PGL Beyond Impact Report 2026

2024 Impact Report

Sharing our progress

Stepping up our impact

PGL Beyond 2024 Impact Report

Hello from our CEO In 2023, we took the first steps in our Better Beyond Adventure (BBA) strategy. In 2024, we moved beyond strategy, embedding BBA at the core of our business and developing an ever more ambitious approach with even greater emphasis, on inclusivity, accessibility and social mobility moving forwards.

For the first time at PGL Beyond, we gained a deeper insight to the demographics of the people that shape our business, through our Equality, Diversity and Inclusion survey. This anonymous survey enabled us to understand the communities where representation is strong, and should be celebrated, but also where we need to focus our efforts to do better.

Based on these insights, we’ve set EDI targets to close gaps and improve representation.

Our first Materiality Report was a proud moment, and we have committed to repeating the process every two years to ensure we remain focused on what's important. This is a collective journey, and one that I am pleased to share with colleagues, customers, and suppliers — all invested in our shared purpose.

Championing sustainability means working with our suppliers to implement measures that build a more sustainable supply chain.

This work has involved asking suppliers to share documentation to prove their standards and ensure policies exist in key areas, such as diversity, privacy and ethics. Our goal is to strengthen these practices together and ensure our approach to sustainability is fully aligned.

I feel an immense sense of pride when I reflect on how far we have come, in such a short space of time.

Driving progressive thinking in the outdoor education industry as a force for good, and encouraging others to do the same. It shows our teams’ commitment, and our collective motivation, to do better and continuously improve the impact we have on our people, our places and our planet.

Anthony Jones CEO, PGL Beyond

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PGL Beyond 2024 Impact Report

“The way your team went over and above for one of our SEND pupils was nothing short of incredible. We all left feeling well looked after!”.

Mrs Alexis Pattie, St Alberts Primary School

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PGL Beyond 2024 Impact Report

Contents

Welcome to our 2024 Impact Report.

We can't wait to share the great progress we've made in many areas

Acting with purpose Our brands Our impact Our ambition

Building a Better Business A year of real progress Our 2024 milestones Materiality Survey Our governance framework Our places, our planet Reduce our footprint Our Strategy

Care and conserve Champions of wellbeing Flourish and grow Nurture and protect Playing our part Governing progressively Acting as a force for good Looking forward to 2025 A word from our Chairman

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PGL Beyond 2024 Impact Report

Acting with purpose

Unlocking potential in young people

At PGL Beyond, we know inside every young person lies untapped potential – and that stepping beyond the classroom can truly wake it up.

Whether it's through the power of outdoor adventure or educational travel, we're on a mission to help unlock potential in young people through transformational experiences, beyond the classroom, that have a long lasting, positive impact on their lives.

“Every decision we make at PGL Beyond is driven by purpose, and a belief that every young person deserves equal opportunities. We've all seen the impact our experiences have, and I’m determined to extend those lifechanging benefits to as many young people as possible.”

Anthony Jones CEO, PGL Beyond

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PGL Beyond 2024 Impact Report

Our brands

Purpose with scale At PGL Beyond, scale isn’t just about numbers — it’s about reach, impact, and the ability to walk alongside young people at every stage of their educational journey.

Our group brings together four leading brands — PGL, NST, European Study Tours, and StudyLink Tours — each with a proud history of delivering exceptional experiences beyond the classroom, supported by a shared purpose and values, and the highest standards of safety and care.

Together, they form a connected network of opportunity, supporting learners from primary years through to university-level educational travel.

Whether it’s building confidence, resilience and independence, deepening subject knowledge, or preparing pupils for the future, each brand plays a unique role in helping young people grow — academically, socially, and personally.

With almost 500,000 young people reached annually, our scale is significant — but our ambition is greater still.

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PGL Beyond 2024 Impact Report

Purpose-driven, impact-led

“Fantastic week, valuable for the children, great experiences away from technology and parents, pushing boundaries, taking risks! Just fabulous!"

We’re proud to be the largest provider in our sector - but we’re even prouder of the impact we make.

We’re committed to shaping a better future for young people.

500,000

young people

supported annually

3700+

Teacher Hamilton School for the Deaf

180+

global destinations

Head of Physics Bishop Ramsey Church of England School

explored

educational trips

delivered across the UK, Europe and worldwide

Behind every number is a story - of a young person discovering their voice, finding their passion, or seeing the world in a new way.

“Everyone at NST appears to do all they can to help and keep costs down which is my biggest issue - I want this open to as many pupils as I can.”

72

countries reached

through our programmes

“You were amazing and were responsive even when we were in Barcelona - particularly regarding dietary requirements and concerns we had.”

Teacher of Spanish Harris Academy Chobham

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PGL Beyond 2024 Impact Report

Our ambition

Looking ahead Our ambition is to reach more young people, in more places, with even greater impact. That means: • Becoming more inclusive by making our experiences more accessible by looking at affordability in a flexible way • Expanding our product range to meet evolving educational needs and a wider age range of young people • Deepening partnerships with youth organisations, policy makers and other organisations with a social purpose, providing access to young people of all backgrounds • Investing in innovation to make our experiences more accessible, inclusive, and sustainable

Because when you combine purpose with scale, you grow a movement. One that’s changing lives, shaping futures, and redefining what learning beyond the classroom can be.

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PGL Beyond 2024 Impact Report

Building a better business We believe that how we do business matters just as much as what we do.

That’s why our commitment to young people goes beyond the experiences we deliver — it’s embedded in the way we operate, the choices we make, and the future we’re helping to shape.

“We’re not just creating experiences — we’re creating a better way of doing business. One that puts people first, protects the planet, and drives positive change in every community we touch.”

Anthony Jones CEO, PGL Beyond

Champions of wellbeing

Better Beyond Adventure is our ESG strategy — a framework for building a business that’s kinder to the planet, fairer to people, and a force for good in every community we touch.

It’s driven by three core pillars. Together, these pillars guide how we grow — responsibly, inclusively, and with purpose.

Our places, our planet

Playing our part

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PGL Beyond 2024 Impact Report

A year of real progress Reflections from our ESG Manager It's been quite a year! We’ve done so much, landed new work, refined and updated processes, built relationships, learnt and reviewed. 2024 has certainly been a year of growth and development for Better Beyond Adventure. We have built a brilliant cross-functional group of Activators who lend their time and expertise to our Better Beyond Adventure journey.

