Satisfying the need to know - Sustainability Report 2020 - DMGT
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Daily Mail and General Trust plc Satisfying the need to know Sustainability Report 2020
DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Introduction 3
Introduction from the CEO 3
DMGT is an international business 2020 Overview
Driven by our values
4
5
built on entrepreneurism
MSCI ESG Rating 5
and innovation.
Environmental Performance 6
Carbon Footprint 7
Our printing processes 10
Environmental Impact – our other businesses 12
Climate-related risks and opportunities 13
Environmental initiatives at our operating companies 16
Our People 18
Keeping our people informed 19
Developing our employees 20
Diversity and inclusion 22
Our diversity initiatives 23
DMGT manages a portfolio of companies that provide Gender breakdown of our employees
Gender pay gap reporting
25
25
businesses and consumers with compelling information, Supporting our employees during Covid-19 27
analysis, insight, events, news and entertainment. The Health and safety
Human rights
27
27
Group takes a long-term approach to investment and has
market-leading positions in consumer media, insurance Our Social Impact
Our community engagement in FY 2020
28
29
risk, property information, education technology and Our response to Covid-19 32
events & exhibitions. In total, DMGT generates annual Our Governance 36
revenues of around £1.2 billion. Board activities and stakeholder engagement 37
2
DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Introduction
from the CEO
I am proud to introduce DMGT’s first
sustainability report, covering our approach
to sustainability and Environmental, Social
and Governance (ESG) metrics across our
businesses. The information and data
We have never been
provided within the report relate to the
2020 financial year from 1 October 2019 to
a company to
30 September 2020. stand on the
We, as a portfolio of companies, have
continued to recognise and address our
side-lines if there is
environmental and social impact, and
how this is defined by our approach to
an opportunity to
governance. We believe our governance
policies are in the best interests of the Group
give support.”
and all of its stakeholders, and that we are
effective and attentive in our approach. We We recognise that sustainability is of
have already made significant progress in growing importance to our customers as
reducing the environmental impact of our well as the broader stakeholder base and
printing operations and we are putting in society as a whole. DMGT’s ability to deliver
place plans to minimise our impact across analysis and insights is likely to create long-
our other business activities. term financial opportunities in this area for
the Group. It requires innovation, a purpose-
We are also dedicated to our people and led attitude and a commitment to investing
communities. We have never been a company responsibly by understanding ESG risks
to stand on the side-lines if there is an and opportunities. Sustainability is a global
opportunity to give support. Through a range discussion and this is why our standards
of local partnerships within the communities apply across all our operating companies.
our operating companies serve, and Group- This report demonstrates our commitment
wide programmes such as our Corporate to the journey to a more sustainable future.
Responsibility (CR) Champions network,
DMGT supports and encourages purpose
within our communities.
Paul Zwillenberg
CEO
3
DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
DMGT Cares launched for employees
to provide volunteering opportunities,
match funding donations and practical
ways to help local communities £11,000,000
90%
Set up in partnership with Salesforce, Mail Force
10 of water in our #1
Charity provided 40 million items of PPE to the
NHS and charitable organisations. A total of over
£11 million was raised by Daily Mail readers and
Corporate Responsibility
newspaper printing Our first philanthropists during the Covid-19 pandemic.
Champions from across
process is recycled sustainability
our businesses
and re-used report
£1,600,000 2020
in charitable donations and employee volunteering
hours in FY 2020 Overview
£5,000,000
value of advertising given to small and medium sized
UK businesses free of charge during the
Covid-19 pandemic
22% 56%
Diversity
More than 3 million US
students given free access
reduction in our gross of direct reports to the DMGT CEO are to Hobsons’ Naviance
& inclusion greenhouse gas
emissions in
comparison to
Curriculum during the
Covid-19 pandemic 54 NHS hospitals
training for managers and employees provided with the ‘i’
FY 2019
piloted this year newspaper free of charge
during the Covid-19
pandemic
51%
of all promotions in FY 2020 were women 4
DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Driven by
our values
Our long-term approach towards
sustainability reflects DMGT’s perspective as
an organisation. DMGT has a family heritage
which encourages long-term thinking and the
application of patient capital. Consequently,
the Group can invest for the future, seeding,
Sustainalytics’ ESG Risk Ratings measure MSCI ESG Rating
incubating and nurturing innovative
a company’s exposure to industry specific MSCI ESG Research provides in-depth
opportunities.
material ESG risks and how well a company is research, ratings and analysis of the
managing those risks. This multi-dimensional environmental, social and governance-
DMGT encourages curiosity and innovation
way of measuring ESG risk combines the
amongst its people, and is built around a related business practices of thousands of
concepts of management and exposure to
set of values that are common across our companies worldwide. Their research is
arrive at an assessment of ESG risk, i.e. a total
portfolio of operating companies. Since designed to provide critical insights that can
unmanaged ESG risk score or the ESG Risk
brothers Alfred and Harold Harmsworth help institutional investors identify risks and
Rating, that is comparable across all industries.
invented popular journalism in 1896 with the opportunities that traditional investment
Sustainalytics’ ESG Risk Ratings provide a
launch of the Daily Mail, entrepreneurs have
quantitative measure of unmanaged ESG risk research may overlook. The MSCI ESG Ratings
been a driving force for DMGT’s businesses.
and distinguish between five levels of risk: are also used in the construction of the MSCI
negligible, low, medium, high and severe. ESG Indexes, produced by MSCI, Inc. For more
As a home for entrepreneurs, seeking to
Learn more about the ESG Risk Ratings here. information, click here.
take advantage of market disruption, DMGT
fosters constant innovation, growth and
As of October 2020, DMGT received an ESG
talent development. Businesses have a clear In 2020, DMGT received a rating of BBB (on a
Risk Rating of 14.3 from Sustainalytics
sense of delivering for their customers and scale of AAA - CCC) in the MSCI ESG Ratings
and was assessed to be at low risk of
society whilst also improving operational assessment.2
experiencing material financial impacts from
execution. We live out these values through
ESG factors. DMGT’s ESG Risk Rating places
our relationships with our employees,
it in the seventeenth best percentile in the
customers, shareholders and suppliers.
