ESG Summary Report
2023/24

ESG Summary Report 2023/24

Contents
1

Introduction

02

2

Environment 

04Managing our impacts

04

Nature and climate solutions beyond the value chain

06

Engaging staff on sustainability issues 06Partnerships07

3

4

5

Client stories

07

Thought leadership	

09

Social10People and culture 

10Talent attraction

14

Community engagement 

15

Governance

16

Modern Slavery Statement

16

Supplier Standards of Conduct

16

Ethical Policy 

16

Privacy Policy

16

Environmental Policy Statement

16

ISO 14001 Environmental Management System Certificate 

16Appendix17

External greenhouse gas emissions, energy consumption
and energy efficiency reporting

17

Data assurance and verification 

1701© Cambridge Consultants 2024

ESG Summary Report 2023/24

1 Introduction
As a world-renowned deep tech innovation company, Cambridge Consultants (CC),spearheads transformative projects to solve the toughest scientific andengineering challenges.
Our clients employ us to create breakthroughs in their markets. Our combinationof technical, commercial and market expertise yields market-leading solutions
that are hard to reproduce. This creates valuable intellectual property thatgenerates protectable long-term value.
We work with some of the world’s biggest brands andmost ambitious technology start-up ventures across a
range of markets.

automated warehouses. It produced the Bluetooth chip thatconnects your phone to your car and the latest satellite
technology that lets people in remote locations across theworld keep in touch.

From aerospace to agritech, consumer to industry,
communications to healthcare, our knowledge of one sector
can often be applied to another to create new breakthroughs.

CC was founded in 1960 by three graduates to put thebrains of Cambridge University at the disposal of industry.
We were the first to establish purpose-built facilities at the
Cambridge Science Park and one of the founders of whatbecame known as the Cambridge Phenomenon.

We focus on our clients’ successes, and we are trusted as
integral partners in the future of their businesses.

In the early 2000s we expanded operations with offices in
the US and Asia and transformed ourselves into one of theworld’s most capable deep tech innovation companies.

We do important, difficult, radical and impactful things that
benefit society. We helped develop the world’s first 24/7
wrist-worn activity monitor, wireless pacemaker and wirelesspatient monitor, as well as the first connected drug inhaler.

CC is now part of Capgemini – one of the world’s largest
technology consulting firms.

Our work led to the most densely packed cellular networkin the world – orchestrating swarms of bots across highly

PEOPLE

COUNTRIESLABORATORIES

90% are engineers, technologists,
designers, scientists and consultants.

Supported from offices in Cambridge,
Boston, Singapore and Tokyo.

And over 200,000ft² of world-class designand development facilities.

PROJECTS/YEAR

SPIN-OUT VENTURESPATENTS

Solving technology challenges andcreating new products and services.

Including three of Cambridge’s billiondollar companies.

800

35

500

20

Source: www.cambridgeconsultants.com/about-us/

02© Cambridge Consultants 2024

80

5000
Creating intellectual property assets forclients and £bns in value.

ESG Summary Report 2023/24

Our sustainability vision

Operational sustainability
As part of Capgemini Invent, Cambridge Consultants aligns
with Capgemini’s Net Zero target which was validated in 2022
by SBTi against the Corporate Net-Zero Standard.

“To be a global deep tech leader insustainability and climate tech innovationdelivering significant positive impact atmassive scale.”“We have a strengthened ambition toachieve a 90% reduction in all carbon
emissions across scopes 1, 2 and 3 andbecome a net zero business by 2040”

We have three overarching sustainability value propositions
to deliver our vision:

Source: Capgemini Environmental Sustainability

 Step change in sustainability – Taking deep techapproaches to create market-changing innovations thatdeliver ambitious sustainability impact.

Cambridge Consultants continues to monitor and takeaction to reduce the carbon emissions generated by ourown operations.

 Climate tech – Conceiving, developing, and scaling
novel systems that radically reduce greenhouse gases todeliver meaningful, real-world climate impact.

 In 2023, our global air travel emissions reduced by 43%
against our 2019 baseline.

 Nature tech – Developing commercially viable deep
tech solutions to halt biodiversity loss and support thetransition to a nature-positive future.

2023 Global Air Travel Emissions (CO2e) v 2019 baseline
4,000
3,500

Tonnes of CO2e

3,000

-43%

2,500
2,000
1,500
1,000
500
–

2023 total

2019 total

 In 2023, we achieved a 56% reduction in emissions
associated with our buildings against our 2019 baseline.