So, for me, this report is about them and their successes. Their vision and dedication are second to none. And as we share and review our impact in this report, I also wanted to highlight what I believe will shift the dial and make the biggest difference.

Carbon reporting is always daunting but the team who drove and supported this in the UK, France and Australia were tenacious in their provision of data and commitment to getting it right. We were also ably supported by our sustainability partners, Seismic, who worked alongside us to ensure the reporting is accurate and right for our model.

A massive thank you to our Procurement team and Contracting teams for the work they did with our suppliers to drive sign up to the code of conduct, organising supplier

documentation and endless data. Through this work we’ve set new Key Performance Indicators (KPIs) and embarked on an ambitious, collaborative improvement programme across our supplier network, that embraces the B Corp framework.

Through our EDI survey, completed in October 2024, we’re now able to understand the shape of our organisation and have identified areas where we should celebrate, and where we have gaps that we need to focus our efforts on.

Finally, the Reachout Framework that includes our volunteering and fundraising work has gone from strength to strength.

The passion of our colleagues at support offices and centres has made a huge impact, from hosting fundraising events such as cake sales and quiz nights to organising collections for foodbanks. Or the brilliant teams of volunteers that pulled weeds, dug gardens or painted fences to support their local communities. All this work is a perfect embodiment of an organisation that carries a sense of purpose into everything we do.

So, all that remains to be said is thank you we couldn’t do this without you. If you want to find out more visit pglbeyond.com or if you have a question about our ESG work, email betterbeyondadventure@pglbeyond.com.

Kathryn Beaumont ESG Manager, PGL Beyond

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PGL Beyond 2024 Impact Report

2024 Our

Introducing Alert 65 – a safety management system that reduces the exposure to risk through the improved management of health and safety

milestones

JANUARY

Unveiling the Career Pathways website – providing colleagues with visibility of different roles within the business to support their development

AUGUST

Unveiling the All Being Well hub – online resources for colleagues to signpost and support all aspects of wellness and wellbeing

Rolling out WebExpenses – an online colleague expenses portal that also tracks business miles to support our decarbonisation workstream

Establishing our mentorship scheme supporting colleagues to match with a PGL Beyond colleague that helps to drive and develop their short- and long-term career aspirations

FEBRUARY

MARCH

APRIL

Implementing our new Environmental Management System (EMS) - supporting us meeting and managing our environmental goals

Launching our Annual Leave Purchase scheme – giving colleagues the opportunity to purchase extra leave to support work/life balance and spread the cost over a 12-month period

Partnering with The Purpose Coalition working in conjunction with UK Government to increase accessibility to outdoor education for young people

MAY

JUNE

JULY

Presenting at Sustainability in Paddlesport – Bob Timms gave a keynote speech at the Paddlesport show for the second year to garner support for more recycling of paddlesports equipment across the sector

Sharing our first EDI survey – capturing our colleagues’ Equality Information data via an anonymous survey on key diversity topics for the first time

SEPTEMBER OCTOBER

Launching ESG key performance indicators (KPIs) and Materiality Survey – improving our understanding of what the key elements are that matter to our stakeholders and onward setting of measurable ESG KPIs

Releasing our first Impact Report – sharing our very first report, showcasing our Better Beyond Adventure strategy

NOVEMBER DECEMBER

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PGL Beyond 2024 Impact Report

Listening to what matters most Our Materiality Survey & Listening Framework In autumn 2024, we undertook our first Materiality Survey at PGL Beyond, which helps us ask the big question: “What really matters most to the people who care about PGL Beyond?”

This is an essential way to understand from guests, colleagues, partners and other stakeholders what’s most important within our ESG work. The results are helping to shape our sustainability strategy – Better Beyond Adventure – ensuring we’re focusing our efforts where they’ll make the biggest difference. It also allows us to keep those allimportant two-way conversations going.

These insights will help support our approach to ESG, and what risks and opportunities may arise. We will repeat this process every two years to ensure our sustainability priorities continue to align with our stakeholders’ expectations.

The Materiality Survey was the beginning of our ESG listening. As a result we've gone on to shape a listening framework allowing us to connect with our most important stakeholders across the PGL Beyond network.

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PGL Beyond 2024 Impact Report

External Stakeholder importance

Results of our Materiality Survey

14

13

Watch list

12

10

9

8

7

6

5

4

3

2

11

Ongoing importance Internal stakeholder importance

Focus area

1

1

Guest Safety & Wellbeing

2

Guest Experience

3

Employee Experience

4

Diversity, Equity & Inclusion

5

Business Ethics & Integrity

6

Purpose & Values

7

Talent Attraction & Retention

8

Energy Management

9

Transparency & Reporting

10

Biodiversity & Wildlife

11

Industry Influence & Leadership

12

Physical Risks of Climate Change

13

Charitable Giving & Community Partnerships

14

Supplier Engagement

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PGL Beyond 2024 Impact Report

Turning insight into action

Our ESG KPIs

As a result of our Materiality Survey we’ve also been able to develop a suite of ESG KPIs that we will track and share with our internal stakeholders.

These will be the measures that we use through the remainder of FY25 and these will be reviewed and approved at our highest reporting level on an annual basis.

We will formally share our progress on these KPIs in our 2025 Impact Report.

ESG area

KPI

Target

Review frequency

Reporting frequency

Method of reporting

Reduce serious and major accidents in FY25 by maintaining a culture of continuous improvement

1%

Annually

Quarterly

Main Board

2

Improve PGL Beyond Net Promoter Score in FY25

63

Annually

Quarterly

Main Board

3

Improve colleague engagement score in FY25

8.1

Annually

Quarterly

Main Board

4

Improve colleague diversity across PGL Beyond

Multiple*

Annually

Quarterly

Main Board

5

No serious breaches of PGL Beyond Code of Ethics

0 incidents

Annually

Quarterly

Main Board

6

Colleagues inspired by the purpose and mission of the organisation

Maintain upper quartile score for industry

Annually

Quarterly

Main Board

1 Guest Safety & Wellbeing

Guest Experience

Colleague Experience

Equality, Diversity, & Inclusion

Business Ethics & Integrity

Purpose and Values

* • Aim to recruit at least 3-5% new starters from lower socio-economic backgrounds in the next 12 months​.

• Ethnicity (UK only): Aim to recruit at least 3-5% new starters from non-white backgrounds in the next 12 months​.

• Over 50 Years Old (UK and FR): Aim to recruit at least 3-5% 50-year-old + in the next 12 months.