Media industry assessed by Sustainalytics.1
1
COPYRIGHT ©2021 SUSTAINALYTICS. ALL RIGHTS RESERVED.
THIS [PUBLICATION/ ARTICLE/ SECTION] CONTAINS INFORMATION DEVELOPED BY SUSTAINALYTICS (WWW.SUSTAINALYTICS.COM). SUCH INFORMATION AND DATA ARE PROPRIETARY OF SUSTAINALYTICS AND/OR ITS THIRD
PARTY SUPPLIERS (THIRD PARTY DATA) AND ARE PROVIDED FOR INFORMATIONAL PURPOSES ONLY. THEY DO NOT CONSTITUTE AN ENDORSEMENT OF ANY PRODUCT OR PROJECT, NOR AN INVESTMENT ADVICE AND ARE NOT
WARRANTED TO BE COMPLETE, TIMELY, ACCURATE OR SUITABLE FOR A PARTICULAR PURPOSE. THEIR USE IS SUBJECT TO CONDITIONS AVAILABLE AT HTTPS://WWW.SUSTAINALYTICS.COM/LEGAL-DISCLAIMERS.
2
DISCLAIMER STATEMENT
THE USE BY DMGT OF ANY MSCI ESG RESEARCH LLC OR ITS AFFILIATES (“MSCI”) DATA, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE A SPONSORSHIP,
ENDORSEMENT, RECOMMENDATION, OR PROMOTION OF DMGT BY MSCI. MSCI SERVICES AND DATA ARE THE PROPERTY OF MSCI OR ITS INFORMATION PROVIDERS, AND ARE PROVIDED ‘AS-IS’ AND WITHOUT WARRANTY. MSCI
NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI.
Alfred and Harold Harmsworth
5
DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Environmental
Performance
DMGT is headquartered at Northcliffe House,
High Street Kensington, London
6
DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Environmental
Carbon Footprint
At DMGT we evaluate and manage our The footprint is developed in accordance with
impact by measuring and reporting on the GHG Protocol Corporate Accounting and
our greenhouse gas (GHG) emissions. As a Reporting Standards, and the methodology
minimum, our operating companies comply is also in line with HMG Environmental
with current regulations that apply to them
Reporting Guidelines. Emission factors
and are prepared for future legislation.
used are predominately sourced from
However, we expect our operating
companies to further mitigate against BEIS conversion factors 2020. Other data
the negative impact from their activities sources are used for the emission factors
wherever possible. for the electricity consumed in non-UK
operations. This report is in alignment with
Methodology the requirements of the Streamlined Energy
DMGT is committed to comprehensive and & Carbon Reporting (SECR) regulation for UK
transparent reporting of our environmental businesses.
performance. Our baseline year for carbon
emissions is FY 2015 and we use an For the purpose of this report, the Scope 1,
operational control consolidation approach. 2 and 3 emission sources included in our
The data supporting our carbon footprint footprint were:
is collated and independently reviewed by
environmental consultancy ICF International. • Scope 1 (direct emissions): combustion
of natural gas for heating purposes, use
of diesel and gasoline in our fleet.
• Scope 2 (indirect emissions): production
of electricity imported from the grid and
consumed by DMGT globally.
• Scope 3 (other indirect emissions):
outsourced delivery of newspapers,
as well as taxis, rail and air travel for
business purposes.
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DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Environmental
Carbon Footprint
Footprint Results
Our FY 2020 carbon footprint totalled 17,000 FY 2020 FY 2019 FY 2018
Gross GHG emissions
tCO2e (2019 21,900). Emissions from UK
(in tCO2e)
operations corresponded to 74% of it and Global, incl. UK UK only Global, incl. UK UK only Global, incl. UK UK only
amounted to 12,500 tCO2e (2019 15,300).
Scope 1 1,000 900 1,400 1,200 1,300 1,200
The table shows our carbon footprint for
FY 2020, by scope, as well as our energy use. Scope 2 8,300 5,000 10,500 6,300 11,700 7,000
For the purposes of comparability, the FY
2018 and FY 2019 figures have been restated Scope 3 7,700 6,600 10,000 7,800 11,500 8,600
to be consistent with the businesses in the
portfolio during FY 2020.
Scope 1 + 2 + 3 17,000 12,500 21,900 15,300 24,500 16,800
FY 2020 FY 2019 FY 2018
Energy Consumption
(in kWh)
Global, incl. UK UK only Global, incl. UK UK only Global, incl. UK UK only
Scope 1 5,400 4,400 7,300 6,400 6,800 6,000
Scope 2 28,800 21,400 33,200 24,600 33,300 24,800
Scope 1 + 2 34,200 25,800 40,500 31,000 40,100 30,800
FY 2020 FY 2019 FY 2018
GHG emissions intensity
(tCO2e/£m)
Global, incl. UK UK only Global, incl. UK UK only Global, incl. UK UK only
Scope 1 + 2 7.7 4.9 8.4 5.4 9.1 5.7
Scope 1 + 2 + 3 14.0 10.3 15.5 10.8 17.2 11.8
8
DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Environmental
Carbon Footprint
Comparison of historical emissions Energy management practices
We strive to reduce our impact on the At DMGT, we have actively reduced our
environment wherever possible and DMGT energy consumption across our offices and
has succeeded in this by reducing our printing facilities through implementing
gross GHG emissions by 22% and our GHG operational efficiency enhancements and
emissions intensity by 10% in comparison to building modifications as recommended by
FY 2019. ICF. Some of the initiatives undertaken, which
have helped us reduce our impact on the
These reductions can largely be attributed to environment and our carbon footprint during
our energy management practices and to the FY 2020, include:
impact of Covid-19 on our operations in
FY 2020. The reduced use of office spaces • Solar panels installed by Landmark in
in the past months or the termination of previous years continue to contribute
tenancy contracts has affected Scopes 1 and to the generation of renewable energy,
2, and disruption of travel has reduced Scope replacing electricity that would
3 emissions. otherwise be purchased from the grid.
