Scenic Group Impact Report

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Cherish the Planet
2 In TRO du CTIO n Contents A word from our Founder and Chairman 3 The Scenic Story 4 Report Highlights 5 Our commitment to a sustainable future 6 Our Mission 7 Cherish the Planet – Six Pillars of Focus 8 1. Reducing Our Waste 9 2. Addressing CO₂ Emissions 13 Carbon Report Scope 15 Carbon Intensity 16 Emissions 17 Carbon Reduction Plan 18 3. Sourcing Sustainably 21 Cherish the Planet menu inclusions 23 4. Growing with Communities 25 5. Grow from Within / Value Diversity 28 Senior Leaders 30 6. Advocate Health, Safety & Security 32 Feedback 34 Appendix 35 Commitment to creating positive change

A word from our Founder and Chairman

Luxury travel around the world is our reason for being. At Scenic Group, we are acutely aware of the environmental and societal impacts tourism can have if done poorly. We also know that sustainability and travel can intersect and showcase the natural beauty of our planet in a way that is respectful and regenerative.

Our commitment has always been (and continues to be) to provide exceptional holiday experiences with lasting memories whilst dedicating ourselves to reducing negative impacts and promoting positive experiences for our guests and collaborators that are low carbon, ethical and culturally responsible.

Within this report, you will read about the technological advancements we have invested in for our ships and the variety of actions we are taking in accordance with our Cherish the Planet mission.

Enjoy reading,

Promoting positive experiences for our guests and collaborators that are low carbon, ethical and culturally responsible.

The Scenic Story

Scenic’s most celebrated innovations over the past 37 years.

Scenic Luxury Cruises & Tours is renowned for continuous innovation ensuring the guest experience is at the heart of everything we do. Across our ultra-luxury river and ocean cruises and handcrafted land journeys is a deep sense of delivering a truly all-inclusive philosophy enabling our guests to be immersed in their chosen destination and to relax knowing everything is taken care of.

We invite you to learn more about our history and heritage:


Warrnambool Scenic Tours commences tours to the Great Ocean Road

Scenic expands into Australia and new Zealand luxury land journeys by 1992.


Scenic enters the world of ship building

With a desire to customise ships tailored to the Scenic guest came the first Scenic Space-Ship.


Scenic Sets Sail on Europe River Cruising

Scenic charters ships along Europe’s historic waterways giving guests a new way to explore the European continent.


Scenic goes International

Scenic Tours quickly becomes a leading tour operator, escorting guests to Canada and Alaska as well as across Europe, Russia, Asia, Africa and South-Central America.


Emerald Cruises first 100 guest luxury yacht Emerald Azzurra, sails the Mediterranean for her inaugural season followed by Emerald Sakara in 2023.

2013 - 2016

Scenic further expands its River sailing in Europe and Asia

To the magical South of France followed by Portugal and Myanmar


Emerald Cruises launches in 2015 with first Star-Ships

Emerald Sky and Emerald Star, welcoming guests to the Rhine, Main and danube. Over next 6 years fleet expands to includes ships on the rivers of the South of France and douro River in Portugal as well as Emerald Harmony on the Mekong River in Asia.


Scenic sets the benchmark in ultraluxury cruising Scenic Eclipse

The World’s First discovery Yacht launches in August 2019 with its inaugural season to Antarctica. Scenic Eclipse’s innovative world-class design, Polar 6 rating and expert discovery Team enables guest to experience the far reaches of the world in ultra-luxury from the Arctic to the Antarctic to the Mediterranean and the Caribbean.


Scenic Eclipse II is launched

With its inaugural sailing from Barcelona to Lisbon and brings about a new era of expedition cruising of unrivalled discovery. In 2024 Scenic Eclipse II will embark on her maiden Australian voyage to newcastle, where Scenic was founded 37 years ago, with voyages in the Kimberley, South Pacific, Indonesia, new Zealand and East Antarctica.


Report Highlights




FOR CO n TI nu E d und ERSTA nd I n G A nd MORE


Scenic Eclipse II





Fuel choice



Prioritise local


PROC u REME n T G u I d ELI n ES


Our commitment to a sustainable future

The Cherish the Planet (CTP) manifesto is core to our overall mission and based on the united nations Sustainable development Goals (unSdGs). We’ve crafted this report in alignment with our six Cherish the Planet pillars. One of my key takeaways from my work in implementing our ESG program is that rarely do things fall solely into one pillar or unSdG. Initiatives and actions are symbiotic in nature, and while their focus may be channelled to a particular area they have flow on effects elsewhere.

A great example of this is the case study on our clean water initiatives on page 11. This demonstrates how an initiative designed to address a particular focal point can create multiple co-benefits. It should also be noted that the achievements and future goals within this report are not an exhaustive list, but more a snap shot. In future reports we will be updating you on how we have performed and what additional goals we have set for ourselves to ensure our own accountability.

We are comparatively young in our ESG journey but I am very proud of the steps we have taken and achievements we have made in a relatively short period of time. I am excited about what the future holds. We are under no illusions of the enormity of the challenges ahead of us but we are committed to being better than we were yesterday. If we can remain true to that commitment we will always be tracking in the right direction towards achieving both our internal and collective global goals.

Cherish the Planet

United Nations Sustainability Development Goals

17 Goals to transform the world

The Sustainable development Goals are the blueprint to achieve a better and more sustainable future for all. They address the global challenges we face, including poverty, inequality, climate change, environmental degradation, peace and justice.

Our six pillars are aligned and will contribute to the united nations Sustainable development Goals.


Our Mission

We are under no illusions of the sustainability challenges in front of us. Scenic’s Cherish the Planet is more than sustainability...It’s a commitment to creating positive change, to sustainability practices and rich community partnerships. We aim to leave as small a footprint as possible. Taking responsibility and protecting the people and places we visit is the only way we are prepared to do business.

Our sustainability manifesto, Cherish the Planet, has six pillars which embody the united nations Sustainable development Goals (unSdGs). The Cherish The Planet ethos aims to reduce our environmental impact and to ensure that collectively, we build a more sustainable way of operating and conducting business. We want to ensure that we can continue to offer our guests amazing experiences to explore all the natural beauty this planet has to offer.

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Cherish the Planet – Six Pillars of Focus

1. Reducing Our Waste

We are constantly looking at ways we can reduce the amount of waste we generate.