2023 UK Estate Emissions (CO2e) v 2019 baseline
1,200

Tonnes of CO2e

1,000
800

-56%

600
400
200
–
2019 total

03© Cambridge Consultants 2024

2023 total

ESG Summary Report 2023/24

2 Environment
Managing our impacts

Environment and Energy Policy Statement
Cambridge Consultants is committed to protecting the environment. We seek opportunities to reduce our environmental
impact, including our carbon emissions and we are committed to minimising waste and pollution arising from our activities
and wherever practical, measures are implemented to protect and preserve natural habitats, flora and fauna. We prefer towork with suppliers who themselves have sound environmental policies.
We are committed to maintaining an effective environmental management system that complies with ISO 14001. All our
activities are carried out in conformance with applicable environmental legislation and other compliance obligations.
We encourage contributions from our staff to improving our environment and energy performance, listening to their ideas,
complementing each other’s initiatives and implementing their practical suggestions.
We set annual environment and energy objectives that are aligned with CC's strategic direction and are consistent with thedecarbonisation ambitions of our Parent Company, we communicate them to interested parties, where appropriate. We
monitor and review them to continuously improve our excellent standards of environment and energy performance.

Richard Hall, Chief Operations and Sustainability Officer

3 Apr 2024

Doc-POL-007 v3.8

Date: 3rd April 2024

Commercially Confidential

1

Business travel
As a significant source of our Green House Gas (GHG)
emissions, we monitor this area closely and in 2023 weachieved a 43% reduction in our business travel emissions
against the 2019 baseline year.
We will continue to focus on improvement opportunities
in this area in 2024 by developing a carbon budget for
air travel and ensuring the business is kept informed on
performance against our agreed decarbonisation targets.
In addition, our travel guidance will be updated andrepublished to inform travellers on alternatives or ways of
reducing their impacts and we are planning a review of ourflight booking approvals process.

04© Cambridge Consultants 2024

ESG Summary Report 2023/24

Energy efficiency

Waste

We actively manage the impacts from our buildings andhave purchased REGO backed renewable electricity since
September 2019 in the UK. We also review our building
portfolio to ensure our buildings are fully utilised and in 2023
we exited our Cowley Road site.

In 2023, we reviewed how waste was being handled in our
office areas. As a result, we introduced new office waste
stations, supported by a communication programme, across
our UK buildings. The aim is to facilitate better segregationof waste and make it easier for employees to recycle
their waste. We also commenced a separate food waste
collection in our restaurant and our offices areas. Our foodwaste was previously treated as general waste which is used
as a refuse-derived fuel but is now sent to an anaerobic
plant for processing into energy and biofertiliser.

Energy efficiency actions undertaken in 2023 include: A building energy efficiency review was completed, and anumber of actions completed relating to how we manage
our buildings, including the review and updating of start/finish times for building systems to reflect seasonal
demand and building occupancy.

IT
Where possible equipment is reused within our operations.
All monitors, laptops and desktops that are no longer
required are ‘retired’ from their lifecycle with the company.
When the equipment is serviceable, we make it available toAfrinspire to collect, refurbish and distribute in accordancewith their charitable aims. During 2023 over 200 items were
donated for reuse by the charity.

 Building temperature set points were reduced andradiator valve restrictor devices fitted to improve control
of energy use.
 The Building Management System (BMS) has also been
upgraded to improve capabilities in managing ourbuilding plant and equipment.

On a more local level, following a request from a local
Primary School in 2023 we also donated five laptops for use
by the pupils.

 As we carry out refurbishments and upgrades, we look tocontinue the replacement of internal lighting with more
efficient light fittings.

Konica Minolta, our key supplier for multifunction printers to
CC, is a DOW Jones Global top 100 sustainable business andis a CDP Climate A list company. In line with our purchasesof equipment we contribute towards, carbon offsetting
projects that are certified according to internationallyrecognised standards and are regularly audited byindependent organisations.

2024 targets
Looking forward to 2024 we have introduced carbon
reduction targets to manage our most significant emissions
sources covering business travel and our buildings.
 Absolute reduction of estates carbon emissions in 2024 by
10% YoY compared to 2023. (Equivalent to 60% reduction
compared to the 2019 baseline).

Commuting Absolute reduction of business travel carbon emissions
in 2024 by 5% YoY compared to 2023 (Equivalent to a
53% reduction compared to the 2019 baseline).

We encourage lower carbon travel options such as rail,
public transport or cycling and provide cycle sheds,
changing and shower facilities for our employees. In
2023, 38% of staff walked or cycled to work, a 7% increase
compared to 2022.

Water

We have installed six charging stations at our main UK site tosupport the use of electric vehicles by employees travellingto work.

Although Cambridge Consultants is not a water intensive
company, we do measure and monitor the water use on oursites where we are responsible for the water use. For our UK
locations we have set a target so 1.15m3 per employee basedon our 2019 baseline. In 2023, we continued to be below ourbaseline achieving 0.91m3 per employee, although increasing
numbers working on site has increased our usage.