• We relocated parts of the RMS
datacentre and related IT equipment to a
colocation centre last year, reducing the
demand of electricity for cooling and for
the equipment.
• We have been gradually upgrading
the lighting systems by replacing
conventional light bulbs with LEDs
and installing sensors and building
management systems in our head office
and printing sites.
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DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Harmsworth Quays Printing
Thurrock
Within our portfolio of companies, dmg minimise cooling energy costs. Domestic been optimised to use the cold outside air
media is the only manufacturing business, water heating and office cooling is via energy to cool the building inside, but still maintain
and therefore makes up the vast majority efficient heat recovery systems (air source heat a constant room temperature. Free cooling
of our environmental impact. The following pumps) which re-use excess heat in the press negates the need to run the chillers, which are
data refers to the impact from the printing
room. Gas use for space heating is minimised high consumers of electrical energy. Any time
plants in our Consumer Media business.
by warm air recycling algorithms utilising the outside air temperature is lower than the
excess heat generated from the printing press. temperature needed in the building the BMS
Water usage
uses the cold outside air first.
Water usage is directly related to the number
dmg media takes part in the Climate Change
of plates produced and hence pagination. dmg
Levy (CCL) program, and supply our annual During the winter months from November to
media has continued to reduce water usage
energy usage against output to the scheme March we participate in the Triad program.
at its existing printing plants; a trend that is
as part of this process. This program requires We have the benefit of onsite generation
likely to continue. dmg media’s water usage is
us to be more energy efficient year-on-year which gives us production security should the
currently 20 cubic metres per 24 hour period;
and results in a discount on our power mains power fail. The generators have to be
5,900 cubic metres per annum (7,300 in
charges. We actively seek to reduce energy run regularly to maintain their reliability. In
FY 2019).
consumption by investing in replacement the winter months we run the generators on
plant that is more environmentally friendly, demand to the Triad program. This gives us
Waste water from the platemaking process
such as replacement LED lighting. an annual saving on our power bill and still
is recycled for re-use. Approximately 90% of
allows us to complete the statutory generator
waste water produced each day is recycled
We are also committed to reducing any running schedule.
and re-used (85% in FY 2019). The quantity is
harmful emissions where possible. Our VOC
dependent on plate volumes.
emissions are limited to Domino printer ink In recent years we have invested in the
chemicals only when our printers are running. installation of LED lighting. Not only are
Rainwater is also collected and, when
The fumes are passed through a carbon these fittings more reliable, with a 5 year
available, can be used to replenish the
filtration unit. life, but they consume 33% less power. Our
platemaking supply after filtration. We have a
site power consumption is lower as a result.
100 cubic metre rainwater storage capacity.
Temperature control is important within Approximately 66% of all site lighting is now
the press hall for our Flexo printing process. LED and we are working to bring this closer
Energy efficiency
During the winter months the press still to 100%.
Our Thurrock printing site recycles its waste
generates heat when running and creates a
process water with 90% efficiency (85% in
cooling requirement. In the winter months
FY 2019), harvests rainwater for use in the
our Building Management System (BMS)
process and has cooling algorithms designed
uses free cooling algorithms to avoid the Printing process at
into its Building Management System to
use of chillers to create cool air. The BMS has Harmsworth Quays Printing, Thurrock
10DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Our
printing processes
Waste and recycling initiatives Toxic chemicals used in the printing process The paper industry depends on, and Acquisition of three printing plants
We seek to recycle waste materials wherever are minimal. No solvent-based cleaning promotes, sustainable forest management With Associated Printing Ltd’s acquisition
possible. Printed and non-printed paper waste materials are in use for press cleaning. to provide a reliable supply of wood fibre, of three printing plants in October 2020, we
was reduced by 15% to 2,437 tonnes this year Initiatives are in place to reduce reliance on the key raw material for its products. Well- anticipate that in FY 2021 the environmental
(2,853 in FY 2019). Core waste was 313 tonnes biocides in ink, such as UV filtration of water managed forests bring multiple benefits efficiency of the above figures will decrease,
(373 in 2019), and cardboard waste was 396 for ink make-up. Our printing press site is for society, such as livelihoods, ecosystem and our absolute scope 1 Carbon Footprint
tonnes (578 in FY 2019). All of this was sent for constantly working with ink suppliers to reduce services and biodiversity. European forests, may increase. As the assets are integrated,
recycling. In addition, 20 tonnes each of scrap use of biocides. Similarly, our waste process from where the region’s paper mills source work will be undertaken to ensure the impact
metal and timber was also segregated for water plant is constantly being upgraded to over 90% of their wood fibre, have been is minimised, in line with our existing printing
recycling (20 each in FY 2019). increase efficiency. 90% of water used in the increasing by an area equivalent to 1,500 operations.
printing process is currently recovered (85% football pitches every day. Over 70% of
Approximately 1,000 cubic metres of water in FY 2019). Only biodegradable substances this forest area is certified to FSC or PEFC
borne printing ink waste and 700 cubic are used for cleaning domestic waste systems standards, thanks in part to the support of the
metres of water borne polymer solids is due to our on-site package treatment plant. print and paper industry.
produced annually by dmg media. This is A de-ionised water plant is used to improve
processed at a chemical treatment plant waste-water recovery rates.
prior to disposal. Domestic waste-water is
also sent to a treatment plant and has no Sourcing sustainable paper
connection to main drains. We have been dmg media takes a collaborative approach to
systematically reducing our specialist waste tackling environmental issues that relate to
streams, through improvements in the printing. As industry experts, we have talent
recycling process. Our waste from this stream who work alongside other industry peers via
was reduced by 5% in FY 2020. All our waste the Newspaper Industry Materials Committee
streams are fully traceable. to maintain a co-ordinated approach to
environmental campaigns and questions.
General non-recyclable waste from dmg We’ve supported the publication of various
media is approximately 100 tonnes per studies including fact and myth-busting
annum. This includes 60 tonnes per annum of publications about the true impact of print
non-recyclable solid polymer waste. However, and paper, as well as how virgin fibres from
this is sorted and recycled where possible by sustainably managed forests are needed to
waste contractor Ahern. maintain the paper cycle.