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2. Addressing CO2 Emissions

We work with consultants to measure our carbon footprint and assist us in setting and developing emissions reduction strategies. Pillar 2 CO2

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3. Sourcing Sustainably

We aim to source sustainably, supporting communities and minimising food storage and transportation impacts.

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4. Growing with Communities

We are committed to respectful cultural interactions and to ensure local businesses benefit from our visits.

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5. Grow from Within Value Diversity

Our people are at the very core of every memorable journey. We treat all crew and employees equally, regardless of identity. Pillar 5

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6. Advocate Health, Safety & Security

We foster a supportive workplace focused on well-being, offering continuous training to embed our Cherish the Planet ethos. Pillar 6

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Pillar 3
Pillar 4

1. Reducing Our Waste

The waste we generate is something we treat very seriously at Scenic Group. This not only relates to our fleet of vessels but also our land tours, offices and beyond. We are always looking for ways we can reduce our waste and how we treat the waste in which we generate.

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Food Waste

Reduced buffets, increased live cooking stations, use of onboard herb gardens where available.

Plastic Reduction

Elimination of 95% of guest singleuse plastic on board all Scenic owned vessels.

Eco Matrix

This allows us to track all our key waste streams across our entire fleet.

Wastewater Treatment

Both black water and grey water are treated using a membrane biological reactor and microfiltration to transform it to clean effluent before discharge.

Future Goals

Increase in local procurement using our sourcing sustainably guidelines to reduce both packaging waste and transport related emissions.

use select ships to set a 2.5% per person per available passenger cruise night reduction target in permeate (black and grey waste water).

Continue to reduce our printed materials. Migrate to 100% digital surveys (already >80% of guests).

update internal policies for operational efficiencies during voyaging to reduce fuel demand.

Case Study

Providing clean water and education to guests and communities

Eliminating single use water bottles

PILLARS 1,2 & 3

The most obvious place to begin to reduce single use plastic was with plastic water bottles. We started by providing our cruise guests with high quality, refillable, stainless steel drinking bottles at the beginning of their journey.

We then installed multiple refill stations (some fixed, some mobile) on all vessels. The water is treated through reverse osmosis, UV and carbon filtration and regularly tested to ensure the highest quality.

We are also focusing on working with key partners and suppliers to provide alternatives to single use plastics.

Changing perceptions


Many of our guests arrive with a belief that sealed plastic water from a bottle is the safest option for them in the developing regions of the world. Whilst this may be true to an extent, there are important factors to be taken into consideration:

1. Black Market water is not uncommon in developing regions. discarded bottles are refilled from unsafe sources, relabelled, sealed and make their way back into the regular commercial market.

2. Water storage and transport is important. We can control the temperature and conditions packaged products like water are stored at on our vessels. However, we cannot guarantee conditions and treatment prior to the arrival to the ship and what effect that may have on the end product.

Based on our knowledge and experience, we are confident the water we offer to our guests is the safest option.


Case Study

Working with communities Providing clean water and education to guests and communities

As we progressed further along this journey we became better educated on how much of an issue unsafe drinking water and single use plastics are across Asia. As a result we partnered with VinaCapital Foundation on their Clean Water program which focuses on providing clean drinking water to those in need. To date we have jointly cofunded the installation of 5 water filtration units to 5 schools on the outskirts of Ho Chi Minh City.

Along with the water filtration units, which provide clean drinking water to 5,591 students, 378 teachers and school staff, we provide education on the importance of clean water along with the issues of single use plastic and their effects. We firmly believe that by targeting young people in these regions we can have the greatest impact of this knowledge passing through to the older generations as well.

We will continue to fund water filtration units for schools. Our goal is to provide at least one additional school with a filtration system each year.

Communication and engagement

Our ambition is to bring our guests along on this journey. Through communication with our guests prior to their trip, we will not only encourage them to bring along their own refillable bottle, but also encourage them to bring in excess bottles from home which would otherwise be unused or discarded. If they use a Scenic provided bottle we will give them the option to return it at the end of their journey to give the bottle a second life. This will allow us to:

1. Reduce the volume of bottles we need to produce and assist us in reducing our carbon footprint.

2. Donate returned and excess bottles to the next recipient school of the water filtration units. By providing refill bottles in conjunction with the filtration units and accompanying education we hope the clean water messaging will be better received and implemented.

3. Engage and educate our guests in our journey and encourage more sustainable behaviours.

4. Our future goal is to replicate this model outside of South East Asia to other areas of operations where similar issues exist.


2. Addressing CO₂ Emissions

Our window to avoid a climate disaster is closing rapidly. Globally we need to reduce our emissions by 90% by 2050 to have a chance of keeping global temperature rise within 1.5 degrees celsius of pre industrial levels.

Since we cannot manage what we do not measure, in 2022 we set out to quantify our carbon footprint.

In January 2022, we started work with independent carbon consultancy, ecollective, to calculate our emissions but also our 2019 footprint so we would have a pre-pandemic baseline year upon which to base our net Zero target.

note: there is no data from 2020 when the pandemic caused us to close our passenger operations. We expect these numbers to change over time as we get better at calculating our footprint.



As a comparison, a return flight from London to New York generates approx. 1.64 tCO2e per passenger


The above numbers are made up of scope 1, 2 and 3 emissions and the boundaries of our scope 3 emissions are clearly detailed in the appendix at the end of the document

* The increase in our total carbon footprint was predominantly due to the increase in ocean operations which carries a significantly higher footprint due to fuel consumption. We also experienced certain pandemic-related supply chain challenges that caused us to make different purchasing decisions.

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carbon footprint (tonnes CO2e)


Measuring our carbon footprint

Engaging with ecollective to accurately measure our carbon footprint and identify key areas of focus.

Future Goals

Continue to work with ecollective to improve our calculation methodology.

Ship design

numerous elements of our ships are designed with emissions in front of mind to learn more see pages 19-20.


Creation of sustainable office policy. Strategic partnerships

Partnering with Klimate to invest in projects which help to address the emissions we create.

Set future targets for all ships on Scope 1 reductions.

Expansion of office polices to reduce emissions, adopt renewables, cut waste, and inspire sustainability in our workspace.

To create an emission focused staff travel policy and incentivise sustainable practice.