• Neurodiversity Inclusion (UK only): Aim to recruit at least 3-5% neurodiverse new starters in the next 12 months

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PGL Beyond 2024 Impact Report

From data to direction Materiality Insights - behind the scenes James Rayment, Insight Manager at PGL Beyond, in collaboration with our sustainability partners, Seismic was responsible for creating and analysing the results of our Materiality Survey.

James developed the framework to enable our partners to speak with 12 different stakeholder groups about 14 key ESG topics. The survey was formed of two response routes, initially through digital or in-person surveys, followed by interviews or focus groups, to help us gain a deeper understanding. Analysing this gave us a view of what’s most important – and how we should best prioritise. It also allows us to track our progress and share this with stakeholders.

James says, “This work gives us a clear focus as it helps us spend our time, energy and resources on the things that really make a difference to our guests, colleagues, and communities. It’s also about futureproofing PGL Beyond – making sure we’re heading in the right direction, responding to what people care about, and strengthening our reputation as a purpose-driven organisation".

We know the world doesn’t stand still – and neither do we. Off the back of this work, we created a listening framework to make sure we keep hearing from our stakeholders regularly. It’s a set of practical ways to stay connected, keep learning, and adapt our ESG work as things change, which is what Better Beyond Adventure is all about.

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PGL Beyond 2024 Impact Report

Engaging our colleagues Our governance framework

It’s important to us that all our internal stakeholders right across our PGL Beyond network are engaged with our ESG journey. And that’s why each quarter we’ll be sharing our progress, insights and what’s coming next through the method detailed below.

Alongside this, we have many routes for listening and clear channels for colleagues to share their thoughts such as our monthly PGL Engage all colleague survey, and regular listening sessions with our CEO. And for more serious concerns, we also have our Whistleblowing Policy for anonymous feedback to the highest level of the organisation, our Chairman, Mike Dennis.

Main Board

Operating Board

Latest KPI quarterly data & associated commentary to be part of each quarterly agenda.

Update post Main board at next available Operating Board. All relevant data & actions shared.

Meets 4 times a year

Meets weekly

SLT

Operating board members cascade to SLT via team meetings or email, with any actions & output from Operating Board.

Meets in person 3 times a year and briefings are shared for cascade via monthly email or as needed

Colleagues Shared with all colleagues via Viva Engage with relevant call to action as required.

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PGL Beyond 2024 Impact Report

Governance in action Main Board Attendance in FY24

Our Main Board is our highest level of governance across the PGL Beyond network. The team are responsible for leading the organisation in all locations and meet quarterly in person. During Financial Year 2024 the Board was chaired by Mike Dennis and comprised the following individuals:

Meeting date

16 January 2024 – Main Board meeting replaced with annual all colleague PGL Beyond conference

Attended by Oliver Ashforth-Shaw Alex Jones Anthony Jones Andrew Clark Mike Dennis Oliver Ashforth-Shaw

1 May 2024 Mike Dennis Chairman

Partner, Co-Head of European Credit, Ares Credit Group

Oliver Ashforth-Shaw Director Managing Director, Ares Credit: Group

Alex Jones Anthony Jones

Alex Jones Director

Andrew Clark

Managing Director, Ares Credit: Group

Mike Dennis Oliver Ashforth-Shaw 11 July 2024

Alex Jones Anthony Jones Andrew Clark Mike Dennis Oliver Ashforth-Shaw

27 November 2024 Anthony Jones Director

Chief Executive Officer, PGL Beyond

Andrew Clark Director

Chief Financial Officer, PGL Beyond

Alex Jones Anthony Jones Andrew Clark

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PGL Beyond 2024 Impact Report

Our places, our planet From our own sites, to the destinations we take young people to overseas, we commit to cherishing these places and reducing our impact on the planet.

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PGL Beyond 2024 Impact Report

Reduce our footprint Taking control of carbon and energy At the end of 2023 we conducted our very first carbon footprint data gathering exercise.

This process was challenging due to the availability of data. Since completing this, we have discovered that our 2023 data is unrepresentative of PGL Beyond's accurate carbon footprint, due to a meter install issue in the UK.

In 2023 we shared we were kick-starting a green energy investment plan, using technologies such as LED lighting and remote metering. Whilst we are still committed to this work, we have postponed the installation until later in 2025. This will allow us to uphold all safeguarding practices as we will have fewer guests at our centres.

Therefore, we’ve decided to use revised 2024 data as our baseline for measuring progress, as the issue has been rectified and our data quality has improved. Using 2024 as a baseline year will also allow us to set a more realistic decarbonisation strategy.

In March 2024, we launched Web Expenses, a simplified and effective app, allowing colleagues to manage expenses relating

We’ve also improved processes for collecting data for meter readings with our Procurement and Facilities teams working collaboratively to share and analyse data.

Our new Environmental Management System (EMS) consolidates utilities, waste and water data, making it easier to access and manage.

to business travel. It's saved time for our colleagues and, crucially, allows us to track the carbon footprint of every business trip they take. This is helping everyone to become more aware of their individual impact on our overall footprint.

We are confident the supplier engagement work we started in the summer of 2024 will further cement relationships with our suppliers, enabling us to access more robust Scope 3 data, further increasing the reliability of our reporting in future years.

Reduce our footprint

Care and conserve

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PGL Beyond 2024 Impact Report

Carbon Report 2024 Scope 1 and 2 total (MB) (t CO2e) Entity

Sum of Scope 1 (t CO2e) Market

Sum of Scope 2 (t CO2e) Market

Business Travel: Road

83.168

3.331

Electricity

0

317.889

Gas

2,054.67

0

Gaseous fuels

927.685

0

Liquid fuels: Mobile combustion

2,128.96

0

Refrigerant

75.286

0

Grand Total

5,269.76

321.22

Scope 1-3 overview Overview of PGL Beyond’s Market-Based Scope 1, 2 and 3 emissions for 2024 reporting year.

Scope 2 (market based) 0%

Scope 1 7%

Scope 3 93%

Scope 3 Scope 3 Categories

Sum of Scope 3 (t CO2e incl.

WTT*) Market

Purchased goods and services

67,067.67

Total 2024 scope 1-3 footprint:

Upstream emissions from purchased fuel and energy

1,137.09

76,932 tCO2e

Waste generated in operations

316.371

on a market basis

Business travel

238.096

Employee commuting

2,582.17

Grand Total

71,341.40

Scope 3 emissions accounted for the majority of PGL Beyond’s emissions at 93% of the total footprint.

