From Zero to Strategy - Building Sustainability at Aston Group

Project

Company Carbon Management & Reporting Programme (2022–2024) + Annual Energy & Emissions Report 2024

Scope

Development of Scope 1, 2, and selected Scope 3 data systems, target setting, internal engagement, and annual reporting.

Outcome

33.29%*

emission

reduction

*overall Scope 1 and 2 reduction recorded for the year 2023 exceeding the set 20% reduction target

Full compliance with UK reporting standards, and strengthened market positioning.

Service: Operational Efficiency Audit & Strategy

UAE Climate Change Law Compliance Package

Aston Group is a London-based building services and facilities management company with over six decades of experience. When I joined them in early 2022, sustainability reporting and carbon management were in their infancy. There was no consolidated process for measuring emissions or tracking progress towards national and client sustainability expectations.

The Problem

The company lacked a structured approach for collecting and analysing Scope 1, 2, and relevant Scope 3 data. There were no established reduction targets, and sustainability activities were scattered across departments. To meet client demands, tender requirements, and the UK Net Zero 2050 commitment, Aston Group needed a robust carbon tracking and reporting system alongside initiatives to start reducing emissions and engaging staff.

The Approach

In 2022, we developed a five-year emissions reduction strategy and roadmap, setting clear annual targets and actions.

2023 target: Achieve a 20% reduction in Scope 1 & 2 emissions compared to the base year.
2024 target: Maintain 2023’s reduction while preparing for longer-term changes, such as fleet electrification and renewable energy sourcing, which would require more time and investment.

Over two and a half years, I worked closely with leadership, project teams, and key stakeholders to:

Help establish a Sustainability Core Group and run awareness workshops across the business.
Design and implement a central data collection process for fuel, electricity, gas and key Scope 3 categories.
Set annual Scope 1 & 2 reduction targets aligned with UK climate goals.
Integrate sustainability metrics into client tender submissions.
Support retrofit and insulation projects to lower operational emissions.
Communicate progress internally through newsletters and campaigns.

Alongside these initiatives, I also:

Identified and resolved anomalies in electricity supply at head office, leading to improved energy management and cost reductions.
Integrated electric vehicles into the fleet, replacing four diesel trucks with EV vans to cut fuel use and emissions.
Delivered internal sustainability workshops, inspiring behavioural changes that contributed to immediate emissions reductions.

By 2024, this work culminated in the Annual Energy & Emissions Report 2024, documenting measurable improvements and setting the baseline for future progress.

The Insights

Through the programme, several important themes emerged:

Data drives change: visibility into energy and fuel use helped teams make informed decisions, detect issues and improve operations.
Engagement is essential: workshops and newsletters turned sustainability from a side topic into an active company conversation.
Targets motivate action: clear reduction goals gave every department a benchmark to work towards.
Small changes add up: operational adjustments like EV integration and fixing energy supply issues delivered lasting savings.
Client expectations are rising: tenders increasingly required accurate, verifiable carbon data, making reporting a competitive advantage.

The Results

33.29% reduction in Scope 1 & 2 emissions in 2023 compared to the base year (2021), surpassing the 20% target.
In 2024, the total Scope 1 & 2 emissions reduced by 32.41% reduction from the base year. While this was 0.88% lower than 2023, it met the planned target of maintaining previous year’s reduction levels.
100% alignment with UK government carbon reporting standards.
Company-wide awareness of carbon goals through ongoing staff engagement.
Integration of carbon data into client-facing documents, improving competitiveness.
Stronger supplier compliance with sustainability expectations.

By following a clear five-year roadmap, Aston Group not only exceeded its first-year target but also sustained progress in year two while preparing for larger operational changes. This phased approach allowed for quick wins alongside long-term planning, proving that a structured carbon reduction programme can deliver both immediate and lasting results.

TESTIMONIAL

"We had the pleasure of working with Jinal to help us bring together our 2024 Sustainability Report.

Jinal's expertise in sustainability and having working with us previously, coupled with her attention to detail, made the entire process seamless. From gathering insights and analysing data, she understood what we needed to create, a comprehensive report for ourselves and our customers. Her professionalism and ability to meet deadlines, all while ensuring the highest quality, were truly invaluable. We look forward to working with her in future!"

- Julie Dunn, Director