Carbon Report Scope

In undertaking this exercise, we are aware and acknowledge there is a lack of data in certain areas of our business (this was partially due to a loss of data following a cyber security breach). We want to be completely transparent about the fact that we have not included every aspect of what Scenic Group does within the total footprint. This includes things such as a guests flight to and from a Scenic Group Journey and staff travel. A detailed account of our approach to our footprint calculation and targets we have set for select vessels on emissions and key waste streams can be found in the appendix by clicking the link at the bottom of this page.

Our goal is to collect more data for a more complete picture of the carbon footprint of our business.

due to 2021 being a recovery year from the pandemic, this report will focus on explaining the difference between our 2019, 2022 and 2023 footprint and what measures we will be taking going forward to reduce our carbon footprint.


We started the process of measuring our emissions in 2022. At this time we wanted to measure our 2019 emissions to help set a benchmark for our emissions against a normal operating year that was not impacted by Covid. However, it is worth highlighting that our business has changed since 2019 when we had 3 fewer ocean ships compared to 2023.

Carbon Intensity

Scenic runs 3 different operation styles: ocean cruises, river cruises and land based tours. They each have different operational requirements and as such come with very different carbon footprints. As a result, we have reported our carbon intensity figure (amount of carbon emitted per person per night) separately for ocean, river and land in order to set appropriate carbon reduction targets and identify relevant reduction strategies for each. Certain assumptions were made to be able to make year on year comparisons. See appendix for more information.

Our ocean carbon intensity figure has fluctuated primarily due fluctuating occupancy rates in the different years. We also have added new ships to Scenic’s fleet which have different fuel efficiencies.

We did not have time to implement carbon reduction strategies between measurements so the changes in our river carbon intensity figure can most likely be attributed to shift in customer preferences. Our European river cruises have a lower carbon footprint than our Asian cruises. In 2022 we had fewer bookings for our Asian cruises and in 2023 we have more bookings on our Mekong cruises.

The reduction in carbon intensity of our land based tours is due to customers travelling on trips with either less flights involved and/or less distances covered by transfers. During 2022 many Australian, New Zealand and Canadian customers used travel vouchers to travel domestically where no internal flights were included. However, in 2023 we had an increase in customers travelling on our Asian trips and Canadian trips resulting in a higher carbon intensity figure.

carbon footprint per person, per night (pppn) River carbon footprint per person, per night (pppn) Land carbon footprint per person, per night (pppn) 2019 2019 2019 2022 2022 2022 2023 2023 2023
.516 tO2e pppn .100 tCO2e pppn .070 tCO2e pppn .559 tCO2e pppn .089 tCO2e pppn .059 tCO2e pppn .505 tCO2e pppn .102 tCO2e pppn .074 tCO2e pppn


Product vs HQ emissions Emissions by scope

These charts show how much of our carbon footprint is related to the cruises and trips we create. Our offices, working from home, commuting, website, brochures and postal accounts for less than 5% of our emissions. Whilst there is value in addressing these emissions, we will achieve greater emissions reduction if we focus on our product.

In terms of our product, fuel makes up the vast majority of our trip emissions. The other elements are meals, transfers, activities, staff / trip leaders, waste and electricity.

There has been a fairly significant shift in the proportion of scope 1 and scope 3 emissions. This is due to our scope 1 emissions increasing each year due to the additional fuel used in our ocean programme. Scope 2 and 3 emissions have remained fairly consistent and have fluctuated inline with passenger numbers.

Headquarters Land Tours Ocean Cruising River Cruising Scope 2 Scope 1 Scope 3 62 2019 45+ 2019 50 2022 41 2023 6 .2 5 4 9 7 40 .7 4.7 45 4 3 1 2 3 15.8 1.1 3.9 5.9 61 9 44 5 34 4. 115 58+ 2022 40 7 11. .85 2 55+ 2023 4 3 9 1 5 1.5 % % % % % % %

Carbon Reduction Plan

Our goal is to reduce our carbon emissions on a per person per available night basis within each product mode.

It’s important to be transparent and note that if the size of our fleet grows (especially in ocean) and the volume of passengers we service increases then our total footprint will inevitably get larger. This is why we have focused on reducing the emissions each passenger generates within each product mode as a tangible measure of progress along with aiming to have a more encompassing footprint measure.

We are relatively young on this journey and appreciate we are on a steep learning curve. Our first goal was measurement. To that end we have made great progress but we still have a little way to go to get a complete picture. We recognise the need to work with industry experts to assist us in our journey.

It is our intention to not only focus on emissions but other aspects which fall within the ESG realm and hold significance and can have very important compounding effects. With itineraries set so far in advance, our window for change in 2024 is largely already closed but we invite you to read the actions below we will be taking to help inform our target setting in the future.

What about the emissions we are unable to reduce?

Scenic Group has partnered with Klimate to invest in a Blue Carbon Project with high environmental and societal co-benefits.


Ships designed to reduce their environmental impact...

Hull form

Advanced hull design to create fuel efficiency.

Ballast water treatment

Ensures no invasive species are on board or discharged.

Dynamic positioning

Allows the ship to maintain position without the use of an anchor thus protecting the sea floor.

Advanced propulsion system

Minimises noise and vibration. Improved manoeuvrability and reduced fuel consumption.

Advanced HVAC systems

Extracts and filters external air and ensures no recirculation.


Lightest grade of marine fuel reducing sulphur emissions by up to 95%.

On board generators

Treated exhaust to reduce emissions. On board generators are equipped with advanced exhaust gas purification systems.

Oily water separation

Oil sludge is removed onshore at approved facilities and not discharged.

...and enhance the guest experience.

On board water

Treatment and filtration of guest and staff on board water sources.

Shore power

utilise onshore electrical power sources to reduce emissions.

Advanced HVAC systems

Extracts and filters external air and ensures no recirculation.

Wastewater treatment

Wastewater is treated before being discharged.

LED lighting

Use of LED fixtures throughout the vessels improving sustainability aspects.

3. Sourcing Sustainably

At Scenic Group we are focused on exceptional quality and responsible sourcing, with a view to supporting local economies, minimising food storage and reducing environmental impacts from transportation and our operations in general.

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Creation of the Sustainable Procurement Guidelines for both internal and external use.

Evaluation forms

Creation of the supplier self evaluation forms to allow us to better communicate and work with our partners on this topic.

Onboard produce

On select vessels we have our own micro and herb garden where we can hand pick fresh ingredients as required.