Well-to-tank (WTT) emissions are a subset of Scope 3 emissions - refering to all upstream emissions associated with the extraction, refining, processing, and delivery of a fuel or energy source before it arrives at your premises.

Reduce our footprint

And whilst we measured and shared our Carbon Footprint for 2023, we have taken the decision to use 2024 as PGL Beyond’s baseline year due to more accurate reporting data.

Care and conserve

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PGL Beyond 2024 Impact Report

Lessening our footprint in France Shrinking carbon in Segries Our Domaine de Segries centre, is situated in the Ardèche region of Southern France, where our guests enjoy a river descent as part of our canoeing activity.

Through this activity it’s important that our guests stay hydrated and the journey means that they need to take a minimum of 3 litres of water with them. Previously this was in the form of two 1.5 litres of mineral water in single use plastic bottles. Following feedback from the nature reserve that these bottles made up a significant proportion of litter left behind, we took the decision to ban single use plastic water bottles and now guests must take their water in a reusable bottle. Not only does this boost local relationships, but it also minimises waste and reduces single use plastics left behind.

We’ve also reviewed our operations at Segries too, as we had previously encountered

problems with food deliveries, meaning some items were missing from the menu, causing dissatisfaction. To help improve this, we worked locally to bring food in by water, which is done by instructors paddling in the daily menu in cool boxes and watertight containers. This not only ensures we have adequate availability for guests but also lessens our fuel usage.

Before 2024, guests on a three-day paddle used to travel back and forth each day by coach. Now guests paddle the river over two days, saving time by eliminating the unnecessary daily drop-offs and pick-ups.

Instead, they have one short shuttle to the start of the river, and one pick up at the end of day two by coach. This means they now save four trips that required 50-seater coaches to drive deep into the heart of the nature reserve, improving operations and lessening fuel usage.

Reduce our footprint

Care and conserve

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PGL Beyond 2024 Impact Report

Engaging with our suppliers Creating a sustainable supply chain Becoming a force for good is not something we can do alone. We need to ensure that those we work with, such as partners, organisations, and crucially, our suppliers, are aligned with our Better Beyond Adventure goals.

In September 2024, our ESG team contacted

the top 90%

of our supply chain in terms of spend, to gain in-depth insights.

This accounts to approximately eight hundred suppliers,

The UK

754

France

18

Australia

36

providing a range of services that help us deliver life-enriching experiences to hundreds of thousands of young people every year.

Reduce our footprint

Care and conserve

We asked our suppliers to provide documentation to show their standards and policies in key ESG areas. In gathering this data, we were able to see how we can support our suppliers to adopt better practices.

Utilising this research, we developed a code of conduct which defines the expectations and standards we expect suppliers to operate within.

This code of conduct is in line with the B Corp framework and will be implemented across aspects of our supply chain in 2025.

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PGL Beyond 2024 Impact Report

Not all ESG heroes wear capes!

Spotlight on Tim Robinson, PGL Caythorpe Court Recycling efforts at PGL Beyond aren’t just about large waste. We have committed individuals across the business who are always finding ways to reduce their consumption and recycle items in innovative ways.

One such individual is Tim Robinson, the Lead Activity Technician at our PGL centre, Caythorpe Court. Tim is a craftsman and spends his free time at PGL recycling materials and running craft sessions with colleagues to teach them skills.

From converting old equipment boxes into ‘air drop’ boxes for our 'Survivor' shelter building activity, to creating a jacket and bags out of retired climbing rope; Tim’s creativity shows how you can breathe new life into materials that would have otherwise gone to landfill.

Tim says, ‘I have two key mantras: make do and mend, and don't tell me it cannot be done because I will find a way to prove you wrong. Better Beyond Adventure has enabled me to share my skills of upcycling and craft with the wider team to help enable others to make an impact.

Wherever I can, I will reuse carabiners as storage hooks, weave ropes into mat tiles or fence boundaries, and sew old paddle cags into bags. If we need something and I can think of a way to make it safely with what we've got, I often will. There is an unauthored quote I have remembered since I was 11 which sticks with me every day and almost certainly shapes my attitude to making things happen.

‘Be realistic. Demand the impossible!’’

One of Tim’s proudest achievements of 2024 was

part of a charity auction PGL Caythorpe Court hosted for their nominated charity as part of our Reachout Fundraising scheme. The team raised over £2,000 for Rainbow Stars in Sleaford, and Tim was asked to create something to be auctioned off. The suggestion was a jacket made from old climbing rope, which was believed wouldn’t be possible to create.

Tim says, ‘I brought my sewing machine out, and many, many hours later, I had made a wearable jacket with the charity’s logo embroidered on it. I was very proud of making ‘the impossible, possible’ and how much it raised at the auction.’

Reduce our footprint

Care and conserve

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PGL Beyond 2024 Impact Report

Shrinking waste

Repair, reuse, recycle

Our new EMS

We remain committed to lessening our environmental footprint wherever possible. We have strong relationships with local animal charities that take excess items such as linen and bedding that cannot be reasonably reused. We also repair fencing suits and air rifles used in our activities before replacing. And, where it is safe to do so, food is added to new recipes rather than being disposed of as standard.

Our newly launched EMS has really allowed us to put a laser focus on what goes in the bin and what we recycle. We’ve seen a small increase across our overall waste versus 2023 data. This is largely due to the advent of our new EMS system and more robust data available to us across all waste streams.

Waste route

2023

2024

Landfill (kg)

548,191

578,267

957, 215

988, 675

Diverted from landfilll (kg)

(Incinerated, recycled, anaerobic digestion)

Total (kg)

1,505,406 1, 576, 942

Reduce our footprint

Care and conserve

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PGL Beyond 2024 Impact Report

Care and conserve

Rewilding – holding ourselves to account Our rewilding locations play a vital role in enhancing biodiversity and protecting habitats across our sites.

During 2024, we formalised efforts to protect and measure allocated rewilding spaces, assessing them as a proportion of PGL Beyond’s total land area.

To support this, we developed a Rewilding policy that is owned collaboratively by the Central Facilities and ESG teams.

399,113 sqm

allocated to rewilding across our centres in UK, France and Australia

equivalent to 55 football pitches!

- *based on average football pitch measurement of 7,140sq m

NB This is a reduction of 21% versus 2023 at 503,648 square metres. This is due to clearer guidance for Facilities teams

The policy includes guidance on measurement, how areas are managed and commits to improving these spaces through planting or habitat creation year on year. We also developed a clear process for measuring and fixed-point photography.