05© Cambridge Consultants 2024

ESG Summary Report 2023/24

Nature and climate solutions beyond
the value chain
Cambridge Consultants is integrated into the carbon credit
programme undertaken by Capgemini. This is alongside
Capgemini’s carbon reduction focus, and as recommended
in the SBTi’s Net-Zero standard. The aim is to invest at afair scale, commensurate with our emissions, in projects
to abate and remove carbon from beyond our own value
chain. For more details, please refer to the Capgemini
Environmental Sustainability Performance Report 2022/23.

Engaging staff on sustainability issues
Internal communications

Lab Safety and Environment Champions

We communicate to our employees on operationalsustainability through various internal platforms acrossour site to provide regular updates on issues such as ourenvironmental performance and specific topics such aswaste management, energy use and sustainable travel
to work.
In 2023, we held two interactive ‘lunch and learn’ sessions
on a company-wide basis to provide updates on ouroperational sustainability plans and performance, anda subsequent session to outline the growing ambition of
Cambridge Consultants to provide innovative deep techsolutions to sustainability related issues with our clients.

During 2023 we expanded the role of our Lab Safety
Champions to include environmental matters. Our Lab
Safety and Environment Champions are experts in their field,
and have an interest in health, safety, and the environment.
Their role is to co-ordinate and advise on safe working andgood environmental practices within the business units. They
work closely with the SHE team to support energy-saving
initiatives such our drive to switch off all unnecessary lab
equipment over the Christmas break. Other initiatives haveincluded the rollout of a traffic light switch off labels project
into the site labs and workshops to ensure staff know whenequipment can be switched off safely and to encourage
efficient use of the equipment.

Training for sustainable product design

New waste station rollout

During 2023, we successfully developed and launched atraining programme within our medical technologies teamto ensure they are aware of the opportunities to improvesustainability at the R&D level. This has progressed wellwith 87 (71%) trained in 2023, with the remainder planned forcompletion in 2024.

During the rollout of our new waste stations, staff
engagement was crucial to success. A comprehensive
communications programme combined existing channels
with the production of an online waste management
handbook. It was accessible to staff through a QR code
which was applied to all communications and notices. This
enabled staff to understand what was changing and why,
together with how they could help ensure the initiative was a
success including which waste goes where. Details were also
provided so staff were aware of what happens to the waste
when it leaves our site and the treatment it undergoes.
Feedback was invited from staff during the rollout, andthis enabled any concerns to suggestions to be dealt withquickly and ensure staff were listened to.

The course aims to introduce key concepts, opportunities,
terminology, resources, and methodologies, and hasreceived very positive feedback from attendees on therelevance of the subject matter and the course content.
Key focus areas include how sustainability is relevant andhow Cambridge Consultants can focus to best support
our clients’ sustainability requirements. The course covers
the key methodologies such as strategy, analysis andimplementation considerations, including upstream versus
downstream impact mitigation, sustainable/renewablematerials, circularity, and circular design principles.

06© Cambridge Consultants 2024

ESG Summary Report 2023/24

Partnerships

Client stories

Local connections

Cambridge Consultants is focused on three overarchingsustainability value propositions to deliver our vision to be
the deep tech leader in sustainability and climate techinnovation, delivering positive impact at massive scale.

Cambridge Consultants engages with several partners
on sustainability topics to share and learn best practicerelating to sustainability topics within these forums.
These include the Cambridge Science Park FM Special
Interest Group, Cambridge Cleantech and the Cambridge
Ahead ESG Network. We also engage with Smart Journeys
to participate in the annual travel to work survey to provide
valuable information and to monitor our own behaviours
in this area.

1.

Step change in sustainability

Taking deep tech approaches to create marketchanging innovations that deliver ambitious
sustainability impact.

Partnership with The Engine (Boston)Though our US office in Boston, we are committed to ourrelationship with The Engine, the ambitious venture capitalfund and accelerator spun out of MIT (Massachusetts
Institute of Technology) to support ‘Tough Tech’ companies
and solve key challenges in climate change, human healthand advanced systems. What’s particularly energizing isthat as a strategic partner, we get to engage with foundersof disruptive start-ups who are so passionate, driven andmission focused. The alignment with our own renewed
purpose couldn’t be stronger.

Consumer, medical, industrial, energy, telecoms

2. Climate tech

At Cambridge Consultants, we are proud of our brandmarque, visual identity, vision, and purpose. We rally
around our belief in a future unconstrained by current
thinking – not a self-satisfied sound bite but a true
reflection of our track record of delivering technologies,
products and services that make a difference to people,
business, and the world. Tough innovation challenges callfor ambitious responses, which is a sentiment that suits
The Engine’s raison d’être as perfectly as it does ours.