Menu inclusions

We have created our own criteria to promote the inclusions of sustainable dishes on our ships (see pages 23 and 24).

Future Goals

Internal and external training on how to maximise the benefits of our procurement guidelines, both internally and with all our global partners.

Partner with a like minded provider in the ESG space for available onboard merchandise.

Look to expand to other vessels the ability to produce herbs and other ingredients on board.

Internally certify at least one sustainable menu inclusion per cruise itinerary in Rivers and by region for Ocean.

Cherish the Planet menu inclusions

1. Ingredients

How they’re grown, treated and their subsequent impact on the surrounding environment.

2. Suppliers

Supporting local providers who share the same ethos in regards to sustainability in terms of how ingredients are packaged, transported and the environmental and societal co-benefits.

3. Culture

The dish should be culturally relevant and link to the touring and destinations. Food should tell a story.

At Scenic Group, we believe that dining is about more than the ingredients on the plate. The story behind the dish can be just as important, making it relevant and memorable for our guests.

dishes that qualify for our Cherish the Planet label would have a combination of some of these elements


Case Study

Scenic Spirit Sustainable Menu Inclusions


Is a cherished breakfast offering savoured by the Khmer people for its light, refreshing taste. On the Mekong River, aboard the Scenic Spirit, we proudly feature this dish on our menu. The heart and soul of nom Banh Chok lies in its delicately fermented rice noodles, the best of which are hand made, using techniques passed down from generation to generation. Beyond the noodles, the dish’s flavour varies by region: Phnom Penh is known for its Kroeung paste, Kampot for its dry shrimp paste, and Siem Reap for the distinct Prahok - a fermented fish paste.

We source our Kroeung paste from Phnom Penh’s Psar Kandal Market. Here the vendors use fresh, locally-grown ingredients like lemongrass, galangal, and kafir lime leaf. Added to this are water lily stems from Kampong Puoy and an array of local flowers, including water hyacinth and banana blossom

These components are all locally procured from the surrounding regions reflecting Cambodia’s dedication to home-grown produce. This commitment extends to every ingredient used, supporting a tradition of local farming and market sourcing that enriches our nom Banh Chok, making it a genuine representation of Cambodian cuisine.

For the perfect finishing touch, fresh herbs are picked from the vessel’s sun deck herb garden.

Our staff love seeing the guests try a dish which is quintessentially Cambodian and sharing stories of their youth and what it means to them.

Kroeung paste

Freshly made from Central Market, known as Psar Kandal Market in Phnom Penh. The local vendors there are famous for making their Kroeung paste by using only the freshest ingredients, all sourced from the surrounding countryside.

Nom Banh Chok noodles

From the Old Market, known as Psar Cha, in Phnom Penh City. Our local suppliers use Cambodia’s famous and award-winning jasmine rice from the rice paddies within Battambang province.

Fresh herbs picked from the sun deck herb garden

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4. Growing with Communities

We strive to establish positive relationships with the communities we interact with worldwide, ensuring that there is shared value for local businesses and individuals. We aim to promote meaningful interaction, learning, immersion and mutual enrichment as well as contribute to the communities’ sustainable development.

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Clean water

Installation of water filtration units for 5 Vietnamese schools and clean running water system for Chiro Village in Kampong Cham Province Cambodia.

Touring program

Creation of our Cherish The Planet Sustainable Touring Inclusion program. Helping communities

Building of sanitation blocks for Yandabo Village in Myingyan Township, Myanmar.

Social impact

Rotated support of food, health and education supplies to various monasteries in Cambodia through close consultation with community leaders.

Future Goals

Install at least one more water filtration unit per year along with accompanying education for a school in Vietnam.

Aim for at least one Cherish the Planet sustainable touring inclusion for each River Cruise itinerary and per region for Ocean.

External training with key suppliers on the criteria surrounding our sustainable touring inclusion policy.

Partner with an nGO in Cambodia to allow for our Mekong vessels to be used for work placement and training for the underprivileged.

Case Study

The Alms, Cambodia

Whilst cruising through Cambodia our guests visit a monastery to receive a blessing from a monk and partake in the Buddhist custom of alms giving which is a practice of offering.

To spread the benefit, we work with multiple monasteries on the upstream and downstream legs of the cruise rotating our visits between different pagodas. Prior to the visits we contact the head monk to find out their specific needs which vary from food and drinks to pens and books, sanitation products or even materials for repairs. This ensures we support their needs and allows for our guests to be a part of ‘giving back’.

We complete the ritual by providing the main meal for the day for the resident monks/nuns.

Growing with communities


5. Grow from Within / Value Diversity

As an organisation with a global presence, Scenic Group recognises the importance and value of diversity in the workplace.

We maintain an inclusive work environment that values different perspectives and promotes equality. Through our succession plan we aim to ensure diversity amongst our onboard crew.

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Creation and adoption of revised diversity and Inclusion Policy.


Over 50 different nationalities employed around the globe.

Promote from within

Aim to have over 50% of all onboard supervisory/ managerial positions employed from our existing staff pool.

Training & awareness

Create a worldwide Scenic Academy training course focusing specifically on diversity and inclusion in the work place.

Breakdown Offices Ships Female Male 1019120 237 2019 1734209 420 2022 21+41259 506 2023 60+38746 474 2022 22+7282 88 2019 100+381239 468 2023
Goals Gender

Senior Leaders

Role & Responsibilities

Scenic Group champions diversity and inclusion, with a strong commitment to gender representation in leadership positions. Our strategic succession planning is aligned with our recently launched diversity & Inclusion Policy.

Below are some profiles of women in leadership positions at Scenic Group.

Once our Journey designers have created amazing itineraries, operations will work with our suppliers and partners globally to secure the experiences for our guests. We manage system build and support before we finalise and confirm all guest arrangements for our delivery teams to deliver the wonder to our guests.

The passion our team members have for our Scenic Voyages & Tours, and the commitment they show to always improving our guest experience, these are the people I work with every day and why I love what I do!

Role & Responsibilities

My role encompasses the collaborative leadership of the product management team across Scenic Luxury Cruises and Emerald Cruises for River Cruising. We are looking into the planning, development and delivery of itineraries, shore excursion programs and pre-/post cruise content for River Cruises.

It is the team of people that are sharing same values and passion that makes working with Scenic so different.