Printing process at
Harmsworth Quays Printing, Thurrock
11DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Environmental Impact
Our other businesses
Our products
RMS – Risk Modelling Landmark – Risk Horizon
RMS Risk Intelligence provides risk modelling This year Landmark Information Group
software applications built for multiple users launched its new Environmental, Social and
to help them gain insights into potential Governance (ESG) management platform
hazards, exposures, and accumulations. - RiskHorizon - focused on delivering rich,
Users can access RMS’s probabilistic models comprehensive assessments to a broad
and view risk aggregation across their global audience of investors, property asset owners
portfolio to help manage and mitigate risk. and managers, from private equity and
investment houses to corporates and their
Amongst the many other risks identified by lawyers. The platform provides thorough
their software, RMS risk modelling assesses and actionable global ESG due diligence of
the risk to an organisation caused by climate their corporate investments and acquisitions.
change. For more than 15 years, RMS has Following the acquisition of the RiskHorizon
worked with partners and stakeholders to platform from Anthesis Group, Landmark
understand how climate change affects has now developed a fresh proposition:
perils and regions around the globe and to a self-service software platform with an
progress toward solutions to quantify the intuitive toolkit to screen, score and manage
risk. By understanding the impact and the investment performance.
cost of physical risk from climate change,
stakeholders in insurance and financial Read more about RiskHorizon here.
markets, government, homeowners, and the
risk community can take steps to understand,
manage, and mitigate this growing risk. By
demystifying the risks of climate change,
RMS is committed to helping organisations
of every type factor climate change into their
strategic outlook.
12DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Climate-related
risks and opportunities
DMGT recognises that climate change 2. RMS’s history has shown that ‘models
presents risks and opportunities for our make markets’ in that they enable an
businesses and our customers across the insurer to understand and quantify the
Group. We have undertaken an analysis risk enough to be able to offer cover. This
across each business to identify these. effectively helps to reduce uninsured
Risks Risks
losses or the ‘protection gap’. RMS’s
1. There are no obvious adverse effects on 1. An increased focus on climate change
models are likely to help enable the
the RMS business from climate change and ESG could attract large potential
development of climate change hedging
other than the increased likelihood of competitors to enter the environmental
instruments and cost benefit analysis of
business interruption from acute events part of the property information market.
climate adaptation, which will help close
such as storms and floods affecting
climate-related protection gaps.
offices. Opportunities
3. On-premise datacentres that are hosted 1. By increasing the cost of physical
Opportunities by the customer have to have capacity to damage to properties from extreme
1. RMS helps insurers and re-insurers cater for peak loads, and consequently weather events, there is likely to be
understand their exposure and potential significant amounts of server capacity increased demand for data and analytics
exposure. Climate change is likely are sitting idle for significant amounts that helps property owners understand
to result in an increase in both the of time. Cloud-based solutions offer their exposure.
frequency and severity of extreme an elastic environment where there is
2. It is also likely to increase demand
weather events. RMS can help clients much less redundant capacity and usage
for new products that Landmark is
better understand the likely impact of can be optimised. As customers aim to
developing. For example, analysis of
those changes. Consequently, climate reduce their carbon footprint, they are
the impact of increased flood risk on
change is likely to drive an increase in likely to accelerate the move away from
lenders’ portfolios.
customer demand for RMS’s models and on-premise and towards cloud-based
analytical solutions over time. solutions, which should help drive the 3. The UK government and large
shift to RMS’s Risk Intelligence platform. organisations may require risk reporting
on ESG, which could develop into a new
market for Landmark.
13DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Climate-related
risks and opportunities
3. Climate change may drive increased 7. Potentially, changing weather patterns 4. Given the concerns about climate
use of virtual conferences. Technology could result in reduced ‘windows’ in change will be across multiple sectors,
is currently considered a supplement the calendar for when conditions are there are likely to be opportunities to
rather than a replacement for physical favourable for an event. For example, replicate some content across events.
Risks events, but that could change. dmg to avoid extreme heat or the hurricane 5. In the long term, if there are
1. Exhibitor and delegate concerns about events could develop more virtual season. This could result in an increase technological advances to reduce the
the environmental impact of travelling events, for smaller exhibitions, but these in the cost of hiring venues. environmental impact of travelling
to exhibitions could potentially result would be expected to generate less Opportunities and these also result in faster travel,
in reduced attendance levels. However, revenues than physical exhibitions. 1. Within each sector or industry, there then attendance at major international
physical exhibitions bring suppliers
4. Energy exhibitions that are focused on will be opportunities to provide exhibitions may increase as they become
and customers together from multiple
oil and gas are likely to become less additional content at events. Climate easier to reach.
locations, enabling a series of face-to-
relevant and significant if they do not change creates an additional reason
face meetings that would otherwise
evolve. for each industry to come together and
require more travel. Consequently,
5. In the long term, environmental consider the changing landscape. This
physical exhibitions can be considered
concerns may drive reduced birth rates is particularly relevant for the energy
an effective method of reducing
and, ultimately, less demand for the sector but also the construction sector.
environmental impact relative to In February 2021, DMGT reached agreements
construction of new buildings, which Generally speaking, a relatively gradual
suppliers flying to visit their customers to sell Hobsons and consequently the future
could be detrimental to the construction major change in an industry is helpful for
separately. Environmental concerns risks and opportunities are not included in
sector. This is considered to be a lower events as it drives content.
could potentially result in reduced this report.
revenues from exhibitors. Also, there risk in Africa where population growth is 2. In the oil and gas sector, there are
is a potential reputational risk for the expected to continue as environmental specific opportunities in the short-term
exhibition industry as a whole if large concerns are offset by improving as the industry pivots away from oil and
exhibitions are considered to have a healthcare. gas. For example, increased interest in
major negative environmental impact, 6. Extreme weather events could disrupt liquefied natural gas in the short-term
rather than an effective way of suppliers exhibitions and shows, or require their and renewables in the longer term.
reducing their total travel. cancellation. The risk from extreme In particular, major oil companies,
weather events is considered much including national oil companies, will
2. Exhibitors may become concerned
more significant for DMGT’s Events & be investing significant amounts in the
about the reputational risk of building
Exhibitions business than the long-term change.
temporary stands for single use at an
event. chronic risk from rising sea levels and 3. Similarly, there will be opportunities to
temperatures. launch new events that are relevant to
nascent markets – for example, as forms
of renewable energy evolve.
14DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Climate-related
risks and opportunities
Risks
1. There is a risk that public opinion will
change and it will become socially
unacceptable to read physical
newspapers due to the carbon footprint
from their production and distribution.
This could potentially result in a
significant reduction in revenues for the
Mail, ‘i’ and Metro newspapers.
2. Similarly, future UK government
intervention, whether through taxation
or other means, may result in the
production and/or distribution of
newspapers becoming significantly
more expensive or not viable in certain
regions.
Opportunities
1. A change in readers’ attitudes to print
newspapers could accelerate the
migration to digital versions of the
newspapers’ content. If the audience
can be monetised effectively, this
could potentially drive higher profits
over time given the minimal marginal
cost of additional readers of the digital
products.
15DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Environmental initiatives
at our operating companies
We have various company-generated Great British September Clean Mail newspapers Small Steps, Big Impact
initiatives to protect and restore the The annual litter-picking campaign, run by In February 2018, the Daily Mail stopped Mail Metro Media launched the branded
environment. Below are just some examples Keep Britain Tidy and backed by the Daily using polythene bags for Weekend Magazine. podcast ‘Small Steps, Big Impact’ in
from across our businesses. Mail, inspires people to take to the streets, This reduced our usage by eight tonnes of association with Dove, which proved popular
beaches and parks for over two weeks each polythene per week on average. In April on the iTunes chart.
September. The litter pick was postponed in 2020, The Mail on Sunday also stopped using
2020 due to the coronavirus pandemic. polythene bags, saving an extra four tonnes of The podcast debuted at no.30 on Friday 4
polythene per week. September 2020 before climbing to no.19 and
The drive received high praise from Prime amassing more than 750 reviews in just a few
Daily Mail Minister Boris Johnson, who urged Britons to The Green Report days. The six-part series, hosted by lifestyle
The Daily Mail launched a campaign urging “roll up their sleeves” and join in. Volunteers Published in July 2020, The Green Report, blogger Zanna Van Dijk, aims to inspire
readers to plant up to a million trees across around the UK took part in litter picks, either produced by dmg media’s advertising listeners to start taking simple, manageable
the UK in December 2019, named ‘Be a Tree individually or in small groups. They included division, studies the thoughts and attitudes steps towards living a more sustainable
Angel’. Readers were asked to help make young children, top athletes and employees of the Mail Metro Media audience towards lifestyle. Teaming up with the dmg ventures-
Britain greener by becoming a “Tree Angel” at picking up rubbish during lunch breaks. environmental issues. It delves deep to invested podcast platform, Entale and
Christmas. A range of activities to support the uncover attitudes, actions and barriers Mindshare UK, our advertising arm developed
campaign included expert editorial advice on towards being eco-friendly in five different the podcast to promote Dove’s sustainability
how to plant and grow trees to make Britain sectors: Food and Drink, Fashion, Beauty, efforts.
greener, local tree-planting initiatives and Motors and Holidays.
donations to fund planting projects. dmg media Ireland
The report demonstrated that readers are As part of its commitment to sustainability,
Readers were offered vouchers to pick up a keen to become more eco-friendly and also dmg media Ireland has ensured that the
free tree to plant in their garden, and those engage with eco-friendly content. supply chain of newspapers has become
who had nowhere to plant a tree pledged more efficient in reducing carbon footprint,
money to fund tree-planting. by diverting newsprint away from landfill.
More than 95% of any unsold copies of
More than 30,000 readers ordered a tree from our newspapers are recycled. We work
the newspaper to plant and the campaign with printers, distributors, retailers and
raised enough funding to plant trees in more Newsbrands Ireland to maintain the highest
than 6,000 schools, massively exceeding its of standards.
target of 1,000. Nearly £2m was donated from
organisations, companies and businessmen Laptops from all our UK companies are
including Network Rail, Lloyds Bank, recycled through Socialbox.biz, in partnership
Sainsbury’s and Lord Sugar. with Age UK.
16DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Environmental initiatives
at our operating companies
visit Bogotá, but was postponed due to the • Landmark has been an active member Trepp’s University team has established
Covid-19 pandemic. of the Know Your Flood Risk campaign to a series of Community Calls, which bring
promote flooding risks across the UK. cutting edge and innovative research from
RMS is also a core partner of the Rockefeller • Landmark has implemented a detailed the Academy to commercial real estate
Foundation’s Global Resilient Cities Network. Corporate Responsibility policy to professionals. In 2020, the Community Calls
RMS – Risk Modelling
As a commitment to the home of their outline how they propose to meet the included a three part series on ESG, including
Each year RMS holds an Impact Trek, where
headquarters – the Bay Area – RMS is partnering challenges of sustainable development. performance analysis of Green building loans,
both RMS employees and their clients work
with San Francisco and Berkeley to quantify the a presentation from GRESB, and a discussion
together with the social enterprise Build Change • Introducing E-billing for customers has
economic risk of sea level rise and seismic risk. of environmental risk affecting commercial
in some of the world’s most catastrophe- reduced paper usage by c. 17,000 sheets real estate (which included RMS on the panel).
prone areas. Build Change is an organisation per month.
dedicated to reducing deaths, injuries and
Trepp’s research and media outreach,
economic losses caused by housing and school
particularly its blog platform TreppTalk,
collapses due to earthquakes and typhoons
regularly includes discussions on the
in emerging nations. Collaborating with Build In support of Landmark’s commitment to
importance and implementation of ESG, ESG
Change since late 2013, RMS provided an early the protection of the environment, including
trends in real estate, and how to assess ESG.