Whilst this process was developed in 2024, it won't be implemented until early 2025.

And excitingly, at the very end of 2024 we committed to our very last rewilding site at our Discovery House office in Blackpool.

"Unlike our other locations, Discovery House sits on a business park, making this space especially significant. The rewilding project will transform a small green area we've identified near some picnic benches into a thriving habitat, giving colleagues a richer connection with nature during their breaks."

Sarah Richards, Support Centre Facilities Manager

Reduce our footprint

Care and conserve

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PGL Beyond 2024 Impact Report

Restoring our Australian landscape Planting for purpose Campaspe Downs, our centre in Victoria, Australia, partnered with the local Tylden Landcare Group project to plant native vegetation on the site along the Little Coliban River.

Weed invasion and lack of native vegetation along stretches of the river have directly impacted water quality, which flows into the Upper Coliban reservoir — a key source of drinking water for the local community. Planting indigenous shrubs and grasses creates a filter zone between the stream and catchment area, filtering nutrients and controlling erosion.

Steven Parker and Holly White, Activity Team Leaders at PGL, helped to plant over 1,200 indigenous plants, to help improve the river’s water quality for the local community and create habitats to support local wildlife.

Reduce our footprint

Care and conserve

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PGL Beyond 2024 Impact Report

Champions of wellbeing Looking after people’s wellbeing, especially in the face of today’s global challenges, is fundamental to our work. This includes not only our colleagues, but also the young people we support every day.

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PGL Beyond 2024 Impact Report

Flourish and grow How we look after our people

Supporting learning & development

Sharing resources with our colleagues

Strive – In February 2024, we launched Strive,

Wellbeing is a huge focus for us here at PGL Beyond and to support this during February 2024 we launched the All Being Well Hub. This an online hub for colleagues giving them access to a host of wellness resources and signposting.

our new learning management system. With over 90 courses available, Strive empowers our colleagues to take their learning and development into their own hands, while enabling managers to track progress so teams stay both up-to-date and compliant.

The site has been developed by our dedicated Wellbeing Partners Dan Quine and Ali Rees, who are committed to growing and improving content to make sure colleagues have access to the latest resources on key topics such as mental health, nutrition and financial wellness. The Hub can be accessed by all colleagues, has received brilliant feedback from our teams and continues to grow from strength to strength.

‘This is a brilliant resource for our teams, giving them access to wellbeing help and support 24 seven as we know that supporting our colleagues to stay well is key to any successful organisation.’

Dan Quine Wellbeing Partner

Flourish and grow

Nurture and protect

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PGL Beyond 2024 Impact Report

Flourish and grow How we look after our people

Understanding who our people are –

Our diversity journey took a huge step forward in October 2024, when for the first time at PGL Beyond, we captured our colleagues’ data in an Equality, Diversity and Inclusion (EDI) survey.

All colleagues at PGL Beyond across the UK, France, and Australia, including our Operating Board and Board members at our shareholders, Ares, were invited to complete an anonymous survey answering questions on key diversity topics. This included questions on age, disability, sexual orientation and other information that is crucial about

2x

e have twice as many LGBTQ+ W colleagues at PGL Beyond UK, versus the UK working average.

22%

of our UK colleagues identify themselves as neurodiverse.

understanding our workforce, enabling us to make credible and thoughtful decisions regarding EDI. 44% of colleagues responded, and based on what they shared, we have identified areas where we should celebrate, and where we have gaps that we need to focus our efforts on!

We employ a higher proportion of white colleagues vs. the UK working population;

92% versus 84% We have a lower proportion of colleagues aged 55 yrs + at

10% 21%*

compared to the UK working population at*

Based on these insights, we developed several targets that laid the groundwork for our inclusivity strategy and the next steps we will take in 2025. *Data points taken from survey conducted in October 2024.

Flourish and grow

Nurture and protect

PGL Travel Gender Pay Gap Report – April 2024 Across PGL Travel (Our highest required reporting level for Gender Pay Gap) our women’s median hourly pay was

0.6% lower

than men’s.

In comparison, in April 2024 the UK national Gender Pay Gap stood at 7.0% This means that women at PGL Travel earned 99p for every £1 that men earned when comparing median hourly pay

There is a higher proportion of female colleagues than the UK average working population,

64% versus 46%

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PGL Beyond 2024 Impact Report

Nurture and protect People first policies

At PGL Beyond, we regularly review the policies and benefits in place for our colleagues to ensure they support their needs and that our company remains a great place to work.

In 2024, we updated or launched several new policies and schemes with this in mind.

Month

Policy / Scheme

March

Personal Relationships at Work Policy – ensuring colleagues understand what is expected and to mitigate any issues

April

Mentorship Scheme - matching colleagues with leaders to support their career growth and development

June

Annual Leave Purchase Scheme - enabling UK colleagues to enjoy more time off and recharge

September

Preventing Sexual Harassment Policy – outlining reporting routes and the management of concerns and complaints. Plus, new training for managers to support them in this area Badge and Visitor Policy - supporting safety and promoting the use of badges for colleagues and visitors

December

Enhanced Annual Leave Entitlement – rewarding colleagues with long service of five and ten years with an enhanced leave package

Flourish and grow

Nurture and protect

Mental Health First Aid

141

New Mental Health First

Aiders trained in 2024 Taking the total to 286 - means that 1 in 9 of our colleague base is mental health first aid trained.

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We go beyond to ensure every young person is always in safe hands.

Everything we do is built on five protective pillars:

Safeguarding

Safe People

Safe Places

Safe Spaces

PGL Beyond 2024 Impact Report

Safeguarding

Safe Travels

Building best in class standards Ensuring we maintain the best in class by We are passionate about safeguarding, as our strong governance arrangements. ensuring our guests and colleagues are safe Regular review of Central Head of With our Safeguarding is our number one priority. We believe that our safeguarding Safeguarding inBoard meeting measurements from place since the 2022safeguarding – three times to drive safeguarding is everyone’s responsibility at the widerof team to Gemma Roberson.

Safer recruitment – A welfare officer at priorities, overseeing the coordination PGL Beyond, and in 2024, we made several ensure we have We adhere to the every centre. the safeguarding committee'seffective priorities and additions to our safeguarding practices to local safeguarding Clear hierarchy of communication Partnership Key provide constructive challenge and scrutiny of ensure we remain a best-in-class operator escalation within Any contractors or Standards for PGL. agency staff will ofbe the safeguarding measurespolicies acrossand PGLan up to who puts the safety of our guests first. date safeguarding recruitment, and supervised at all Beyond. The Board includes Anthony Jones, strategy.