Role & Responsibilities

My role within Scenic is instrumental in shaping the marketing strategy, defining our brand, and driving integrated marketing initiatives for our portfolio of ultra-luxury ocean and river cruises and land journeys.

I love our shared passion for continuous innovation, getting inspiration for the destinations we visit across all corners of the globe and the ultra-luxury experiences we deliver for our guests.


Senior Leaders

This approach underscores our dedication to fostering a leadership team that reflects the rich diversity of our global community, ensuring an equitable and vibrant workplace culture.

Role & Responsibilities

My responsibilities include planning, organizing and supervising the delivery of service of our tour/ cruise operations, ensuring smooth logistics, guest satisfaction, and safety. I manage teams and collaborate with vendors to create exceptional river cruise experiences while maintaining high-quality service standards.

I cherish the way my personal growth parallels the company’s evolution, and the thrill of encountering fresh challenges daily.

Role & Responsibilities

Currently, as the Canadian head of market for Scenic Group for the past 12 years, I’ve excelled in driving performance results. My success hinges on building solid partner relationships, maximizing revenues, enhancing profitability, and ensuring our team and top accounts are consistently achieving their quotas.

It is the team of people that are sharing same values and passion that makes working with Scenic so different.

Role & Responsibilities

My role is to manage the trade partner commercial and marketing agreements in Australia & new Zealand for all consortia partners. Trade and Consumer event management and trade marketing support for Australia and new Zealand.

I get to work with such a dynamic company and resilient and fun industry. We pride ourselves at Scenic in trying to deliver and exceed peoples travel dreams. I enjoy nothing more than the feedback from trade partners and their clients on their experiences

Azzurra Guarino Head of Operations Europe Lisa McCaskill Vice President Sales & Marketing, Scenic Group, Canada Emma Davie director, Trade Sales & Commercial Partnerships

6. Advocate Health, Safety & Security

At Scenic Group the well-being of our staff and guests is a priority. We focus on fostering a healthy, safe, and secure workplace for our employees and a safe and secure experience for our guests.


67,000 TRAI n

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n G HO
u RS I n THE PAST FI n A n CIAL YEAR 3270+ C u RRE


In-house training platform

Scenic Academy covering a vast range of topics include health and safety.

Future Goals

At least one sustainability focused Scenic Academy course to be created.

Support services

Access to free and confidential counselling services. discount gym/ health club membership.*

Safety standards

Comprehensive and robust safety management system that addresses both our onboard and office-based operations.

Carbon literacy training

Working with ecollective we have created a specific Carbon Literacy Training course.

Creation of more social groups to promote physical and mental wellbeing.

Enhanced onboard and in-office ambassador roles to help amplify staff voices.

Have our certified Carbon Literacy Training program rolled out to at least 50 Scenic Group staff.

*Australian employees only


We continually strive to improve our framework, guided by the latest research and user insights.

For any feedback or suggestions, please contact:


Carbon Emissions Framework Methodology

This is how we calculate the carbon footprint of your business.


The framework used to calculate the carbon emissions of businesses has been designed by ecollective. The aim of the framework is to measure the footprint to a high degree of accuracy taking into account every element of the business, the quantity, the geographic location, etc.

Ecollective has worked with many businesses to help them measure their carbon footprint as well as get the process peer-reviewed by prominent members and experts in this space.

The aim is to calculate a highly accurate carbon footprint per customer (or a similar metric) for the business that can be tracked year on year as improvements are made.

As with any carbon calculation, it’s not perfect, but we believe that this framework is currently one of the most thorough and therefore the most accurate methods in use in the industry. If you are familiar with carbon calculations, you will be pleased to know we follow GHG Protocol guidance.

We are always open to questions and feedback. If you would like to get in touch, please contact

What’s Included

This study measures the greenhouse gas emissions of the business. The areas in scope for this study include:

• Office emissions

• Working from home emissions

• The website

• Hosted in-person Events

• Staff Commuting

• Brochures

• Trips

• The Ships

• Accommodation

• Transport

• Activities

• Food included

• Guides

• Misc

What’s not Included

• Staff business travel (including accommodation)

• Customer Travel arrangements pre and post-trip.

• Purchased Goods

• Customer Travel to Trips

• Optional Extras

• Investments

• Merchandise

• Build Phase Emissions of Ships


This study analyses primary data provided directly from suppliers, providers and the business through specific surveys relating to their business model. Where surveys are not fully completed by a supplier, relevant industry averages are provided by dEFRA and other sources. Any assumptions that are required to fill data gaps, will be detailed against the specific category to which it relates.

The data is updated yearly as carbon conversion factors improve with accuracy. As this is constantly being updated as new data becomes available, please contact ecollective for more details.

How we measure

nearly everything has a carbon footprint, so measuring the exact carbon footprint of a business could be a lifetime’s work. With the climate crisis, we simply do not have the time. So we have made assumptions in order to measure the carbon footprint of everything that goes into the running of the business and the products/services it sells.

This is normal practice in the carbon-calculating world, but at ecollective we go a step further than most. Many companies make assumptions that are too simple or use unreliable data, resulting in scores that are not as accurate as they could be.

For Scope 2 emissions we have followed the market-based method. When information or good quality data has not been available we have used location-based information as a proxy for the market-based method.

The devil is in the detail

The below section is long, because of our level of accuracy. However, for us, this is so important as we often find ideas for carbon reduction in the details. The section below could be far longer (as each bullet point could be expanded upon). We have kept it concise in order to make this document more digestible.

What are scopes?

This is carbon jargon, it helps people understand which part of your carbon footprint you can directly fix.

Scope 1 - These are emissions from all the fuel that the company pays for. It is usually the petrol in your company car and/or the diesel in your onsite generator.

Scope 2 - Emissions from the electricity you pay for at your premises.

Scope 3 - Everything else that forms part of your company emissions. These are often things you cannot control but can influence (also known as ‘indirect’). For example, if some of your team work from home, the electricity emissions from this activity will sit in scope 3. Website emissions, business travel, your whole supply chain (we could go on) are all scope 3. For most businesses, this is by far the biggest proportion of their footprint.

It’s mandatory to include scope 1 and 2 emissions in your reporting. Best practice is to include scope 3 emissions too.


• We include all emissions from the office and any working from home related emissions.

• Working from home emissions are based on estimated hours of work, estimated additional heating requirements and the energy provider used. If the energy provider is unknown we use a national average carbon intensity of electricity in that country in order to calculate.