Conceiving, developing and scaling novel systems
that radically reduce green house gases to deliver
meaningful, real-world climate impact.
New green energy, CCUS, carbon-intensive industrial
processes

This incredible alignment of interests and ambitions that
we have as organizations doesn’t end with the global
problems of climate, health and infrastructure thatThe Engine is seeking to solve. The hub is in many ways
technology agnostic – which is another way of describing
the incredible array of companies and technologies
sitting under The Engine’s masthead. Like CC, the portfolio
is concerned with everything from AI to advanced
manufacturing and materials; from biotech and life
sciences to food, agriculture and energy; from IoT andmobility to robotics, semiconductors and space.

3. Nature techDeveloping commercially viable deep tech solutions
to halt biodiversity loss and support the transition to anature-positive future.
Soil health tech, biodiversity, nature-based solutions

07© Cambridge Consultants 2024

ESG Summary Report 2023/24

Yard Stick on carbon capture measurement

Low-carbon home energy management system
for ESC

Yard Stick is a US-based agritech start-up addressing
the challenge of accurately measuring soil carbon
using real-time measurement, crucial for the future of
the carbon market. Cambridge Consultants collaborated
with the company to advance optical design andmanufacture for Yard Stick’s next-generation devices todevelop an innovative diagnostic tool. Within a timeframeof no more than a year, Cambridge Consultants helped
to design and build components that are currently
being used in Yard Stick’s current set of devices formeasurement validation testing in the field.
More details.

Energy Systems Catapult was set up by the UK
government innovation agency to accelerate thetransformation of the UK’s energy system. Cambridge
Consultants worked with ESC to contribute to thedevelopment of a consumer-orientated Home Energy
Management System (HEMS), particularly concentrated
on the HEMS smart control system. The advanced HEMS
has since become a core component of the ETI’s Smart
Systems and Heat programme, delivered by Energy
Systems Catapult. More details.

Overcoming smart meter challenges

The sensing tag for Sycada that combines
sustainability with ROI

Smart meters offer energy providers greater insight
into usage patterns, but a small percentage of homes
are incompatible with Great Britain’s standard shortrange communications solution. Working together with
Landis+Gyr, Cambridge Consultants developed anenergy industry breakthrough – a GB smart metering
range extender and comms system. The new technology
brings the opportunity of smart meters to many who
can benefit most – including those living in multi-unit
housing. The resulting solution is being deployed throughthe Alt HAN company for all GB energy suppliers.
More details.

Cambridge Consultants collaborated with Sycada todeliver a flagship product. DriveTag is a low-cost motion
detector that is small, light, and powerful. Cambridge
Consultants drew on its deep knowledge of Bluetooth
wireless communications, low-power electronics andengineering to develop this core technology and help
Sycada in its mission to prove that sustainability cango hand in hand with ROI. DriveTag, when fitted to awindscreen and coupled to Sycada’s algorithms, canhelp drivers not only reduce their fuel consumption
by 25% – a huge cost and environmental benefit– but
also improve their safety by reducing the likelihood ofaccidents by more than 50%. More details.

08© Cambridge Consultants 2024

ESG Summary Report 2023/24

Thought leadership
Cambridge Consultants regularly publishes the latest
insights, ideas and perspectives providing a cross-sectionof up-to-date content on the deep tech trends shaping thefuture of business and society such as those below:
How AI will transform transportation and mobility
Trusted soil measurement is the key to scaled regenerative
agriculture
For our full range of insights please visit our website.

09© Cambridge Consultants 2024

ESG Summary Report 2023/24

3 Social
People and culture
UK gender pay gap 2023
We are fundamentally a people-based business. We
recognise the significant benefits that derive from a more
inclusive and diverse organisation. From entry-level roles
to senior leadership, we’re committed to driving genderequality across our global business.

While this report only reviews the status of our UK
employees, our focus on developing a culture underpinned
by inclusive policy and practice has global reach.
Our key results are shown below. For more details, pleaserefer to our full report.

Gender equality is just one element of our commitment
to create a truly inclusive workplace where all employees
can thrive.

Our figures

Hourly pay

MEAN

MEDIAN

19.7%

22.0%

For reference, the ONS reported that the median gender pay
gap among all employees in the UK reduced to 14.3% in 2023,
from 14.4% in 2022. This is an improvement on the gap of 17.4%
in 2019, prior to the pandemic.

We run an identical bonus scheme for men and womenwhich includes a qualifying period from date of joining
before bonus payments are made.
Employees who choose to pay their bonus into their pension
are still included in the calculation.

Our 2023 calculations take into account voluntary salarysacrifice pension, childcare vouchers and Cyclescheme
contributions.

