47153 AG Barr Annual Report 2025 AW4 SQ WEB - Flipbook - Page 45
Strategic Report
Corporate Governance
Accounts
Opportunities
Associated with resource efficiency, energy sources, products and services, markets and resilience.
Opportunity Description & Type
Timeframe
Potential financial impact
Medium-term
Energy source opportunity
Use of lower-emission energy sources, such as photovoltaic panels and heat pumps for the generation of electricity, heat and steam, leading
to a reduction in greenhouse gas emissions.
Strategic response:
These initiatives present a significant opportunity to reduce our Scope 1 (by the reduction of gas consumption from heat pumps) and Scope 2 (from on-site electricity generation from photovoltaic panels)
emissions, thereby mitigating the on-cost associated with the potential introduction of carbon pricing while also potentially delivering utility cost reductions.
Long-term
Market opportunity
The opportunity that consumer behaviours change, with consumption patterns shifting towards products perceived to be more
environmentally friendly, resulting in sales opportunities. More environmentally conscious consumer behaviours could include supporting
companies who have clear plans to achieve net-zero or who are actively engaged in DRS schemes. It could also extend to the favouring
of domestic produced products. This opportunity could also lead to the attraction of new talent to our workforce.
Strategic response:
Communication with our customers and consumers is key to ensuring our environmental sustainability plans and progress are well understood. We provide regular updates to our customers via our sales
teams and we are increasingly communicating directly with consumers, both on pack and through traditional and social media channels.
The acquisition of the MOMA business illustrates how sustainability factors are now integrated into business and corporate development decision-making. The MOMA brand champions UK oats and
British farming and, as a dairy milk alternative, oat milk is one of the most sustainable options.
We believe that our strategic actions are
currently providing an acceptable degree of
long-term resilience, taking into consideration
different climate-related scenarios.
the departmental reviews. Departmental risk
registers feed into the Group corporate risk
register, which is reviewed by our Group Risk
Committee every two months.
Risk Management
Identifying risks
The Executive Committee, as already detailed
in the Governance section, is responsible for
the Group‘s emerging risks and opportunities
register, with a longer-term horizon than that
considered by the departmental units.
Each department or function in the Company
has its own risk register that is reviewed on a
regular basis. Climate-related risks, including
those associated with existing and emerging
regulatory requirements, are identified and
assessed alongside other business risks during
and opportunities related to climate change.
The ESG Committee is supported by a crossfunctional group of senior executives who help
input into this process both in terms of risk
identification and assessment aligned to varying
climate scenarios. A full review was undertaken
during the year against three climate scenarios.
The three scenarios were used in order to
represent best-case, intermediate and
worst-case situations against which to consider
impacts and likelihoods.
The ESG Committee owns, and is responsible
for monitoring and updating, our material risks
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