• Electricity related emissions either in the office or at home are based on the number of kWh used over a period of time and the energy provider used. If the energy provider is unknown we use the national average carbon intensity of electricity in that country in order to calculate.

• If the office is shared, a percentage of the emissions from the office and communal space is assigned to the business.

• Office emissions related to water consumption, gas, waste and food are all taken into account. If the exact qualities of these are unknown we have used national averages so that they can be included in the calculation. These calculations can be updated as and when information on these items are known.

• Other scope 3 emissions such as transmission and distribution of electricity are typically included as well for offices or other buildings managed by the company.


In-person events

• Events hosted by the business during the reporting period are included. In the calculations, we have included emissions related to all paid expenses by the business. This normally relates to the venue, accommodation, employee travel and meals. It is likely that emissions related to other people attending the event will be included if invited by the business. However, this would unlikely cover travel in most cases.

• If a venue is used multiple times we will require them to complete our venue carbon footprint survey. This helps us to know their carbon footprint per day when using the space.

• For venues that have not completed the survey, we applied a global average emission factor for this venue until they complete the survey. This estimate is based on the country it is located in, the size of the venue and the duration of the event.

• Other scope 3 emissions such as transmission and distribution of electricity are assumed to be minimal and excluded from the scope.

The website

• Whilst a website will have a fairly small carbon footprint, it is something nearly every business has and something that can go unnoticed. However, having a more efficient website not only has a smaller carbon footprint but will also perform better for your business. So whilst it isn’t normal to include a website in this kind of work, we nearly always do.

• To calculate the entire carbon footprint of a website we consider whether the web host uses renewable energy, take the amount of site traffic over the course of the reporting period, and multiply this by the average size of the company website. The geographic location of visitors is also taken into account to create a total carbon footprint.

• When the average page size of a website is unknown we take the page size of the homepage. To avoid any confusion, when we say ‘page size’ we mean ‘‘the data transferred when a web page is loaded”.

• If the host is unknown we assume the website host does not use renewable energy.

• If the geographic location of the website visitors is unknown, ecollective makes an assumption according to your client base. This helps us to calculate the carbon intensity of the electricity used.

• We use an average value to account for the energy intensity of the web data. This covers the energy used at the data centre, by the telecoms networks and by the end user’s computer or mobile device.

Post & Brochures

• Post whilst it can seem minimal and not included by most businesses has been included in this study.

• Post can include information or packages to customers on products they have bought or marketing materials to encourage future purchases.

• The quantity of posts is normally calculated in weight, if this is unknown we used total spend as a gauge of annual quantity.

• Post is calculated by four different sections, material, printing, delivery and decomposition. For our calculations, we only include the carbon associated with the delivery.

• Brochures are included in the calculations and often have a higher carbon footprint due to the additional weight.

Staff commuting

• Staff commuting, whilst typically minimal and not included by most businesses, has been included in this study.

• To avoid adding hours of admin for an item that will have a tiny carbon footprint we ask each employee to provide a summary of their yearly commute.

• Each employee’s carbon footprint is then calculated based on the mode of transport, distance travelled and the frequency of the journey.

• We take into account the following types of transport, bus, coach, London underground, motorbike or car.

• For car journeys, we also detail the car size and the fuel type (petrol, diesel, electric or hybrid). If the exact model is known we use figures relating to this vehicle in order to improve the accuracy of the calculations.

• The carbon factors assigned to each mode of transport is based on those listed by dEFRA.

• For people who walk or bike, we assign them a zero carbon footprint for their commute.


This is where the bulk of emissions lie. As all trips can be different, we have broken down the source of carbon emissions into different areas so we can calculate the emissions of each trip based on the itinerary, suppliers used and the number of inclusions.


All cruise carbon scores are based on kilograms of CO2e emitted per cabin per night.

• We ask for fuel usage reports based for the whole year along with the fuel type. This would ideally include fuel used when the vessel has customers as well as without.

• Other scope 3 emissions such as Well to tank emissions are typically included as well for vessels owned by the company.

• If additional fuels or electricity are used these are also taken into account. If they are unknown, the are estimated based on the ship size. The carbon footprint of the electricity is based on a global average. This can be changed if a vessel is based in a specific country year round.

• Ship crew food emissions are taken into account but their travel/ commuting emissions are excluded from the calculations.

• Customer meals included in the trip package are included in the calculations. Meals will be assumed to be high meat meals if no further information is provided.

• Additional emissions such as waste and water are often estimated as the quantity and method of disposal are often unknown.

• The total calculation is based on the number of rooms used and the number of nights stayed on the vessel.


• Transfers will be calculated per vehicle unless the vehicle is used on a shared basis in which case the CO2e emissions will be calculated per seat.

• Emissions will be calculated on distances travelled. For land-based journeys, these will be based on the ‘fastest route’ available as provided on unless stated otherwise.

• Emissions from car journeys will be calculated using the distance travelled, fuel type and type of vehicle used.

• If vehicle type is unknown It’s assumed cars will be petrol powered medium-sized (Audi A4, Volkswagen Passat, etc) cars (roughly 2.0 ltr engine) unless otherwise specified. If we know there will likely be a lot of passengers, the vehicle will be changed to either a minibus or a coach.

• Calculations can be updated as transport methods change towards greater use of low carbon vehicles.

• Some journeys will be one way but in reality, the vehicle will return to the point of origin after drop off. In these instances, we have included the total mileage of the vehicle and not the customer if this is known.

• For train transfers, we have calculated emissions per seat based on the kilometres travelled for that route. All train journeys have been assigned the same emissions factor provided by dEFRA.

• For flights, we have assumed all flights are taken in economy unless otherwise stated. If the exact class of travel is known, calculations are updated accordingly.

• All flights have been assumed to be direct unless otherwise stated.


However, all commercial flights include a distance uplift of 8% to compensate for planes not flying using the most direct route (such as flying around international airspace and stacking).

• All flight emissions include radiative forcing and the emission factors are based on those released by dEFRA.

• Meals or other items provided by airlines during a flight are not included in the emissions.

• When private aviation is used the carbon footprint of this journey is calculated using the estimated burn rate of aviation fuel based on the type of aeroplane used. We then use the estimated distance travelled to calculate the number of carbon emissions of this journey.