Bonus pay

MEAN

MEDIAN

32.2%

40.2%

10
© Cambridge Consultants 2024

ESG Summary Report 2023/24

93.1%
92.8%

Proportion of men and women receiving a bonus payment

Pay quartiles

LOWER

LOWER MID

UPPER MID

UPPER

Women

Men

Women

Men

Women

Men

Women

Men

2023

48.9%

51.1%

26.3%

73.7%

19.4%

80.6%

16.6%

83.4%

2022

49.7%

50.3%

20.3%

79.7%

22.2%

77.8%

15.2%

84.8%

Difference to2022 +/-

-0.8%

0.8%

6.0%

-6.0%

-2.8%

2.8%

1.4%

-1.4%

LOWER

19%
81%

26% LOWER MID
74%

UPPER MID

49% 51%11© Cambridge Consultants 2024

17%
83%

UPPER

ESG Summary Report 2023/24

Understanding our UK gender hourly pay andbonus gap

What is Cambridge Consultants doing to address
the gap?

While the hourly pay gap for 2023 has improved over 2022
figures, a gap still exists. Our pay gap is primarily caused bythree main factors.

We recognise the importance of addressing the gap andthat it will take time to create long-term, sustainable change.
At CC we strive to create an inclusive culture that ensuresequity of opportunity for all of our people.

There are more men than women working at every career
grade in the UK at Cambridge Consultants. In the 2023 data
period 72% of our workforce were men and 28% were women.

Excelling at ED&I @ CC
To help us achieve our organisational ambition, and toenable us to successfully innovate, we recognise that it
is vital we excel at ED&I. It is also the right thing to do! In
2023 excelling at ED&I was articulated as one of ourcompany goals.

More women than men are employed in our administrative
support roles.
We have been more successful at recruiting women early intheir career than those with more experience and so havefewer women in senior roles in the company than men. This is
not uncommon in the technology industry and is something
we are actively trying to address. The biggest impact thishas is on the bonus pay gap.

Our strategic priorities for the year ahead are to: Communicate, educate and drive engagement to support
our ED&I ambition.
 Use data from the ED&I survey to define priorities andimplement action through our Global ED&I Steering Groupand our employee engagement networks.

As noted above, our reported gap is significantly impacted
by the ratio of men to women across the organisation,
particularly those at senior leadership level. Within wider
diversity aims we are working to increase gender diversity in
new hires and support progression.

 Embed appropriate ED&I infrastructure within the‘moments that matter’ across the employee lifecycle.

The number of women in the organisation overall increasedby 14.7% whilst the number of men increased by 19.3%
during 2023. Our success in increasing the number ofwomen in more junior roles, in particular the relatively large
increase at ‘lower-mid’ level, will impact our overall Gender
Pay Gap figures.

Statement from our CEO“At Cambridge Consultants, we arecommitted to fostering an inclusive
environment where all individuals feelvalued, respected, and empoweredto thrive. Diversity is critical to anorganisation like ours which must thinkoutside the box every day.

Building on our success in recruiting women into our lower
quartile roles, which continues to show a close to 50:50
split, the proportion of women in the lower mid quartile has
increased by 6%. This increase has been as a result of newhires and progression. While the proportion of women in
the upper mid quartile decreased by 2.8% the proportion of
women in the upper quartile increased by 1.4%, again due toa combination of progression and new hires.

Let’s promise we’ll continue to
break down barriers and challenge
stereotypes. To strive to create
opportunities for women to excel in every
aspect of our business. To create a more
equitable and fairer world for future
generations.”

We have identified an increase in our bonus median gap
this year, increasing from 36.6% in 2022 to 40.2% in 2023. Ourannual performance bonuses make up the vast majorityof the monetary value calculated under ‘bonus’ for the
purpose of this report. Annual bonuses are calculated as apercentage of base salary and the bonus target percentage
increases stepwise with seniority. Therefore, if the median
man and median women sit in roles with different bonus
targets, whilst the hourly pay gap may not be that large, thebonus gap will be more so as bonus achievable is a greater
proportion of that increased pay.

Monty Barlow, CEO12© Cambridge Consultants 2024

ESG Summary Report 2023/24

Equity, Diversity and Inclusion

Work/life balance

Last year we carried out a specific Equity, Diversity andInclusion survey for the first time which had the following
aims: To improve our understanding of different demographic
groups.

Our aim is to create gender parity in the workplace andencouraging more equity across all parents is one way
we’re achieving this. We demonstrate a progressive
approach to New Parent Leave, and in January 2022 welaunched our global New Parent Leave policy to provide
strong support, assisting new parents with building family
relationships and balancing work and career opportunities.
This policy is gender neutral giving all new parents,
whether by birth, as a result of adoption or by surrogacy
arrangement, 13 weeks paid parental leave, regardless ofgender or sexual orientation.

 To listen to our employees and gather informationand opinions.

We have introduced the right to request flexible working
from the day that someone joins our business.