sponsorship in addition to joint research and prevention of pollution – Landmark has
Trepp builds on its role as a thought leader in
shared expertise for their preventive program taken steps to manage both its consumption
commercial real estate finance through the Trepp employees have organised an annual
activities in Latin America, and other vulnerable of environmental resources and generation
establishment of an ESG Steering Committee, “work outfit clothing drive” for four years in
countries around the world. The partnership of waste. Landmark’s integrated quality,
chaired by key executives. The Steering a row since 2016, allowing them to donate
in Latin America focused on promoting the information security and environmental
Committee is responsible for coordinating gently-used work outfits to the charity
benefits of retrofitting homes for low-income management system, details the company’s
ESG initiatives across Trepp’s diverse product Coalition for the Homeless, who run a job
families living in informal neighbourhoods in approach and framework for achieving
line, building relationships with industry training programme called First Step. In 2019,
Bogotá, Colombia. The partnership also helps compliance with the ISO 14001 Standard.
groups, and identifying partners to provide Trepp employees collectively donated five
contribute to larger scale initiatives with local Landmark is also certified with the ISO 9001
ESG insights into the otherwise opaque large bags of clothes.
agencies and government bodies utilising the Quality Management Standard. Landmark
commercial real estate and commercial credit
latest technologies and socioeconomic data. is committed to satisfying the applicable
markets. Trepp’s first product innovation As part of their Corporate Volunteer program,
requirements and striving for continual
in ESG was a cooperative venture with Trepp volunteers frequently visit Central
In addition to their hands-on research, RMS improvement of the quality management
its partner company RMS to create new Park to help them clean up the park and
has made a multi-year $1 million donation to system.
Environmental Risk Scores for commercial remove litter. Practical steps to protect the
BuildChange, and has donated their model
real estate properties in the US. Trepp and environment are also office-based, including
results to help guide BuildChange’s work to • More than 99% of Landmark’s
RMS continue to work on expanding the purchasing mugs for each employee to
areas under-served and with the greatest environmental reports to customers are
licensing and applicability of these Scores. replace the use of paper cups.
impact. The 2020 Impact Trek sought to supplied online to save paper.
17DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Our
People
Our people have the chance to develop
at DMGT, doing meaningful and
interesting work.
We believe that talented, motivated
people are the key to our success and we
are committed to providing a working
environment that allows people to reach
their full potential.
We invest in our people, developing
high-potential leaders at early stages in their
careers. Our leadership programmes, run at
the operating company level, are designed
to equip talented people with stretching
experiences to accelerate their development
and realise their potential. Our ambition is
to enable people to be the best they can be,
to deliver today and build for tomorrow. Our
people have the chance to develop at DMGT,
doing meaningful and interesting work that
will stretch them, taking advantage of all
the opportunities that our diverse group of
businesses can offer.
RMS Community Champion Awards winners
at a ceremony to receive their award at
New York Central Station
18DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Keeping our
people informed
One of the challenges of a geographically We continue to enhance employee • Emerging Leaders events where Directors Some of the physical items listed were
diverse organisation, with c.40 locations collaboration by adopting platforms such as meet employees at DMGT Centre and scheduled to take place during 2020 and have
internationally, is ensuring that we can instant messaging, developing a Group-wide the operating companies who have been had to be postponed due to Covid-19. They
effectively communicate with all of our microsite to share policies and information, identified as future leaders. will be rearranged as soon as it is possible and
people. refining our internal newsletters, circulating a • Director visits to operating companies as safe to do so.
daily email news bulletin and holding regular part of Board and Committee trips and
‘town hall’ meetings. that are in addition to this cadence. We use a range of indicators to assess and
• Director attendance at DMGT events monitor cultural health and employee
The DMGT Board actively engages with engagement across the Group. The Board
employees in order to effectively such as RMS Exceedance, where they
meet with employees and customers. also took steps to actively continue this
understand their views and during Covid-19. Some examples include:
interests. Examples of • Directors are invited to attend CR events
engagement with such as the Community Champions • Monitoring the Salary Substitution Plan
employees have Awards ceremonies. participation where c.99% of employees
included, or are eligible to participate took part. Some
• Engagement surveys are carried out at
scheduled, are as employees participated at a higher
operating company level, the results of
follows: contribution level. Others opted to
which are summarised and shared with
• participate even though they fell below
the Board through a regular report.
the minimum salary threshold.
• During the year, virtual Town Hall events
were held throughout the Group. The • Considering and acting on Employee
Chair of the Audit & Risk Committee Engagement Survey results.
joined a DMGT Centre Town Hall • Reviewing Gender Pay Gap reporting.
and employees were able to ask him
questions and hear his views about • Monitoring DMGT SharePurchase+
a number of topics, including a Non- participation where c.10% of employees
Executive Director’s view of DMGT’s eligible to participate do so, typical for
response to Covid-19. Other Directorswill schemes such as this.
be invited to attend future planned • Noting that employees donated £27,000
events. to Mail Force Charity, which was
matched by DMGT.
• Updates regarding DMGT businesses
running employee engagement
wellbeing initiatives.
19DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Developing
our employees
DMGT holds a wealth of top leadership Mental Health
talent and sector expertise at Group level dmg media has provided an array of mental
and across its operating companies. Staff health workshops over the past two years,
have access to a wide range of training and from helping with stress and anxiety to focus
dmg events is at the forefront of face-to-face and sleep. We have also trained individuals
development programmes and wellbeing communication, and has a strong employee
support, including courses such as: dmg media offers a multitude of training within the organisation as Mental Health
development programme and learning First Aiders and communicated who these
and development for its employees through
culture. LinkedIn Learning recently published people are, so employees can see who they
• Coaching for managers, including the dmg media Academy.
a commendatory case study on their efforts can speak to for support. Lastly, CIC, our
performance management to drive learning and development, which can
Management Training employee assistance programme, gives
• Stakeholder management be found here. access to a range of services, information,
dmg media supports employees with
• Career development planning workshops on management; with some of advice and confidential support. The services
dmg events have created ‘learning@dmg’, an cover a broad spectrum from debt advice, to
• Digital marketing essentials our recent virtual sessions being transformed
internal brand launched to promote learning, therapy and family care.
into one-to-one coaching providing a tailored
• Mindfulness and wellbeing workshops encouraging employees to learn new skills. It
approach. Our Emerging Leaders Programme
has three main pillars – Develop, Master and Our workshops, and all the resources
• Public speaking, presenting and supports our high potential individuals and
Grow. available to support employees, are regularly
assertion workshops has been running since 2018.
promoted to employees via various,
• Technical skill training (Excel, Working with LinkedIn Learning, dmg events
Career development measured communication channels.