• For private aviation, the total carbon footprint is based on the entire emissions of the aircraft rather than per seat as it is assumed to be for exclusive use. If it is known that the journey included an ‘empty leg’ then the emissions of this journey are included in the calculation. However, this is often unknown.

• For all aviation emissions, we include the indirect effects of non-CO2 emissions when reporting to capture the full climate impact of their flight. However, it should be noted that there is significant scientific uncertainty around the magnitude of the indirect effect of non-CO2 aviation emissions and it is an active area of research. (Emissions from aviation have both direct (CO2, CH4 and n2O) and indirect (non-CO2 emissions e.g. water vapour, contrails, nOx) climate change effects.)


All accommodation carbon scores are based on kilograms of CO2e emitted per room per night.

• We have emailed accommodation providers we have details for in order to ask them to complete our accommodation carbon footprint survey. This helps us to know their carbon footprint per room per night as opposed to using national averages.

• To calculate the carbon footprint per room per night we have included the following:

• Hotel occupancy rates, hotels with relatively low or high occupancy rates during the time of the study will have a score that reflects an accurate per room carbon emission score. We know that a hotel with a 20% occupancy will have a lower energy requirement than the same hotel with 100% occupancy and have factored this into the calculation.

• To calculate the emissions, we have asked for all fuel and energy usage at the property. This includes electricity, gas, oil, petrol, diesel, wood, kerosene, Burning Oil, LPG and a few more. These quantities are then converted into their estimated carbon emissions based

on conversion factors provided by dEFRA, with the exception of electricity.

• The carbon footprint of the electricity used at the accommodation is determined by the number of kWh used and the fuel mix of the energy provider. When the fuel mix of the energy provider is unknown, the national average fuel mix for that country is used.

• If exact quantities of the electricity or fuel amounts are unknown we have applied average fuel and electricity rates for hotels within that country to calculate the total emissions per room.

• We have assumed that energy requirements remain the same throughout the year and that the carbon emission per room in the summer is the same as in the winter. We have asked for annual energy usage when possible in order to average this out.

• When primary data is half completed we have used a mixture of primary data and secondary data to calculate the total score. For example, if a supplier has provided us with electricity data but no gas data as it is unknown. We have calculated the emissions from their electricity and applied the industry average emissions from gas use based on their property type.

• There are additional questions asked to the properties covering food, water, and outsourced tasks to get a better understanding of their total emissions. However, due to time constraints, these will be classified as estimates. The hope is that year on year, our calculations will get more accurate as we collect more information.

• For hotels that have not completed the survey, we applied a national average emission factor for this hotel until they complete the survey.

• If the quality of the hotel is unknown, we assume it is a 5 or 4-star hotel as these hotels tend to have a higher average carbon footprint per room per night than hotels of a lesser standard.

• When accommodation has been on a cruise, the carbon footprint has been calculated in a similar method but with a cruise specific itinerary. This survey will focus on fuel and electricity used onboard for the duration of the itinerary.

• The total calculation is based on the number of rooms used and the number of nights stayed at the property.


• Any activities not booked and offered directly by the travel company are not included.

• Activities are measured on a per-person basis unless it’s a private group experience in which case we measure the total emissions of the experience.

• We have included all associated emissions created by completing the experience, including transport to and from the starting point.

• Most carbon emissions relating to activities come from fuel such as petrol or diesel. We calculate the fuel needed to complete the activity and convert this into kg of CO2e using dEFRA conversion factors.

• Some activities such as visiting a museum will have a small carbon footprint from the heating and electricity of the building itself. The framework has been designed to take these small footprints into account but they will be given a global average footprint due to the lack of available information and projected size of the emissions per person per visit.

• Similarly, activities that are incredibly similar in their offering have been assigned the same score across different suppliers due to their relatively low carbon footprint and the variation between different suppliers being minimal. For example, 30 minutes of quad biking in one location has been given the same carbon footprint as 30 minutes of quad biking somewhere else.

• Any transport or meals included in the activity will have been calculated using the same method as other transport and meals.

• Any emissions relating to the activity provider’s employees or HQ have not been included in the calculation. We have only included the emissions related to the completion of the activity.


• The lifecycle of producing a meal involves a complex supply chain with various different and disparate processes, manufacturers and suppliers and involves a number of major steps before the food enters the premises where the meal is made. These steps include land use, farming, animal feed, processing, waste disposal, transport, packaging and retail. There is also a high level of variability in the dietary choices of consumers and the data available is not yet sophisticated enough to go to this level of granularity.

• We have therefore categorised meals into 10+ categories such as high meat, medium meat, low meat, vegetarian and vegan with a carbon footprint attached to each.

• Where data on the meal or food provided is unknown, we have applied the highest-scoring emissions (high-meat meal) factor for food.

• We have assumed every meal included in the itinerary is eaten by the customer and have also included food for the guides unless stated otherwise.

• Occasional snacks and drinks have not been included as this is deemed too small to include at this stage.


Trip Leaders and local guides.

• All guide emissions are taken into account including any international flights needed.

• This covers the same information as listed above. If additional transfers are needed for this person and they are known and consistent, this would have been factored in.

• Additional local guides are all also included as specified by the tour operator and would also be included in all activities, meals, transport and accommodation (1 local guide per room).

*The Baseline Year:

Whilst the project was undertaken in 2022, the decision was taken to start measurements from 2019, the reasoning for this is to find the most recent ‘normal’ year. This year would then act as a baseline year on which all future targets and progress will be based.

Plastic Bottles Saved

Our methodology for calculating the number of plastic bottles saved is explained in the below chart. We take an assumed average consumption per person per day and multiply this against the number of guests and the number of passenger cruise days.

(Our Asia River Cruising consumption is higher due to weather conditions and levels of activity)

ESG Specific 2023 Targets, 2023 Results and 2024 Goals

What is not included:

Business Travel

• due to internal systems changes, this data was unavailable. As a company we try to avoid estimating the footprint of business travel using the spend based approach when the itinerary is unknown as it can often result in misleading results and confusion.

• However, actions on reducing business travel emissions are included as part of the reduction strategy suggestions, as the footprint of travel is significant and it is needed to use or participate in the product sold.

Customer Travel

• Customer travel is not often included in the services provided by the company. The details of the travel are currently unavailable. However, actions on reducing customer travel emissions are included as part of the reduction strategy suggestions, as the footprint of travel is significant and it is needed to use or participate in the product sold.