Having had many years of grassroots activity supported
at the highest level, we are now working at improving ourunderstanding of where to focus our efforts. To better
facilitate the execution of our ambition, we have prioritised
establishing a Global ED&I Steering Group and establisheda framework to better support and connect our employee
engagement networks. The Steering Group will align effort
on specific investment initiatives and activities within
our networks to be increasingly intentional with how weapproach the challenges we face as an organisation. We
are delighted that our culture of inclusion has been further
reflected with the founding of additional communities toactively support marginalised individuals and/or groups.

We continue to adopt and promote agile and flexible
working practices to help all employees balance theirpersonal commitments.

 To better understand our workforce profile.
 To demonstrate to our employees that we are serious
about ED&I.

Employee engagement
Our Women’s+ Network that was launched in 2021 has
become established and aims to create an empowered
community of women and allies working together topromote equity and inclusion in the workplace. Through ourcoordination with other networks, we will continue to explore
cross-cutting topics around mental health, parental support,
disability, ethnicity and LGBTQ+. Additionally, we have a
Women’s Health Special Interest Group to raise awarenessand consider ways in which we as a business can create
more equity in health and wellbeing through our strategy
consulting, product development and service design.

Commitment to increase the number of women insenior roles
We are committed to driving diversity at every level of theorganisation, including greater representation of women insenior leadership roles.
We are introducing Succession Planning conversations tofocus us on becoming more proactive in identifying andprogressing talent through the company, with an emphasis
on under-represented groups.
Our new Emerging Leaders programme is setting us up
for future success by empowering our line managers to
become future-focused, inspiring leaders. We passionately
believe that our line managers and leaders are vital to our
success and this programme is one mechanism we areinvesting in to unlock the potential of line managers, theirteams and the business. Indeed, the first cohort of diverse
leaders across our business to undergo this programme
were challenged as part of their training assignment withcocreating solutions for some of the challenges that had
been identified through the ED&I survey, creating allies tochampion diversity and inclusion.
We are also piloting a reverse mentoring scheme forsenior leaders in the business to bring about greater
understanding, transparency and diversity of thought toleadership decision making.

13© Cambridge Consultants 2024

ESG Summary Report 2023/24

Talent attraction

Apprenticeships

We are committed to continuously building an inclusive
workplace where everyone is given the same equitable
opportunities, and we offer flexible working arrangements
and a range of benefits to attract the best talent.

In 2023, we hired three Level 4 Apprentices via Makers
Academy. The learning is frontloaded via a 16-week remotebootcamp. The apprentices then spend up to 21 months
working at CC to finalise their qualification. We’re thenlooking to progress these apprentices onto Level 6 orLevel 7 schemes to become degree qualified. This model
specifically supports career switchers although can benefit
students leaving A Level/equivalent education.

We believe in unconstrained thinking, we exchange ideas,
share knowledge, and always push ourselves to go further toreimagine what’s possible. But we also believe in having fun
and we enjoy an active social scene, with a strong focus on
creating a healthy work-life balance.

In 2023, we hired one Level 3 Apprentice which supports the
local community as it partnered with Cambridge Regional
College across 4 years and our intention is to progress ourLevel 3 Apprentice onto further qualifications.

We have invested in an applicant tracking system whichenables us to have a more data-driven approach to thehiring process. It will enhance our ability to collect andanalyse recruitment data and aims to reduce potential bias
from the hiring process.

Tech scholars and internships

We have focused activities on exploring different
recruitment channels to access more diverse talent pools
and have developed job descriptions and advertising
campaigns to ensure that we include language thatappeals equally to men and women. We continue to be
mindful of the composition of our interview panels and aim
to achieve greater gender equality in our interview line-ups
wherever possible.

In 2023 we hired 6 tech scholars and 17 interns. Our Tech
Scholars spend a 10-month paid placement with us preuniversity and while at university they receive a yearlybursary, alongside paid summer placements each year
whilst at university. Our interns spend a 12-month paid
placement with us whilst at university.

Early careers

In 2023, we also hosted a work experience scheme for eight
local students across one week. We plan to repeat thisagain in 2024 alongside a Special Educational Needs andDisability Work Experience scheme.

Work experience

We continue to focus on widening our Internship andGraduate recruitment activities. By expanding the number ofacademic institutions and university societies that we workwith we are trying to improve the diversity, in backgroundand experience, of our new recruits. We encourage ourwomen to represent CC at careers events to try to inspire
and also encourage potential new recruits.
We regularly attend Women in STEM events and haveestablished a partnership with Gradcracker, a company who
focus on supporting and developing careers in STEM.

