Environmental, Social and Governance Strategy (ASG/ESG)
Sustainability in our Business Model
Our intention to lead the consolidation of the underexplored leasing model for heavy vehicles, which comprises only 1% of the domestic fleet, is accredited by a pioneering spirit, innovation and commitment to sustainable development. Our business model already expresses this vocation every time we renew our clients’ fleet, which benefits the integrity of the professionals managing this activity as well as the environment, as newer vehicles increase operational safety and contribute with the reduction of polluting gas emissions.
In addition to offering electric models of machinery and trucks, our inventory also includes trucks powered by biomethane to stimulate the use of technological products, which also aligns with our environmental concerns. We believe in the ‘use and not own’ culture, which is why we offer our clients the best services for trucks and machinery encouraging this leasing model to become a reality and acting in line with our goal of integrating sustainability into the business.
A practical example of our pioneer spirit is the electric model of forklift trucks, which emit up to 17x less CO2e than the traditional LPG-powered models. Currently, our fleet already accounts for 50% of the total assets leased in this category, bringing innovation to our customers.
Today, 7% of our leased fleet consists of electric vehicles and, in 2023, we made a public commitment to maintain this level, even as we increase our total leased assets
Learn more about our practices, disclosed annually in our Integrated Report 2022.
Sustainability in our Decision-making Processes
Our Sustainability Policy provides guidelines on the efficient use of energy and natural resources, avoiding waste and prioritizing new technologies that are less aggressive to the environment. The Climate Change Policy, in turn, establishes the need to promote and encourage alternative renewable energies, energy efficiency, proper waste management and the conscious use of natural resources.
We also have other Policies that unfold into pillars for management actions, corporate governance, social and environmental impacts, and excellence in the services we provide.
Learn more about our Policies
Material Themes
The Company has a materiality matrix that guides it to ensure that all decisions take into consideration the views of different stakeholders.
These views from different stakeholders helped us identify eight material themes and a transversal theme, which will be prioritized in our decision-making process. The materiality matrix was revised at the end of 2022 and validated by our Executive Board:
| Theme | Description | Why this is material |
|---|---|---|
| Ethics, compliance and good corporate governance practices | Transparency, compliance, risk management, data security | Ethics, compliance and good corporate governance practices are critical themes in all business environments, as they determine the correctness of relationships between companies and their various audiences, as well as the strength required for strategic development. These aspects are even more relevant for Grupo VAMOS in light of its listing in B3’s Novo Mercado segment. The volume and complexity of contracts also require attention in terms of transparency in business relationships. |
| Climate strategy and environmental management | Management of indicators, waste, energy, emissions, resource conservation, biodiversity, climate-related challenges and opportunities, mitigating impacts, extreme weather events, climate justice, recyclability, product life cycle, responsible consumption and production. | The transportation and logistics sector is one of the sectors mostly responsible for GHG emissions, contributing strongly to climate change. On the other hand, Grupo VAMOS’ business model is focused on increasing efficiency and making intelligent use of vehicles, also transforming this aspect into a competitive and outstanding differential for managing environmental issues. |
| Valuing people and respect for diversity | Attracting, developing and retaining employees, management culture, employee engagement, decent work, respect for diversity. | The provision of services is based on the correct management of human capital, which is even more relevant due to the high level of technical knowledge required by our business, making this a fundamental and important pillar for the Company’s sustainability. Valuing people and encouraging diversity, equity and inclusion helps promote a work environment that is more favorable for productivity and industry leadership. |
| People’s health and safety | Accident and safety management, traffic safety. | Traffic safety is a critical issue on the international scene. Through its services, Grupo VAMOS pays special attention to the purchase and maintenance of assets and the training and guidance given to its employees. |
| Economic and financial growth, innovation and diversified services | Customer relationship, sustainable investment, business resilience, new technologies, connectivity. | Sustainable medium and long-term results allows the Company to generate value in all its operating areas. Grupo VAMOS’ business model and accelerated growth pace require innovative management to promote sustainable investments that are capable of absorbing changes in the market and the economy. |
| Fleet development in Brazil | Sustainable mobility, urbanization and sustainable infrastructure, energy and autonomous vehicles. | Due to its innovative character, the Company can be an agent that promotes good practices and develops more sustainable solutions in the transportation and logistics sector, reducing the average age of fleet in Brazil. |
| Impacting communities and the value chain | Valuing partners, regional development and impact, community engagement, corporate citizenship, sustainable cities and communities. | Managing and mitigating operational impacts in surrounding communities by encouraging local development and social investment creates values that are shared with society and helps us gain social licenses to operate. |
Sustainability commitments
In 2022, as a reflection of the maturation of our sustainability agenda, we changed the status of some of our goals/objectives aimed at challenging ourselves to advance our sustainability commitments even faster. Therefore, in 2023, we added an additional target while expanding, maintaining and replacing others, as illustrated below:
| Dimension | Change | Goals/Objectives |
| Emissions management | Maintenance | Offer opportunities to offset carbon emissions for 300 trucks, equivalent to 20,000 ton C02e/year |
| Substitution | Adopt 7% of electric assets in our fleet | |
| Enlargement | Reduce 42% of absolute scopes 1 and 2 emissions by 2030, based on the emissions in 2021 (SBTi). | |
| Maintenance | Reduce scope 3 emissions (total emissions/total assets) by 15% by 2030, based on the emissions in 2021. | |
| Maintenance | Offset scopes 1 and 2 emissions. | |
| Sustainable Management | Enlargement | Reduce m₃/employee consumption, including at acquired companies, by 8%. |
| Enlargement | Reduce the amount of energy consumed by employee, including at acquired companies, by 8%. | |
| Enlargement | Have at least three new Edge-certified flagship stores. | |
| Modification | Generate at least 20% of energy demand from renewable sources at our stores, including at acquired companies./td> | |
| Maintenance | Have 90% of third-party workshops sign the terms of the sustainable commitment by 2025. | |
| Enlargement | Ensure that all hazardous waste from our own workshops is 95% reused, recycled or co-processed by 2023, reaching 100% by 2025, including at acquired companies, based on data from 2022. | |
| Engagement and Volunteering | Enlargement | 500 hours of volunteer work per year |
| Social Transformation | Enlargement | Implement a Volunteer Program in the local community according to the Social Vulnerability Index. |
| Substitution | Develop and implement a proprietary technical training program. | |
| SSMAQ | Reach a gravity rate lower than 300 – according to the standard formula of days (lost + debited) x 1,000,000 / HHT. | |
| Reduce the Leave of Absence Frequency Rate by 8% – 3.97 |
Our sustainability agenda
The governance of our sustainability journey is done by the Sustainability Committee, which monitors our indicators on a monthly basis, and by the Board of Directors every three months.
In accordance with our governance structure available at ri.grupovamos.com.br/en
We publicly disclose our carbon inventory on an annual basis, through the Public Emissions Registry. Check out the latest information at here (Portuguese Only).
The 2021 audit report is also available here.
Additionally, to ensure transparency, respect for deadlines, and the governance of our information, we release our Integrated Annual Report on an annual basis, where we publicly disclose our results, projects and maturity of our ESG journey. Click here to access the Reports already disclosed.