DFE guidelines. times unless DBS Safeguarding We introduced a new external Designated CEO and other key of the PGL checked. training formembers all Safeguarding Lead (DSL) training course run centre teams, There is strong Beyond Operating Board demonstrating the All staff (irrespective

by Independent Safeguarding Services in Dedicated including a wide governance inthe place that level of focus given to Safeguarding within of role) guaranteed safeguarding team range of topics in ensures safeguarding is April 2024 to equip our colleagues with the enhanced DBS at all centres organisation. deeper detail. monitored across the check. they need to carry expertise and capability including leads and entire company. It is Integral to this framework is the DSL andresponsibility. out their role effectively. deputies. everyone's Deputy DSL forums throughout the year to We increased our Safeguarding team with share best practices and review case studies, the introduction in May 2024 of Annette upskilling our teams.

Bindley, our Safeguarding and SEND Executive.

Annette joined Gemma Roberson, Head Gemma Roberson of Safeguarding and SEND with the aim of Head of Safeguarding providing additional advice and guidance & SEND for colleagues to PGL ensure the experiences we 1. Disciplinary Procedure and Grievance Procedure colleagues must follow the procedures below in the Annette Bindley event of a safeguarding concern. provide are safe and inclusive for our guests.

2. Allegations - We are registered with Ofsted on the voluntary register for our Safeguarding & SEND Kids’ Camp product and inform them of any allegations.

1. Recognising – The signs of abuse (Appendix 1 in full Executive safeguarding policy document) BehavioursSupport which cause

Safe People

Safeguarding - 4 Rs

concern or a feeling something is not right.

2. Recording – The information you have, to the best of your ability, without adding your opinions and emotions.

3. Reporting – To the centre based Designated Flourish and grow Safeguarding Lead (DSL) or Deputy DSL.

Our PGL procedures for safeguarding

3. Low Level Concerns - A low level concern is any concern about an adult’s behaviour towards a child that does not meet the allegation threshold set out above or is not otherwise serious enough to consider a referral to Local Authority Designated Officer (LADO).

4. Record Keeping - We will hold records in line with our records’ retention schedule in line with local safeguarding procedures.

Nurture and protect

5. E-Safety Policy

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PGL Beyond 2024 Impact Report

SEND at PGL Beyond To ensure as many of our locations and experiences are accessible to as many young people as possible, we place a high level of focus on SEND. During 2024 we launched new Paratrekker mobility chairs to many of our centres meaning that more guests can experience more of our activities. Activity colleagues on centres have received training to support guests to use these new chairs safely and maintaining dignity.

And to continue to drive access we also begun conversations with The Bendrigg Trust - specialist Outdoor Residential Charity who focus on delivering adventures to disabled people. We hope to have more to share with you in 2025 about how together we can make outdoor learning accessible for as many young people as possible.

Flourish and grow

Nurture and protect

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PGL Beyond 2024 Impact Report

How to put on a helmet and harness

Guest Information Form and reports In the summer of 2024, we launched a new Essential Guest Information Form for our PGL Kids’ Camp guests, to improve the information that we gather about our guests before they arrive for their adventure. This ensures we have higher levels of welfare and oversight of our guests on centre.

We also introduced new ‘behind the scenes’ reports for our centre teams, to provide them with better access to the information that parents or guardians have provided about their children pre-arrival, tightening up safeguarding procedures.

First outdoor education provider certified for safeguarding excellence In 2024, PGL became the first outdoor education provider to achieve the British Standards Institute's PAS 5222 standard for Safeguarding Children in Out-of-School settings. This external recognition highlights our commitment to keeping children safe and raising standards across the industry, something that we believe is of the highest priority.

Flourish and grow

Nurture and protect

Giving our guests extra reassurance At the beginning of the year, we launched a series of guest reassurance videos for sharing pre-arrival to young people with SEND or mental health conditions who may need more information before they travel with us.

These videos include how to put on a helmet and harness, a look inside the dining room and example bedrooms on centre, an introduction to a Group Leader and their role, with the aim to relieve some of the anxiety associated with new and different experiences.

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PGL Beyond 2024 Impact Report

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Listening to our colleagues Building a connected culture PGL Engage

Ask Anthony

Each month, our colleagues anonymously respond to a survey giving feedback on different aspects of the business, providing an ongoing picture of how our colleagues feel.

'Ask Anthony' continues to be another route for our colleagues to provide feedback directly to Anthony Jones, CEO.

During 2024, we received 62,493 comments and our colleague engagement scores rose again from 8.2 (Dec 23) to 8.4 (Dec 24) 'on a scale of 1.10', moving 0.6 above the benchmark in the PGL Engage platform that is linked to industry standards for the Hotels, Restaurants and Leisure sector.

Informal sessions are held at support offices and centres giving opportunity for colleague to share feedback with Anthony face-to-face.

“Seeing colleague engagement rise further this year, as a result of the changes we’ve been making is fantastic— even more so when it shows we're in the upper quartile of our industry benchmarks.”

Jo Sysum Head of People and Culture Support Centre Business Partnering & Reward

'Ask Anthony' session with the team at Ford Castle

Flourish and grow

Nurture and protect

PGL Beyond 2024 Impact Report

Our values in action At PGL Beyond, our Values Awards scheme enables colleagues who go above and beyond in living and breathing our core values to be recognised. Colleagues can nominate each other, with the chance to be selected by a leadership panel each month to become a Regional Values Champion.

Teamwork

Fun

Respect

Safety

Quality

Inclusivity

In the UK

In France

In Australia

• We had a total of 6,358 nominations for Values Awards, from 1,005 colleagues.

•W e had a total of 239 nominations for Values Awards, from 42 colleagues.

• We had a total of 316 nominations for Values Awards.

• Our highest nominated value at 2,389 was Teamwork, followed by Quality at 1,688, and Fun at 1,045.

•O ur highest nominated value at 48 was Teamwork, followed by Fun at 33, and Quality at 23.

• Our highest nominated value at 44 was Quality, followed by Teamwork at 43, and Fun at 34.

• Our top 3 locations for nominations are - In first place, PGL Boreatton Park at 797.

- In second place, PGL Osmington Bay at 734.

- In third place, our Discovery House Support Centre at 618.

