One year on: How The Vehicle Group turned sustainability into a business driver
The Vehicle Group (TVG) has built its reputation in the transport sector by delivering safety, security and telematics solutions for fleets of all sizes.
Working with organisations ranging from large-scale fleet operators to smaller businesses, the company designs and delivers systems that support safety, performance and reliability across vehicle operations.
But over the past year, the focus has expanded. What began as a requirement to report on sustainability has quickly evolved into something far more strategic, shaping how the business operates, engages suppliers, and competes in the market.
The business was required to begin reporting across Scope 1, 2 and 3 emissions, something that was entirely new to the organisation. What followed was a rapid journey from uncertainty to capability, as TVG worked to build its sustainability programme in real time.
Starting without perfect clarity
Like many organisations at the beginning of their journey, TVG faced a fundamental challenge: knowing where to start.
The early stages of implementation were complex. Data needed to be identified, collected and validated across multiple functions, often without existing systems in place to support the process.
Marcus Lee, Head of QHSE at The Vehicle Group, describes the initial experience candidly: “It was carnage.”
The team had to determine what data was required, where it existed within the business, and how it could be used for reporting. Mistakes were unavoidable, but they became a critical part of progress.
Marcus explains: “We made quite a few mistakes very early on.”
Rather than delaying progress in pursuit of perfection, TVG focused on learning quickly and improving each reporting cycle. Data sources were documented, processes were refined, and internal understanding began to grow. Over time, what initially felt complex and unclear became more structured and manageable.
Building systems and unlocking value
As the business progressed, one theme became clear: data is central to making sustainability meaningful.
TVG invested in strengthening its systems and processes, enabling better visibility across operations and products. This included improving how data was collected, stored and analysed, not just for reporting, but for decision-making.
That shift quickly delivered measurable results.
Marcus explains: “From our first one, we’ve reduced our electric usage by 50 percent across the business.”
This reduction was achieved through energy audits, increased awareness, and operational improvements, demonstrating how sustainability data can translate directly into cost savings and efficiency gains.
Crucially, sustainability at TVG has not been treated as a compliance exercise alone. Instead, it has become a way to identify inefficiencies, improve performance, and strengthen the overall business.
“You have to go into this wanting to make a change, not just because it’s a reporting requirement”, adds Marcus.
Engaging the organisation
A key factor in TVG’s progress has been its ability to involve the wider team. From the outset, the business recognised that sustainability could not sit within a single function. It needed to be understood and applied across the organisation.
To support this, TVG introduced internal awareness training, tailored to different departments and roles. Employees were encouraged to engage with sustainability as part of their day-to-day work, rather than viewing it as a separate initiative.
Systems were also put in place to make participation easier. Employees could submit ideas and suggestions through simple internal tools, helping to identify opportunities for improvement across the business.
Marcus explains: “We made it as easy as possible for people to get involved.”
This approach has helped create a culture where sustainability is increasingly embedded in how decisions are made, rather than treated as an additional task.
Extending the journey to the supply chain
As TVG’s internal capability developed, attention turned outward, particularly to its supply chain.
Sustainability expectations are no longer limited to individual organisations. Increasingly, they extend across entire value chains, driven by customer requirements, regulatory pressure and market expectations.
For TVG, this has become a key focus area. Marcus shares: “We want to see us going on this sustainability journey, but bringing all parts of the value chain along with us.”
This includes working closely with suppliers of all sizes, from large organisations to small workshops, to ensure alignment with sustainability expectations and standards.
While this presents challenges, particularly for smaller suppliers, it also reflects a broader shift in how businesses operate. Sustainability is becoming a shared responsibility across networks, rather than a standalone initiative within individual companies.
Strengthening commercial positioning
As sustainability has become more embedded within TVG, its impact has extended beyond operations into commercial performance. Customer expectations are evolving. Sustainability is now a regular feature in tenders and procurement processes, alongside traditional considerations such as cost and quality.
This shift has changed how TVG engages with customers and positions itself in the market. Where sustainability questions were once difficult to answer, the business can now respond with greater clarity and confidence, supported by data and structured reporting.
This has created a competitive advantage, strengthening relationships with existing customers while opening new opportunities. At the same time, it has introduced a new level of accountability. Sustainability commitments made in tenders must now be delivered in practice, requiring ongoing focus and continuous improvement.
Looking ahead
While TVG has made significant progress in a relatively short period, Marcus is clear that the journey is ongoing. Further work is needed to strengthen systems, improve data accessibility, and continue embedding sustainability across the organisation. The business is also exploring new opportunities to reduce its environmental impact and expand its initiatives.
Despite the challenges, the direction is clear. Sustainability is no longer viewed as a compliance requirement. It is becoming part of how the business operates, competes and grows.
For organisations at an earlier stage, Marcus offers simple but practical advice: “Don’t panic, and do it.”
He also reflects on how his perspective has changed over the past year: “Even if this wasn’t a requirement, knowing what I know now, I would have started yesterday.”
TVG’s experience demonstrates that while the process can be complex, progress comes from taking action, learning quickly, and building capability over time. In a landscape where sustainability expectations are accelerating, that approach may be the most important advantage of all.
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Dedicated to harnessing the power of storytelling to raise awareness, demystify, and drive behavioural change, Bronagh works as the Communications & Content Manager at the Institute of Sustainability Studies. Alongside her work with ISS, Bronagh contributes articles to several news media publications on sustainability and mental health.
