Reflections on ESG in Action 2025: From intention to instinct

Published: 18 March 2026
By Henrik Pedersen, Chief Executive Officer

When I look back on the past year at Adler & Allan, what stands out most is not a single project or metric, but a further shift in how we think and act as a business.

In previous years, much of our ESG focus was about putting the right foundations in place, defining priorities, improving data quality, and building governance that could support long-term change. In 2025, we shifted that. We began to see ESG move from intention to instinct in our own operations. From something we plan for, to something that increasingly shapes day-to-day decisions across the Group.

That matters, because the challenges we exist to address – climate change, pollution, water resilience and biodiversity loss – are not abstract. They are real, immediate and growing. As an environmental services business, we have both an opportunity and a responsibility to lead by example.

Progress that reflects practical choices

One of the clearest signs of progress this year has been in our approach to climate change. We reduced our Scope 1 and 2 emissions intensity by 15% compared to our 2023 baseline, while continuing to grow and support more clients.

That didn’t come from one big initiative. It came from a series of practical choices such as switching sites to renewable electricity, investing in low-carbon heating, and accelerating the transition to electric vehicles across our company car fleet. Seeing that fleet reach 43% electric is a tangible sign that change is possible when people are supported to make it.

Just as importantly, we have started to deepen our understanding of climate risk. This is not a compliance exercise, but a core business consideration and reflection of the work we also do with our customers. That work will increasingly shape how we plan, invest, and build resilience for the future.

Designing with responsibility in mind

Another area where I’ve seen real momentum is in how we think about the full lifecycle of what we design, build and operate.

Through our Group company Detectronic, our teams have shown what responsible product design looks like in practice: extending product lifespans, increasing recycled content, and designing for disassembly and refurbishment. The redesign of the LiDoTT Alarm is a strong example: a product that lasts longer, creates less waste, and delivers better value for customers.

This kind of thinking reflects a broader mindset shift. Circularity is becoming part of how we innovate.

Keeping people safe, supported and engaged

Strong ESG performance is impossible without a strong culture. This year reinforced that truth.

We continued to improve health and safety outcomes, supported by targeted internal campaigns, better data, and a focus on learning rather than blame. At the same time, we invested in mental health awareness, leadership capability, and inclusion. Safety and wellbeing are inseparable.

I was particularly encouraged by what we heard through our employee engagement survey. Colleagues told us they feel proud of the work we do, connected to our purpose, and motivated to contribute. That sense of shared purpose is one of our greatest strengths, helping us deliver better for our customers and our own business simultaneously.

Acting responsibly, consistently, and at scale

Across our operations, we also made quieter but equally important progress such as improving waste management, strengthening environmental controls, and maintaining high standards across our ISO accreditations as the Group continues to expand.

These are not headline-grabbing achievements, but they are essential. Consistency, discipline, and follow-through are what turn ambition into credibility.

At the same time, we’ve begun laying the groundwork for a more structured approach to biodiversity, which is an area where we know we must do more and in-house expertise gives us a strong platform to build from.

Looking ahead with clarity

I am proud of what we achieved in 2025, but I’m very clear-eyed about what comes next.

The direction of travel is set. Our focus now is on accelerating real-world progress, embedding ESG even more deeply into strategy, investment decisions and performance management. That includes launching a longer-term decarbonisation roadmap, strengthening our approach to biodiversity, and working more closely with our suppliers to raise standards across our value chain.

ESG is not about perfection. It is about honesty, momentum and accountability. It is about recognising where we have influence, using it responsibly, and continuing to learn.

As CEO, my role is to ensure that this mindset endures – not as a programme, but as part of who we are. If we do that well, the results will follow.

Henrik Pedersen
Chief Executive Officer
Adler & Allan