Flourish and grow

Nurture and protect

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PGL Beyond 2024 Impact Report

Living & breathing our values Spotlight on Lauren Fudge, PGL Boreatton Park

Lauren Fudge, Front of House Manager at PGL Boreatton Park, received the most Values Award nominations in 2024, with 25 nominations.

Lauren keeps her nominations on display around her desk as a reminder of the impact kindness and thoughtfulness can have on those around you. Supporting others is important to her, and she and the catering team foster a positive culture that celebrates success, big or small.

Lauren says,

"I work so hard to ensure that

my team and colleagues feel

supported, heard and have a fun and enjoyable place of work to

come into every day, so to hear

that this is how they are feeling is so rewarding."

Flourish and grow

Nurture and protect

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PGL Beyond 2024 Impact Report

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Playing our part

Governing responsibly and being a force for good are how good business leaders help make our world a more sustainable, equitable and just place to live. We are focused on acting progressively to benefit our colleagues, customers and communities, as well as the young people we work with every day.

Discovery House Colleagues, Blackpool fundraising for the Blackpool Foodbank

PGL Beyond 2024 Impact Report

It takes a village

We all have a role to play We recognise the power of coming together and it’s through our people committing, leading and encouraging each other that our Better Beyond Adventure work really comes to life.

To help colleagues understand the part they play, we’ve created roles to ensure we’re really driving our agenda forward every day.

Adventurers

Ambassadors

Activators

Allies

Our Adventurers lead the charge, drive our purpose and make us a better organisation.

They are relentless in galvanising others to deliver our Better Beyond Adventure strategy.

Our Ambassadors are the heart and soul of Better Beyond Adventure. Often passionate about key workstreams or specific initiatives such as recycling or volunteering and use their influence to encourage others to

Our Activators are our subject matter experts.

Delivering ambitious workstreams to make us a better organisation for our colleagues, customers and communities.

We are all Allies!

We each have a responsibility whatever our role or wherever we work to contribute to our Better Beyond Adventure journey.

take part and drive change.

Governing progressively

Acting as a force for good

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PGL Beyond 2024 Impact Report

Acting as a force for good We recognise the power we have to change and enrich young lives through the work we do every day. Through our Reachout giving framework, we’re able to share our skills and resources to benefit our local communities.

Our charitable giving includes: • Volunteering – through our relationship with Neighbourly in the UK and through local relationships across France and Australia. During 2024 all colleagues with over four months of service were eligible for eight hours of in-work time volunteering each calendar year •F undraising – good causes that align with our mission or support the local community all chosen by colleagues •P ot boosts - £500 for locations that reach the £1,000 target for their chosen charity fundraising (UK and France). For Australia If centres hit their $2,000 target, their charity received a $1,000 pot boost. If our Support Centres hit their $500 target, their charity received a $250 pot boost.

•P GL Breakthrough Fund – provision of free of charge or discounted spaces for schools in the UK to enable access and bursary scheme offering discounted breaks for schools in Australia the

Ensuring we can make the biggest difference we focus our giving work on: Working with food banks that support families with children Helping causes that support learning or education Supporting social mobility through our Breakthrough Fund

All with the aims of Creating safe spaces and places for children and young people to learn and grow Making available tools and resources for children to experience learning outside of the classroom Breaking down barriers, providing access to what otherwise might be unachievable

BREAK THR UGH FUND

Governing progressively

Acting as a force for good

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PGL Beyond 2024 Impact Report

REACHOUT volunteering 2024 Summary

Volunteering figures for 2024 - UK Total causes supported

Total hours

Total value - based on average hourly wage of £17.71ph

12

461

£8164.31

Volunteering figures for 2024 - Australia Total causes supported

Total hours

Total value - based on average hourly wage of $48.23ph

5

188.2

$9076.88

Volunteering figures for 2024 - France Total causes supported

Total hours

Total value - based on average hourly wage of €21.23ph

3

132

€2802.36

Governing progressively

Acting as a force for good

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PGL Beyond 2024 Impact Report

REACHOUT Fundraising Partnering for impact

During the summer of 2023, we invited all colleagues to vote for charities that met the criteria of being local and supporting young people. After the voting period completed, we committed to support 19 charities in the UK and 4 charities in Australia.

Through 2024, we saw fundraising events take place at 11 UK centres and at both Support Centres (Alton Court and Blackpool). In Australia, two out of three centres participated along with the Support Centre. Fundraising events ranged from quizzes and auctions to bake sales, sponsored skydives and donations of Easter Eggs and food. For full details on the charities we supported please visit our website.

£

UK fundraising totals Total causes supported

Total Monies raised (both cash and donations in kind)

Total pot boosts – donated by PGL Beyond

Grand total

19

£18,636.02

4 totalling £2,000

£20,636.02

Australia fundraising totals Total causes supported

Total Monies raised (both cash and donations in kind)

Total pot boosts – donated by PGL Beyond

Grand total

4

$5,442

1 totalling $1,000

$6,442

Fundraising was not launched at our French centres during this period.

Governing progressively

Acting as a force for good

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PGL Beyond 2024 Impact Report

Breaking down barriers to adventure Improving access; addressing affordability The Breakthrough Fund (UK)

the

BREAK Giving young people the life-enriching opportunities THR UGH they deserve is a shared goal of all brands within PGL FUND Beyond. For PGL, we began our charitable giving journey with the Breakthrough Fund – providing outdoor adventure experiences to children and families who are most in need.

Teachers can apply for funding for pupils in receipt of Free School Meals, to experience a PGL adventure residential in the UK.

Number of schools benefitted in 2024

Total donated

93

£266,298.70

Whilst we have seen a small decrease (by seven) in the number of schools supported in 2024, we have seen the overall donation value increase by £74,918.70 which is an increase of 28.13% year on year.

Hardship Fund (Australia) For schools in Australia, teachers can apply for the Hardship Fund to offset the cost of camps for those most in need. This comes in the form of a discounted rate for the camp. Schools who fall below the threshold of 999 in the ICSEA (Index of Community Socio-Educational Advantage) are welcome to apply (with the average set at 1,000, and the lower the ICSEA value, the lower the level of educational advantage of students who go to this school).

Number of schools benefitted in 2024

Total donated

19

$16,000

2024 was the first year of operation for the Hardship fund in Australia.

