are applying additional governance inthe form of:Engagement will be led by our Sustainable Supply Chain Engagement Manager andfacilitated through our portal.

• Suppliers will be required to acknowledge their commitment to support ERM indelivery of this strategy

It will comprise a program of active interaction with suppliers, focusing on relationshipbuilding, communication of our objectives, visibility of our proposed program andrequirements and ongoing liaison to facilitate the delivery of this strategy.

• Suppliers will need to be registered in our Supplier Sustainability Portal and comply
with the additional requirements set out in this strategy• Suppliers will be supported by our Sustainability Supply Chain Manager

Through engagement we will facilitate quicker and more effective identification ofissues, enable collaborative discussion and adoption of remedial measures and be able
to track implementation.

Stage 1
Stakeholder mapping,data refinement andplanning

Stage 2

Stage 3

Stage 4

Supplier
communications

Data collection on
supplier governance

Enabling and tracking
supplier performance

Defining supplierexpectations andtimelines

Capacity building
amongst suppliers

Creating a supplierscorecard fordemonstrating
progress

Supporting resources
Supplier datacollection channel

Reviewing supplierscience-based targets
Implement targets

Photo credit: Thien Nguyen, Vietnam

SUPPLY CHAIN MANAGEMENT STRATEGY

We will focus our first stage of engagement with our top tier of suppliers and look to
expand upon this as we progress with implementation of the actions set out in thisstrategy over the three year period. A review will be conducted annually and our
engagement program will be updated accordingly.
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STAGE 4:
Expanded due diligence
ERM will continue to evolve the sustainability-related due diligence of our supply
chain. This will be led by our Sustainability and Risk functions working in conjunction
with Operations and Legal and liaising across our global operations. Key elements ofthis include:
With new suppliers
We will continue to evolve sustainability criteria in our supplier procurement exercises
to prioritize procurement from those companies who align with our purpose andsustainability commitments.
With existing suppliers
We will continue to develop the due diligence required of our suppliers with clear
notification of ERM’s requirements during procurement, as set out in the Supplier Codeof Business Conduct and Ethics.
At country level
In partnership with our senior leadership at regional and business unit level, we
will assess current and emerging sustainability-related risks associated with theprocurement of goods and services in specific countries or jurisdictions within which
we operate.
At service level
Working in conjunction with our service leads and technical communities across ourglobal operations, we will assess current and emerging sustainability-related risks andopportunities associated with the delivery of our services. As part of this assessment,
we will also identify where emerging technologies or practices for enhanced
sustainability performance can be integrated into procurement of future goods andservices.

SUPPLY CHAIN MANAGEMENT STRATEGYSTAGE 5:
Data collation, auditing & disclosure
ERM is subject to increasing disclosure requirements from key regulations such as the
Corporate Sustainability Reporting Directive (CSRD), the Corporate Sustainability Due
Diligence Directive (CSDDD), and modern slavery reporting requirements across thejurisdictions within which we operate. We anticipate such requirements to continue toescalate and will proactively engage our supply chain to facilitate the provision of data
which will enable the business to disclose. ERM also strives to meet wider stakeholder
expectations with regard to the information we disclose on annually through our
Sustainability Report.
To support our ability to disclose effectively and efficiently, we will require our
suppliers to:• Attest to ERM’s Supplier Code of Business Conduct and Ethics• Confirm commitment to this strategy, our vision and their contribution to thedelivery of our targets• Self-assessment of sustainability-related topics delivered through ERM’s new supplierportal• Report any incidences of suspected or confirmed human rights violations including
those related to modern slavery• Report any incidences of suspected or confirmed non-compliance with environmental
or wider sustainability related regulations• Carbon emissions inventories and specifically those associated with the delivery of
our services• Spend with diverse suppliers
ERM will seek to undertake audits with sections of our material threshold and/or withthose whom incidences of non-compliance with this strategy and our requirements
occur.

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STAGE 6:
Grievance mechanisms & remedy
ERM will work with our suppliers to ensure there are robust grievance mechanisms
in place by which issues or concerns can be raised by employees within the respective
supplier organizations and wider stakeholders such as members of the public. We will
also look to ensure that suppliers are actively aware and communicating ERM’s own
grievance mechanisms to those employees working on the delivery of our services.
Aligned to our own commitment to remedy, we will engage our suppliers to understandtheir own procedures and response in respect of remedy.

Photo credit: Jonathan Ung, United States

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Our client
services
Supporting our clients with their
supply chains

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Photo credit: Subiksha Arunkumar, Singapore

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Supporting our clients with their supply chains
ERM brings expertise across all aspects of the product value chain, both strategicallyand operationally. We support clients to demonstrate robust, effective productstewardship programs that safeguard reputation and build competitive advantage.
Within ERM and supporting our client advisory services, we have over 500 supply chain
subject matter experts (SMEs) delivering client work globally and have completed over
3,000 projects advancing sustainable products and supply chain.
Our global product stewardship and supply chain team helps clients bring products tomarket safely, sustainably, and in compliance with global regulations, in a way that
also meets their business goals and satisfies key stakeholders.

