2. Corporate Sustainability
2.1 Our Operational Climate Objectives
abrdn is a global business helping our clients to plan, save,
and invest for the future. Our environmental impacts
reect this, as we keep ofces and work exibly to better
deliver for our global clients.
Our operational emissions intensity is comparatively small
versus the intensity of the investments we manage on
behalf of our clients, but we are committed to play our part
in driving meaningful reductions in our reported emissions.
We are targeting operational net zero by 2040 and
working towards a 50% reduction in reported emissions
by 2025 versus our 2018 baseline.
Our emissions target includes Scope 1, 2, and Scope 3
categories – but we still have more to do to collect data
for some material Scope 3 categories, such as emissions
related to our supply chain. We are working to develop a
more complete picture of our Scope 3 data and will report
transparently on our related impacts and progress.
Our Sustainability and TCFD report provide a more detailed
picture of our objectives and reporting methodology.
2.2 Diversity, equity and inclusion (DEI)
Our approach to DEI continues to be hardwired through
all that we do across our business, from who we work with,
the offering we design for clients, to how we consider DEI
through all stages of our employee lifecycle.
We focus on 4 priorities to make abrdn a more diverse,
equitable and inclusive place to work.
1. DEI is part of our purpose
What we say must be what we do. This means
embedding commitment to DEI through our brand,
culture, the suppliers and partners we choose, and the
way we engage with the companies we invest in.
2. Our ways of working are inclusive and equitable
Formalised blended working is our standard way
of working. Our priority is to make sure people feel
connected and involved, that opportunities and
progression are equitable for all, and that managers
lead in a way that builds inclusive ways of working in
hybrid teams.
3. We bring diverse talent into and through our company
Team effectiveness comes from diverse thinking and
experience – high performing people at all career
stages, and from all backgrounds. Companies with
diverse teams and inclusive cultures result in more
innovative and high- performing business outcomes.
We focus on minimising any potential bias or barriers
in our processes, polices, and approach for attracting
and developing diverse talent. We focus on three main
areas where the data tells us that we need to take
action to tackle underrepresentation: gender, ethnicity,
and social mobility.
4. We feel included and valued every day
We focus on building the capability and awareness
to drive conversations and active allyship. Creating
‘safe spaces’ enables colleagues to think about how
they inuence the environment around them, to share
experiences and be curious to learn more about
each other.
Actions to make progress in these priority areas are
agreed by our executive leaders and ratied by our
Board. Our priorities are reected in our corporate targets,
which focus on increasing representation throughout abrdn,
but internally we track a range of measures including how
engaged and how included our people feel. Our executive
leaders are accountable for DEI – with annual people
objectives linked directly to remuneration, as part of our
annual executive director scorecard. Our leadership team
also sets, and publishes, local diversity, equity and inclusion
commitments aligned to the four priorities above, which are
specic to the needs of their business, function, or region.
Learn more about our approach, progress and current
position against our targets in our Diversity, equity, and
inclusion report and Policy.
19Helping you become the business you want to be