Governing progressively

Acting as a force for good

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PGL Beyond 2024 Impact Report

Looking ahead

Our 2025 charitable giving goals We are always aiming to engage more colleagues, make a bigger difference, generate more funds and give more of our time to deserving causes. We have set targets for our 2025 giving with this in mind.

PGL Breakthrough Fund (UK) Total schools benefitted FY24: 93

FY25 target: 100

Australia Hardship Fund Total schools benefitted FY24: 5

FY25 target: 5

Reachout Fundraising UK FY24 fundraising total: £18,636.02

FY25 fundraising target: £20,000*

AUS FY24 fundraising total: $5,443

AUS FY25 fundraising target: $5,500

FRA: Not applicable for FY24

FRA: FY25 fundraising target: €600

Volunteering Total number of volunteered hours in 2023:

677.5

Total number of volunteered hours in 2024:

781

2025 volunteering target:

800 hours across the group

Governing progressively

Acting as a force for good

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PGL Beyond 2024 Impact Report

More than a meal Spotlight on Jill Rutter, Discovery House Jill Rutter, Educational Travel Advisor for our NST brand, is a champion of giving, and leads the charge at our Discovery House office in Blackpool. The team regularly host fundraising events, make donations, and volunteer their time collecting and sorting food for Blackpool Food Bank; a cause they chose because of the vital role it plays supporting local families in need.

Jill’s ability to motivate the team is amazing, leading by example and always keeping things positive and inclusive. By setting clear goals, celebrating small wins and making it fun, Jill keeps everyone engaged and makes an impact in the community.

"We all feel strongly about giving back to the community, and Blackpool Food Bank does incredible work supporting people in need. Partnering with them gives us the chance to make a tangible difference and see the impact of our support firsthand. It also brings the team together for a cause we all care about.”

Governing progressively

Acting as a force for good

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PGL Beyond 2024 Impact Report

What our partners said...

"Massive thanks to the team from Marchants – we couldn’t have done it without you! " Undershaw SEND school in response to Miya, Mikey, Etta and Charlotte from PGL Marchants Hill for volunteering to run the school’s silent disco, March 2024.

"Thank you to the volunteers and we look forward to welcoming the next pair of hands from NST!" Blackpool Foodbank Warehouse Manager, in response to volunteer support from Heather and Gillan based at our Discovery House Support Centre, April 2024.

Governing progressively

Acting as a force for good

"Fabulous all-inclusive business on our doorstep, Wow, wow, wow! Thank you."

Rainbow Stars Charity, Sleaford in response to activity day camp held at PGL Caythorpe Court, August 2024.

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PGL Beyond 2024 Impact Report

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Driving social mobility through collaboration Our journey with the Purpose Coalition

Providing opportunities to experience the benefits of outdoor education has always been important at PGL Beyond, but joining the Purpose Coalition in 2024 saw us take a new direction in this area.

The Purpose Coalition is a collective of forward-thinking organisations dedicated to promoting social mobility and equal opportunity. Through collaborating with likeminded businesses, the Coalition seeks to break down barriers, create a fairer society and ensure that everyone can achieve their full potential, regardless of background.

Through the Purpose Coalition, PGL Beyond has become part of the Breaking Down Barriers Commission, which examines in more detail, the obstacles that hinder social mobility and equal opportunity. Work that we already undertake through The Breakthrough Fund, and partnerships with organisations such as the Newcastle United Foundation, that help create a more diverse and inclusive workforce will be built on to create even more opportunities.

At the end of 2024, we began work with the Purpose Coalition on an Impact Report, highlighting current best practices and identifying opportunities to accelerate progress in this area. The Impact Report will serve as a benchmark for progress, showcasing successful initiatives and providing a roadmap for further advancement.

Anthony Jones, PGL Beyond CEO with Justine Greening, Founder and Chair - The Purpose Coalition

Governing progressively

Acting as a force for good

PGL Beyond 2024 Impact Report

Looking forward to 2025 Our three focus areas

Driving colleague engagement -

Finalising our B Corp application in readiness for submitting to B Lab –

We know that our people are our greatest asset. So we’ll be doing everything we can to share and promote Better Beyond Adventure across our teams and through our communications channels. This is so important as we know that being purposeful is only possible through the advocacy of our people and we can’t wait to drive this through 2025 and Beyond.

this will require excellent attention to detail from our team of Activators. We will then move into ensuring we’ve got all the relevant evidential materials and that we can swiftly pivot into acting like a B Corp and embedding this brilliant work across the PGL Beyond network.

Refining and improving our reporting framework through

developing the correct suite of meetings, building on Materiality Survey and driving teams across Procurement and Facilities to accurately report on key metrics. This will really help us to drive the excellent foundational work we’ve done in these areas and raise awareness across all our stakeholder groups both internally and externally.

See you in 2025 to share more of our exciting impact journey – thanks for reading!

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PGL Beyond 2024 Impact Report

A word from our Chairman, Mike Dennis, Ares In PGL Beyond’s first Impact Report last year, I spoke about how I felt the organisation was advanced in terms of its ESG commitments.

A year on, I still believe this to be true. Not just within the sector in which they operate, where they clearly lead the field, but also from a broader perspective.

Our first Materiality Report was an incredibly in-depth piece of work. It would have been easy for Anthony and the leadership team to set themselves goals in isolation, but they took time to listen to all stakeholders, and focus on what environmental, social and governance targets they wanted us to achieve as a business. I comment on a few of these goals below.

The goal to become B Corp certified has gathered real pace in the last twelve months, and the drive by the leadership team to bring the values of the business to life has been fantastic to witness. One of these areas has been to assess our carbon footprint.

Across the PGL Beyond business we do produce a considerable volume of CO2, but we are taking steps to measure, and offset those which is both important to us and our broader community.

Operationally, the team continue to drive a great guest experience whilst at the same time ensuring the safety and security of our customers. Reducing incident levels, for both guests and colleagues, from an already low base, whilst bednights increase, is something I’m exceptionally proud of. The team are not resting on their laurels and I know they continue to be focused in this area to drive even better outcomes.

One of the areas I am most delighted about is that the PGL Breakthrough Fund, which we introduced in 2023, continues to grow. We must strive to ensure that outdoor education remains a right, not a privilege for all young people and I am keen to see how PGL Beyond can continue to build out our efforts in this area to create more opportunities for those less fortunate in the future.

In conclusion, it has been another fantastic year of ESG growth for the business. I hope that PGL Beyond’s work and effort in this area can be an inspiration for other organisations to drive their own ESG agendas and be a force for good.

Mike Dennis

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