Sustainability Databook 2025

In October 2024, we introduced EVs at two London spokes, which completed their first full year of operation in FY25. As we purchase 100% renewable electricity at both sites, this has significantly reduced Scope 1 and 2 emissions for this portion of our fleet. We also continue to improve the fuel efficiency of our ICE vehicles through optimisation of our OSP routing algorithms. We estimate that the number of miles driven per van drop by Ocado Retail Limited fell by 5% between November 2024 and November 2025 as a result of routing optimisations.

We do not yet have sufficient sub-metering in place at all relevant sites to allow us to calculate the electricity usage that relates to our Electric Vehicle fleet. As such, we have excluded this electricity from the fleet fuel consumed total and have not disclosed a total for the % of fuel which is renewable. As at 30 November 2025, 5% of our last mile fleet were Electric Vehicles.

We use refrigerants in our last mile fleet and our freight fleet so that we can store food at appropriate temperatures. This helps us to maximise freshness and food safety. We also use refrigerants in our buildings for air conditioning. 87% of our refrigerant use relates to our last mile fleet, 7% to our freight fleet, and 6% to our buildings. We do not use any refrigerants which have ozone-depleting potential.

75% of our operational energy usage relates to our last mile fleet, 21% to our buildings, and 4% to our freight fleet.

This year, we have continued to increase our energy efficiency. We have reduced the number of miles driven per van drop by Ocado Retail Limited by 5% through optimisations of routing algorithms. We have installed solar panels onto 30% of our double-decker freight fleet to reduce the quantity of diesel used for maintaining onboard refrigeration. We have also commenced an AI-powered trial to identify patterns in electricity usage at our office sites, to identify opportunities to reduce wastage. Driven by these initatives, our energy intensity per 100,000 orders fell by 5% this year.

Our buildings and robotics technology is primarily powered by electricity. Since 2023, all electricity that we purchase has been renewable, except where purchasing is controlled by landlords. In FY25, 98% of our electricity consumption came from renewable sources. We also generate renewable electricity from solar panels, and we use renewable biofuels for a portion of our fleet fuel.

For more information, please see pages 58-59 of our 2025 Annual Report.

Ocado Logistics actively manages food waste on ORL’s behalf. Wherever possible, unsold food is redistributed from our CFCs through our network of community food partners, including Company Shop and the Felix Project charity, which distributes to London charities, schools and the vulnerable in society. Inedible unsold food is classified as waste and sent to anaerobic digestion, which creates electricity that powers our Dordon CFC. No food waste is sent to landfill.

We continue to collaborate closely with ORL on initiatives to reduce food waste, with a focus on timely and accurate data collection, real-time scanning of returns and avoiding packaging contamination. These efforts have been complemented by site waste assessments conducted by a third-party consultancy, which have helped us to further optimise our practices. As we continue to improve the granularity of waste and surplus data, this will also allow us to identify more ways to redistribute and recover unsold food.

For more information on our approach to food waste management, see pages 64-65 of our 2025 Annual Report.

We have developed a layered defence model to identify and address data security risks. This includes:

• a 24/7 security operations centre to detect and respond to security incidents;
• a vendor assurance programme to manage third-party cyber risks;
• a comprehensive programme of regular security testing of our applications and infrastructure, including monthly scans and simulations;
• cybersecurity awareness training and regular communications campaigns;
• a “secure by design” approach, embedding security into our software development process;
• detailed incident management and recovery plans; and
• monitoring of regulatory developments to ensure
• compliance with and the applicability of regulations and external standards, such as PCI DSS.

For more information on our approach to data security, see pages 67-68 of our 2025 Annual Report.

All Ocado employees receive at least the National Living Wage regardless of age. We regularly conduct meetings and dialogue with our employee councils and representatives from the Union of Shop, Distributive and Allied Workers (“USDAW”) to ensure that our pay rates are locally competitive and established in good faith with our employees. Remuneration and incentive plans are reviewed annually in consultation with these groups.

We ensure that all employees can freely associate or engage in collective bargaining without fear of retaliation as stated in our Code of Conduct. We believe this is critical for fostering an equitable and supportive workplace.

As at 30 November 2025, approximately 6,660 Ocado employees were active trade union members, principally with USDAW in the UK. Collective bargaining agreements are in place for all hourly paid workers in our logistics business, including non-union members.