Embedding sustainability at MAB
Sustainability is being progressively embedded within how the Group governs its business, manages risk and delivers long-term value.
As a mortgage intermediary, the Group’s impact is primarily through influence — shaping adviser behaviour, customer decisions and housing outcomes across the UK.
Our approach to sustainability and ESG*
The Group’s sustainability approach is structured around three core pillars, which guide decision-making and prioritisation.
Environmental leadership and advocacy
Supporting improved energy efficiency and resilience across the housing ecosystem through advice, customer engagement and industry collaboration, with a focus on areas where the Group can influence customer outcomes
Social responsibility
Supporting colleagues, customers and communities through an inclusive culture, strong customer outcomes and targeted community investment, aligned with the Group’s purpose and regulatory responsibilities
Strong governance and oversight
Embedding sustainability within governance, risk management and reporting processes, supported by clear accountability, evolving methodologies and disciplined disclosure.
*How we use these terms
Sustainability
How the Group creates long-term value through its business model, operations and customer propositions, including environmental and social considerations
ESG
The governance structures, frameworks, policies and disclosures used to oversee, measure and report sustainability performance, including the management of sustainability-related risks and opportunities
2025 progress at a glace
Governance and structure
- CFO-led executive accountability
- Double Materiality Methodology formally documented (and independently verified)
- Climate Risk Methodology developed (and independently verified)
- Sustainability Assurance Roadmap approved
- ISSB-aligned reporting framework developed
Climate and transition position
- 2024 established as formal Net Zero baseline year
- Began the definition of near term targets for SBTi validation through an external specialist consultancy
- Climate Risk integrated into Group Risk Management
Operational footprint
- Scope 1 & 2 emissions (market basis): 186 tCO₂e (up 3% due to boundary expansion)
- Scope 1 & 2 intensity reduced to 0.17 tCO₂e per employee (down from 0.19)
- 66.64 kWp rooftop solar commissioned. Capital house upgraded from EPC D to A
- Operational intensity reduced from 26.93 to 11.66 to 7.53kgCO₂/m₂ at Capital House over 4 years
People and culture
- Employee engagement index: 82% (up from 76%)
- Regretted leavers reduced to 10% (down from 19%)
- Female senior management: 38.7% (up from 33%)
- Female representation at board: 50% (up from 33%)
- 900 employee hours volunteering (up from 500)
Customer and conduct
- Feefo rating 5.0
- Trustpilot rating: 4.6
- Complaints upheld: 0.10% of completed cases (down from 0.12%)
- Mortgage Advice Guidance updated with strengthened Consumer Duty alignment.
Community impact
- 26 community projects supported (up from 17)
- £98,700 Foundation funding released (up from £50,000)
- Total charitable contributions £239,673 (up 241% from £99,322)
- Finance-led sustainability governance introduced
- Climate risk and double materiality methodologies developed
- Reporting aligned, where appropriate, to ISSB principles
- Sustainability risks being incorporated within the Group Risk
- Management Framework
- Emissions baseline and decarbonisation pathway in development
- Structured approach to assurance defined
Our governance framework
Sustainability is governed through the Group’s existing governance framework, with oversight at Board and Committee level.
- The Board retains overall responsibility for sustainability and climate-related matters
- The Audit Committee oversees sustainability reporting and supports assurance readiness
- The Group Risk Committee oversees sustainability and climate-related risks
- The Management Sustainability Committee supports day-to-day coordination and delivery
Executive accountability sits with the Chief Financial Officer, supporting alignment with financial reporting, risk management and capital allocation.
Integration with risk
Sustainability and climate-related risks are being incorporated within the Group Risk Management Framework and are treated as cross-cutting drivers of existing principal risks.
These include:
- Operational risk
- Regulatory and conduct risk
- Strategic risk
- Reputational risk
This approach supports the progressive integration of sustainability considerations into decision-making and risk management processes.
Operational footprint
The Group continues to develop its emissions baseline and decarbonisation pathway.
Key highlights:
- Scope 1 and Scope 2 emissions: 186 tCO₂e
- Emissions intensity reduced on the previous organisational boundary
- Solar installation completed at head office
- Approval of a targeted decarbonisation investment programme at Fluent.
Case study: operational decarbonisation
The Group has undertaken targeted initiatives to improve energy efficiency within its operational footprint.
This includes the installation of solar photovoltaic panels and the transition towards lower-carbon energy solutions at key sites.