PowerPoint etc) has created a continuous development
dmg media supports employees with
programme with reliable content, professional
During FY 2020 these courses focused on workshops in career development, such as
qualifications and access to thought
support programmes for employees whilst ‘build your career intelligence’ and ‘developing
leadership/ influencers. dmg events’ targeted
working remotely. self-awareness’, both containing diagnostic
strategies include an annual learning calendar,
tools for a bespoke experience. We also have Management Training
monthly email campaigns and Summer
We also offer work experience, a professional development request form that The majority of editors with people
Challenges that inspire engagement.
apprenticeships and professional employees fill out to request any specific needs management responsibilities have received
development support to all our staff, they require to develop within their role. Our essential people management training,
including external training and qualifications, HR self-service system facilitates performance including conducting one-to-ones, providing
and the opportunity to apply for additional reviews and goal setting, supported by feedback and coaching. Meanwhile, all
funding for these. workshops and additional resources. commercial managers across the business
have participated in a leadership development
event within the past 18 months.
20DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Developing
our employees Case study
Designed to be an encouraging, engaging
experience, the team worked to produce an
event that would motivate the sales team
Trepp University, Trepp’s internal training and and reconnect them with their values during Landmark nurtures and supports the professional and personal development of our people
development function, was created to help difficult circumstances. in a number of ways;
employees grow professionally. Beginning
with new hire training, Trepp University offers The theme was “rowing together,” taking • Study support
various courses and workshops to employees rowing as an example of the ultimate • Apprenticeship programmes
over the course of their careers to help them teamwork sport, and defining success
• Internal and external training and development
excel at their job. through collaboration. To complement this,
Hobsons invited Arshay Cooper, author of • Leadership development
As a deep understanding of Trepp’s “A Most Beautiful Thing,” to be the keynote • Secondments
products and the markets it serves is crucial speaker. The book tells the true story of
• Career development planning and support
to innovation and development, Trepp America’s first all-black high school rowing
University provides employees direct access team and the challenges they faced. • Transparency through advertising all opportunities across our business areas
to the necessary learning tools to succeed • A collaborative, challenging and friendly working environment
in Trepp’s industry. In addition, Trepp has a Arshay’s book was sent out as part of a crew-
rich educational assistance program to fund themed gift box to every member of Hobsons’
employees for their specific educational needs. 2020 has provided Landmark with an opportunity to look at delivering learning in a
sales organisation. During his keynote
different, more flexible way. The lessons learned are shaping future new programmes,
speech, Arshay emphasised the importance
Trepp provides employees with including a new leadership programme to be delivered for 2021.
of teamwork as a rower, and encouraged
reimbursement packages for career-related team members to connect through their
courses, and offers paid volunteering vision for the schools and communities they
opportunities through a number of were supporting.
organisations and events.
One attendee commented: “at the end of the
week I didn’t just feel like a better sales rep – I
felt like a better person.”
In October 2020, working at home full-time It was the highest-rated sales virtual kick-off
in the midst of the coronavirus pandemic, Hobsons had hosted during the past four
Hobsons hosted their annual sales kick-off years, and a positive example of
virtually. Over 100 staff attended across galvanising employees despite difficult
four days. circumstances.
21DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Our People
Diversity and inclusion
Our Equal Opportunities Policy is designed and inclusive culture. Our Career Boards
United Kingdom: 3,061
to comply with the Equality Act 2010 and ensure job opportunities are open to internal
the Equality and Human Rights Commission candidates, with training and mentoring
Employment Statutory Code of Practice, and offered to support promotions and
to promote best practice. Managers must set internal mobility.
an appropriate standard of behaviour, lead by
example and ensure that those they manage
adhere to this policy. This policy applies to Case study
Diversity
all aspects of the employee relationship.
All decisions must be based on merit. This
includes but is not limited to:
• recruitment and selection; workshop
• opportunities for promotion;
DMGT runs a number of training programmes
• training and development;
on equality, diversity and inclusion, as well
• conditions of service; as providing tools and resources for hiring
• pay and benefits; managers to assist them in ensuring an
objective hiring process that attracts the best
USA: 1,412
• conduct at work; and
talent regardless of background. This year
• job adverts. we piloted diversity and inclusion training for
managers and HR staff, led and facilitated by
DMGT’s Human Resources Information an external provider. This training included
System enables us to monitor the levels of unconscious bias, discrimination awareness,
diversity in our business and also promote leadership and business roles. We partner
United Arab Emirates: 175
India: 669
an inclusive culture. Diversity data including with a number of external programmes
gender, ethnicity, race and disability is and take part in volunteering activities to
tracked across job levels and assessed against support diversity in media; one of our new
a number of key areas, including recruitment programmes connects women from BAME
Australia: 140
Switzerland: 25
South Africa: 23
Saudi Arabia: 10
Ireland: 135
processes, attrition and promotions. We backgrounds in the media industry with
Singapore: 16
Canada: 18
Bermuda: 2
regularly ask employees for their feedback experienced female mentors.