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ESG Summary Report 2023/24

Community engagement
Early age/outreach

LEAH project (Leaders Through Education Actionand Hope)

It is well recognised that there is a skills shortage for STEM
employers. The latest government workforce data, as of
September 2023, shows the percentage of women making
up the Core-STEM workforce in the UK has decreased
from 26.9% in 2022 to 25.2% in 2023 with women engineers
accounting for 10.4% of the engineering workforce*.

The committee works with the LEAH Project, a localorganisation whose mission is to diversify the STEM
workforce by providing resources for college accessand career readiness to Boston area youth typicallyunderrepresented in STEM fields. These are typically lowincome youth, youth of colour, and/or first-generationcollege youth. They aim to increase representation of Blackand Latinx individuals in STEM professions.

We recognise the importance of early years intervention
in encouraging greater diversity in STEM. That’s why weactively focus on initiatives to encourage more young
people to enjoy STEM in early life through our STEM
Outreach programme. By partnering with outreachorganisations, community schemes, and schools – providing
financial support and volunteer time – we aim to provide
opportunities to children who would otherwise be likely tomiss out (for example due to socio-economic deprivation,
disabilities or learning differences, or young carer
responsibilities). We ensure that our teams of volunteers
represent an inspiring and diverse group so that every
young person can see a future route and role model forthemselves, rather than prematurely ruling themselves out of
STEM due to feeling that it is not for them.

The ED&I committee hosted a panel discussion with avariety of our employees across the STEM spectrum, aimed
at exposing LEAH participants to experiences, opportunities
and giving them a chance to ask questions. After thepanel, the group toured our facilities and saw demos of
our projects.
We are planning future events with LEAH, including morepanels, we are exploring the possibility of micro-internships,
job shadowing, and we have employees who are now
serving as LEAH mentors. LEAH also provides us with
opportunities to attend events to support LEAH participants
and we publicise those amongst our employees, many ofwhom do attend.

Our outreach activities continue to inspire and enthuse thenext generation, helping to create the CC team of the future.
As always, the participation from volunteers across thebusiness has been high, with staff from across the company
contributing time, effort, and energy – and in turn being
rewarded by the sheer infectious joy of seeing the children’seyes light up as they learn something new, come to an
exciting realisation about how something works, or see a
potential future career path unfolding in front of them.

Rosie’s Place (Women’s Shelter)
Rosie’s Place is a sanctuary for poor and homeless women
located in Boston’s South End. Their mission is to provide
a safe and nurturing environment that helps poor andhomeless women maintain their dignity, seek opportunityand find security in their lives. Cambridge Consultants’
employees, together with the ED&I committee, selected
Rosie’s Place as their charitable mission for the year.

The key aims of our STEM Outreach program are: Give something back locally.

Starting in April of 2023 and ongoing, the committee hascoordinated fundraising efforts for the employee match,taken up care package collections, hosted care package
assembly events and done care package drop-offs, andhas sent groups of volunteers to prepare meals. Volunteers
assist with preparing the meal, serving soup and passingout various items like tea and sugar. Volunteers then plate
the meal and act as wait staff – serving guests at theirtable. After the meal, volunteers tidy the space by collecting
dishes, operating the dishwasher and cleaning off tables.

 Help address the gender imbalance in STEM.
 Provide opportunities for children who would otherwise
miss out – e.g. due to socio-economic deprivation,
disabilities or learning differences, or young carer
responsibilities.

.

15© Cambridge Consultants 2024

ESG Summary Report 2023/24

4 GovernanceOur key Business Conduct policies and environmental
certification are publicly available and can be found using
the links below:

Cambridge Consultants operates a mature Environmental
Management System externally certified to ISO 14001 which
provides the framework for environmental management
within the company and includes our objectives and targets
to drive continual improvement and the reduction of ourenvironmental impact. Our comprehensive EMS supports
a diverse range of business activities, is adaptable andflexible, making it ideally suited to embrace new challenges.

Modern Slavery Statement
Supplier Standards of Conduct
Ethical Policy

For our GHG emissions reporting we use the GHG protocol
and ISO 14064 as the basis for our reporting processes.

Privacy Policy

To ensure a robust governance structure is in place we holdquarterly Environment and Energy Panel meetings which
include relevant internal stakeholders to provide a forum
for cross-company environmental matters to be discussed
and agreed, ensuring that our environmental objectives
continue to be met and our communication channels
remain effective. This panel will also provide the necessary
oversight of activities required to ensure that Cambridge
Consultants complies with the requirements of relevant
environmental legislation.