Our approach focuses on three key aspects:• Ensuring Global Product Stewardship – Partnering with clients to support
product compliance, access to raw materials and end markets• Creating Sustainable Supply Chains – Embedding effective ESG management
practices in our clients’ supply chain and suppliers to keep their products in themarket at the right time and at the right cost
• Driving Product Sustainability & Circular Economy – Partnering with clients to
support sustainable product design and circular economy efforts

Photo credit: Angela Levert, United States

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How ERM supports clients in their sustainable supply chain journeyCommitAssess & plan

EngageManageDetermine your level of ambition, goals
and expectations considering businessgoals and stakeholder expectations

Understand the scope, and define focusof the journey based on business andsustainability value

Achieve buy-in through transparent
engagement and communication

Operationalize your strategy and reporton progress against goals internally andexternally

Activities can include:

Activities can include:

Activities can include:

Activities can include:• Peer benchmarking• Supply chain mapping• Supplier self assessments• Business case development• Risk assessments: geopolitical, humanrights, resilience• Supplier auditing• Embed standards into supplierselection• Human rights impact assessment
and validation• Monitor and manage changes/risks to
Design/Make/Delivery plans• Training and awareness• Incentive processes• Set expectations for performanceand continuous improvement• Supplier scorecards• Sustainable procurement policy• Due diligence process• Supplier code of conduct• Maturity assessment• Initial goal/KPI setting• Product/packaging/market
assessments• Standards development• Supplier segmentation andprioritization• Plans: supplier engagement; design,source, make, delivery and recycle/
reuse stages of supply chain• Two-way digital communications• Corrective action plans/roadmap
improvements• Internal/external reporting• Scope 1, 2, 3 assessment
More information on our service lines, including Sustainable Supply Chain, can be accessed at www.erm.com
SUPPLY CHAIN MANAGEMENT STRATEGY

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Our
collaborations
Our partnerships

22

The Sustainability Institute 

23

The ERM Foundation

24

Photo credit: ERM

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Our partnerships
Consistent with our purpose of working
with the world’s leading organizations toshape a sustainable future, ERM partners
and collaborates with organizations acrossthe globe who are promoting supply chain
and wider sustainability transformation.
This includes organizations like theWorld Business Council on Sustainable
Development, The Association for Supply
Change Management and CircularElectronics Partnership amongst others.
For details on our wider partnerships
and collaborations, please refer to ERM’s
Sustainability Report.

Photo credit: Cindy Aponte, Colombia

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ERM Sustainability InstituteWe also contribute thought leadership through the workof our subject-matter experts and the ERM SustainAbility
Institute.
The ERM SustainAbility Institute is one of our key
platforms by which we deliver thought leadershipon nature and the broader sustainability agenda. The
purpose of the Institute is to define, accelerate and scale
sustainability performance by delivering actionableinsights for business. Publications, blogs and podcasts onnature can be accessed at: ERM Sustainability Institute.
Blogs:• Four steps to bolster renewable energy supply chains• Demystifying CSDDD: Getting off to a good start with
the EU’s latest ESG milestone• From mapping to transformation: A pathway towards
sustainable tech supply chains• Addressing stakeholder concerns to accelerate criticalminerals production
Podcasts:• Sustainable seafood featuring Thai Union• Engaging with investors on ESG issues featuring Vale
• SEC climate disclosure featuring Steptoe

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Our keytargets
Key targets for 2024-2027

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Transparent & accessible reporting 

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Photo credit: Alma Chen, Hong Kong

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Key targets for 2024-2027
Our targets align with our identified key risks, opportunities and impacts, as identified through our double materiality
assessment and our enterprise risk management register. Our focus will be on early adoption or implementation oftargets during 2024, proceeded by ongoing review and development as required for the remaining duration of thisstrategy 2025-2027.

Strategy & governanceEngagement & management

Data & disclosure• Review and evolve policies as required• Evolve supplier portal• Roll our extended governance requirements, including
supplier sustainability self-assessments, across top tierof suppliers• Conduct supply chain risk due diligence assessments• Collate expanded scope of supply chain data anddisclose in alignment with CSRD and wider reporting
requirements• Further embed sustainability requirements inprocurement criteria• Conduct annual review of strategy update as
appropriate• Implement carbon and human rights supplierengagement program• Identify diverse suppliers; set supplier diversity targets
and monitor spend/disclose progress against targets• Support capacity building in our supply chainsthrough supplier engagement• Continue to support leading organizations through theparticipation of our subject matter experts• Disclose further human rights performance datain alignment with Modern Slavery Acts in the UK,
Canada, and Australia• Collate and report on supplier emissions consistent
with the Science Based Targets initative requirements• Undertake external audit and assurance• Continue to provide thought leadership through the
Sustainability Institute• Review and update grievance mechanisms and remedy
as required

We will report upon our progress against these targets in our annual Sustainability Report.

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Sustainability is our business© Copyright 2024 by the ERM International Group Limited and/or its affiliates (‘ERM’). All rights reserved.
No part of this work may be reproduced or transmitted in any form or by any means, without prior written permission of ERM.