Nigeria: 1
Japan: 5
China: 3
on diversity and inclusion, supported with
regular internal communications on a range
of activities that promote a collaborative
22
Employees by countryDMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Our
diversity initiatives Case study
Brixton
To date, the Mail newsrooms have employed
nine Stephen Lawrence Scholars and continue Finishing School
to recruit two or three annually. Previous intakes
Stephen Lawrence Programme
have included a journalist whose family fled the Brixton Finishing School is a national organisation which helps young people from mixed
The Stephen Lawrence scholarship programme
civil war in Somalia, a journalist from Manchester backgrounds establish themselves in the advertising industry, removing one of the main
is connected to the Daily Mail’s general trainee
whose first trip to London was for his interview barriers underprivileged individuals have: access to opportunities. The advertising arm of dmg
scheme. However, it is specifically aimed at
with us and is the first in his family to attend media, Mail Metro Media (MMM), has sponsored the programme for more than two years and
candidates from Black, Asian and Minority
university. Past Stephen Lawrence Scholars have members of the team also sit on the Brixton Finishing School Executive Advisory Board.
Ethnic backgrounds, who are statistically
been fast-tracked to senior positions on the Night
underrepresented within the journalism industry.
News and Foreign News desks. The programme offers individuals 10 weeks of paid learning, removing yet another barrier
for budding advertising talent, where they are exposed to a curriculum that is built in
As such, the Daily Mail tailors the training
partnership with major names in the advertising industry, including MMM.
according to the individual’s needs. Most of
the trainees taken on hold either an NCTJ
qualification or a master’s degree in journalism.
The Stephen Lawrence scholarships are given
to students who would not be able to afford ‘i’ formed its first diversity and inclusion working
postgraduate journalism training. The Daily Mail group at the beginning of August 2020, including
pays for them to attend either News Associates, representatives from management and different
the top NCTJ training course in the country, sections of editorial and commercial teams.
or City University on their highly-regarded In addition, a separate, smaller working group
journalism master’s course. While they are there, has been formed to reboot our work experience
the paper allocates them a living allowance, and scheme, to make sure it is more accessible to
works with the Stephen Lawrence Foundation everyone.
to arrange subsidised council accommodation
built specifically for key inner-city workers. ‘i’ sends all job advertisements to a list of
organisations to ensure they reach a wider range
Once their education is completed, the Stephen of people, and all-white shortlists are banned for
Lawrence Scholars join the general newsroom advertised jobs. Organisations the ‘i’ works with
trainees for five months of training at the Daily include Creative Access, Disabled Access, and
Mail. This consists of a month’s classroom We are Black Journos.
training, followed by four months on one of
our newsbrand’s titles such as The Scottish Following the acquisition of ‘i’ in 2019, the ‘i’
Daily Mail, Irish Daily Mail or even an associated complies with DMGT’s Equal Opportunities
regional title. policy as part of its integration into the business.
23DMGT plc
Sustainability Report 2020 Introduction Environmental Performance Our People Our Social Impact Our Governance
Our
diversity initiatives
To further increase diversity, Landmark of valuing and operationalizing diversity of
overhauled their recruitment processes. thought, for example, is that 51% of US-based
Increased levels of direct recruitment employees, where RMS is headquartered and
As a leading Property Technology business, activity mean that they are better able maintains several offices, represent non-
the careers at Landmark Information Group to control the channels that are used to RMS’s core values are transparency, white minorities.
see roles largely in the STEM (Science, attract candidates, broadening the pool accountability and empowerment across
Technology, Engineering and Mathematics) of talent they can reach. The age diversity their worldwide employee base. It has RMS launched a matching funds donation
fields of data and technology, areas that within the group ranges from 18-74 years. a variety of programmes in place to program in 2020, focused on matching
traditionally see a lower representation Landmark supports a range of apprenticeship operationalise these values among all employee charitable donations to non-profits
of females both across the sector and programmes from customer services and their employees at every level, and this is that are focused on solving the challenges
within education. Landmark has sought to sales and accounting, to paralegal services important to maintaining healthy diversity. associated with racial injustice across a wide
proactively increase female representation in and degree apprenticeships in technology RMS believe that innovation is driven first range of focus areas.
recent years via a number of different routes. and leadership. These programmes have seen and foremost by diversity of thought, which
Landmark attract younger colleagues at the is encouraged and rewarded throughout RMS CEO Karen White was a keynote speaker
To support their aims of increasing start of their careers, along with progressing the company. Because diversity of at the Lloyds of London Annual Dive-In
representation, Landmark’s Women in Tech female talent into the technology areas where thought is valued as core to the success of conference 2020, with 10,000 participants
group enables existing female colleagues representation is lower. their business, RMS attract and maintain globally, where she focused on the issues
to share their ideas and experiences for a very diverse employee base which of racial injustice. The provocative session
improving accessibility to careers for both During 2020 Landmark have actively understands that at RMS, the best idea included an interview with Grammy Award
existing and new colleagues. From gender supported their EU citizen colleagues where wins from whomever it comes, and that winning singer-songwriter Siedah Garrett
neutral language within job adverts to they have wished to remain within the UK, scientific, technology and business model (and a performance of her song, Man in
skills-based interviewing with mixed panels, championing the introduction of Settled breakthroughs require everyone’s diverse the Mirror recorded by Michael Jackson).
Landmark have seen greater diversity in both Status ensuring that all were aware of the ideas to be surfaced and respected. RMS has Karen White was also awarded “Top CEOs
applications and appointments. scheme and key timelines. developed a culture that values the difference for Women” in America in 2020, (Ranked
over the sameness of ideas, and where talent #12) alongside Microsoft’s Satya Nadela,
Increasing use of flexible working, particularly It is with some pride that Landmark’s highest is encouraged to bring their whole selves to Jeff Bezos of Amazon, and Marc Zuckerberg
during the pandemic, has supported colleagues rated category in their regular engagement the workplace, to think out of the box even if at Facebook. She was also one of the few
of all ages who have caring responsibilities, surveys is “People from all backgrounds are they are a lone voice, and to be confident that female leaders named among “Top 50 CEOs
enabling them to remain focused on their treated fairly at Landmark.” their diverse voices will be valued. Employees in America” last year.
careers without impairing their ability to care are expected to be transparent with their
for loved ones. Landmark’s experiences of ideas and feedback, to be accountable for
working flexibly during the pandemic have the their work as well as maintaining the culture,
potential to support increased diversity when and are empowered to think differently
the pandemic restrictions are lifted. while performing their roles. One outcome
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