Environmental Policy Statement
ISO 14001 Environmental Management
System Certificate

Alongside our project management commitment tosustainable product design, our product development
processes are established to incorporate the review
of and compliance with applicable standards andregulatory requirements. These may include, for example,
requirements pertaining to the Restriction of Hazardous
Substances (RoHS), the Registration, Evaluation,
Authorisation and restriction of Chemicals (REACH), Waste
Electrical and Electronic Equipment (WEEE), Ecodesign andother aspects of health and environmental protection andenvironmental sustainability.
Cambridge Consultants is certified to ISO 9001 and ISO
13485 for consultancy in the management of technology
and the design, development, technical consultancy, andmanufacture of prototype products, measuring systems,
instrumentation and process equipment in the areas ofmechanical, optical, acoustic, electronic and software
engineering and biological sciences.
Cambridge Consultants also takes its data security seriously
and, in addition to internal IT security policies and protocols,
has held certification to Cyber Essentials since 2015 andCyber Essentials+ since 2020.

16© Cambridge Consultants 2024

ESG Summary Report 2023/24

5 Appendix
External greenhouse gas emissions, energy consumption and energy
efficiency reporting
Cambridge Consultants reports under the UK’s Streamlined
Energy and Carbon Reporting requirements as part ofour Directors’ Report. The following extract relates to theinformation submitted for the financial year ending 31st
December 2023 and relates to UK emissions only.

Energy consumed in the form of gas and electricity is asadvised by our suppliers. Business travel was estimatedbased on vehicle mileage, rail tickets and flight records. The
carbon equivalents are based on typical figures in common
usage. For every £1M of revenue from activities during theyear Cambridge Consultants’ emissions were 22 tCO2e (2022:
16 tCO2e). The main reason for this increase compared toprevious years is the uplift in air travel following the lift oftravel restrictions following the pandemic.

Cambridge Consultants’ activities involve the consumptionof energy: electricity and gas used in its offices and labs forlight, heat, and power; and from employee business travel bymeans not owned or controlled by Cambridge Consultants
Ltd. The energy consumptions and the carbon emissions
resulting consequently during the year were 5,242 MWh /1,037 tCO2e (2022: 5,424 MWh / 1,027 tCO2e). Other indirectemissions from energy transmission and distribution are
estimated to be 58 tCO2e (2022: 57 tCO2e) and in connection
with business travel (by air, car, taxi, and rail) during the year
were estimated to total 1,277 tCO2e (2022: 696 tCO2e).

2023 (t CO2e)2022 (t CO2e)

Scope 1

370

404

Scope 2
(location-based)

667

623

This is the fourth full reporting year where CC’s electricity isfrom a sustainable source being part of the REGO scheme.
Energy efficiency actions undertaken in 2023 have included
the introduction of monthly meetings to monitor andmanage building performance, including the sourcing of halfhourly electricity data to improve building energy profiling.
Following a review by our energy consultants, a number ofactions were completed including the review and updatingof start/finish times for building systems to reflect seasonal
demand and building occupancy. Building temperature
set points were also reduced and radiator valve restrictor
devices fitted, where possible, to improve control of energy
use. The Building Management System (BMS) has also been
upgraded to improve capabilities in managing building
plant and equipment. As we carry out refurbishments andupgrades, we look to replace internal lighting with more
efficient light fittings.

Scope 2
(market-based)

00Data assurance and verification

Scope 3*

1,335

753

Total

2,372

1,780

In summary, these are the total UK emissions associated with
Cambridge Consultants Ltd in 2023:

Data assurance and verification is performed on a caseby-case basis, drawing upon the methods set out in thestandard BS 6001-1:1999 + A1:2011. Formalising the processof data assurance and verification is being developed
as part of a project to align with the ISO 14064-1 GHG
reporting standard.

*Scope 3 emissions reported here are comprised of business travelemissions (by air, car, taxi, and rail) and emissions associated withthe transmission and distribution of electricity.

Data provided to our parent company, Capgemini, ischecked through our own QA team prior to submission and
by Capgemini’s external verification activities as part oftheir global verification programme. This has previously
been performed against the ISO 14064-3 GHG verification
standard and is now performed against ISAE 3000.

17© Cambridge Consultants 2024

About Cambridge Consultants
As the deep tech powerhouse of Capgemini, Cambridge
Consultants (CC), is a global team of 800 bright, talented
people. We are united by the ambition to turn brilliant ideas
into technologies, products and services that have neverbeen seen before. And which will transform business, society
and the planet. Deep tech is a mindset; a bold strategy thatharnesses radical science and engineering to achieve things
no-one else can. It enables our clients to gain unassailable
commercial advantage from defendable technology thatthey own. We are trusted by some of the world’s biggest
brands and most ambitious start-ups to realise their criticaltechnology-based aspirations – and we’ve been doing it for
60 years. Cambridge Consultants is part of Capgemini Invent.

UK — USA — SINGAPORE — JAPANwww.cambridgeconsultants.com
Cambridge Consultants is part of Capgemini Invent,the innovation, consulting and transformation brandof the Capgemini Group. www.capgemini.com

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