• The aim of the business should be to collect more accurate information on customer travel and see how it can influence this to have a lower footprint year on year.

are counted as any day where the ship is not in dry dock, including relocation days. Irrespective of whether passengers are on board or not.

• douro refers to an average of our two ships operating on the douro River in Portugal. (Scenic Azure and Emerald Radiance).

• Available passenger cruise nights on the douro are derived only from the ships operating season when they are carrying passengers.

• ESG1O target is higher than 2023 actual and target given the deployment schedule of the 2024 operating year and the distances being sailed and higher relocation percentage.

• Permeate is the clean water/effluent coming from our Advanced Wastewater Treatment System (AWWTS) from on-board grey water. Reducing this links to reducing overall water usage.

• ESG1R will aim for a 2% reduction on 2024 target

• ESG1R-ESG3R have 2.5% compound annual reduction targets.

• Any estimates are calculated using information based on the most common locations for customers and the top-selling products.


• The carbon footprint associated with any investments in the reporting year, not already included in scope 1 or scope 2 is not included.

• At the time of writing, the GHG Protocol states certain types of investments or sponsorships should be calculated in different methods with different priority levels. Emissions from investments should be allocated to the reporting based on the reporting organisation’s proportional share of investment in the investee. For example, if you own 20+% of another company, this would be a high priority for inclusion.

Other items not included:

• Pre and post trip accommodation for customers. This was due to no information available and likely to be a relatively small part of their footprint

• The build phase emissions of new vessels. This was due to the complexity of measuring this accurately when the manufacturer has no information on carbon emissions presently. This would be something ecollective would like to provide services for in the future but currently measuring the carbon footprint of a new vessel can be very time consuming and costly.

Guests Travelled Passnger Days (Cruise Only) Bottles pppdTotal bottles saved Asia River Cruising 1,009 7,978 4 31,912 European River Crusing 43,630 424,968 31,274,904 Scenic Eclipse 4,165 55,204 3 165,612 Emerald Ocean Cruises 2,776 22,962 3 68,886 2022 TOTAL 51,580 511,112 n/a 1,541,314 Guests Travelled Passnger Days (Cruise Only) Bottles pppdTotal bottles saved Asia River Cruising 4,194 34,202 4 136,808 European River Crusing 54,699 553,093 31,659,279 Scenic Eclipse 7,932 97,420 3 292,260 Emerald Ocean Cruises 5,248 45,293 3 135,879 2023 TOTAL 72,073 730,008 n/a 2,224,226 2022 2023 Actual
ESG1O - Emerald Azzurra Target Actual Target 188.41 182.71 189.80 ESG1R - Douro Target Actua Resu t Forecast 40.01 36.23 37.66 ESG2O - Emerald Azzurra Target Actua Resu t Forecast 0.8000 0.7800 0.7605 ESG2R - Douro Target Actua Resu t Forecast 0.1043 0.1030 0.1017 ESG3O - Emerald Azzurra Target Actua Resu t Forecast 28.72 26.5810 28.00 ESG3R - Douro Target Actua Resu t Forecast 7.88 7.9600 7.69 2023 2024 2023 2024 kilograms of scope 1 carbon emissions per person per available passenger cruise night. kilograms of scope 1 carbon emissions per person per available passenger cruise night. solid waste (plastic) measured in cubic metres per day. solid waste (plastic) measured in cubic metres per day. Grey Water (permeate) measured in cubic metres per day. Grey Water (permeate) measured in cubic metres per day. 2023 2024 2023 2024 2023 2024 2023 2024
cruise nights

Everything else

• Supply chain (scope 3) emissions are difficult to quantify, as there is mathematically no limit to the number of pathways that can contribute to total greenhouse gas (GHG) emissions. Increased complexity as the supply chain grows leads to a level of uncertainty associated with emissions metrics, which has been used as justification by many organisations to pay little attention to or ignore supply chain emissions. Achieving ‘good enough‘ and incorporating sufficiently meaningful information into emissions calculations is essential for effective and targeted emissions management.

• The aim of this methodology is to look at what your business can influence and improve year on year. Your time is best spent implementing your carbon reduction strategies rather than perfecting these measurements.

• The company is heavily encouraged to start collecting data on elements of their business which are not currently included so that the emissions for these sections can be added in the future calculations.

Reporting Period

The reporting period is from 1st Jan - 31st december of each year. The study was started in 2022 but has been designed to improve year on year with an improvement in the quality and quantity of data. Both primary and secondary data will be collected on an ongoing basis to improve the quality of the results.

The carbon calculating tool is easy to update with changes. This results in the accurate tracking of improvements year on year based on the same metrics.

The conversion factors and other industry data are updated annually by ecollective to improve the accuracy of the calculations.

The long term aim for ecollective projects is to not only reduce the carbon footprint of companies but improve the quality of the measurement process allowing companies to make smarter decisions when it comes to redesigning emissions out of their business.

This means that this methodology will likely change over time as better quality measurements and data become available. Please bear this in mind as calculations may be improved before this document is updated. This methodology is more of a guide to how we have calculated, rather than the exact detail of the formula used on every single item we included in the project. If we did that, this document would likely be longer than Apple’s T&Cs.

Recommendations and Limitations

The aim of this work is to give an accurate picture of the carbon emissions per customer. However, it is agreed and understood that emissions will not be 100% accurate due to time constraints and the lack of data on suppliers. What is exciting about this approach is that it is well-received by suppliers and gives us the opportunity to increase the accuracy of the carbon footprint.

The aim of any business should be to reduce its carbon footprint per employee (or another similar metric) as well as increase the quality of the data it has on its operations and suppliers.

If we are being realistic, there is no shortage of areas to improve the score but they all come with a balance of finding improvements that are timesensitive, based on good data and will make a tangible difference. Below is a snapshot of some we are actively working on at the moment.

Some areas for improvement in future calculations:

• Increase the accuracy of data available on electricity use & waste created on ships.

• Introduce mandatory reporting on business travel

• Increase the accuracy of data available on food provided on trips.

• Increase the percentage of primary data available for accommodation calculations.


A review process has been put in place to make sure that improvements can be made to the framework based on new research and user feedback. If improvements can be made to increase the accuracy as well as the user process, these changes will be actioned. For feedback on the framework or to share ideas, please contact

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