Mobico Group PLC – Lobbying Governance & Transparency

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Lobbying Governance

Overall Assessment	Analysis	Score
Moderate	Mobico Group PLC’s disclosures reveal a mechanism to align its direct policy engagement with its climate strategy, but its overall lobbying governance framework remains limited and lacks clarity around monitoring and oversight. Notably, the company insists that “dialogue with local and national politicians and other interested stakeholders is conducted by representatives of the company that are familiar with its climate change strategy at Divisional and Group level,” which provides a concrete process for ensuring engagement consistency. The company further details its successful direct advocacy, reporting that its “partnership approach model in our UK Bus business helped to shape the National Bus Strategy’s Bus Service Improvement Plan model (BSIP),” and that “we also worked closely with TfWM and the Mayor to secure Coventry as the first electric bus city in the UK,” underscoring its capacity for direct lobbying. Despite this, we found no evidence of a formal review or sign-off process specifically for lobbying activities, nor does the company identify any individual or committee charged explicitly with overseeing lobbying alignment. The mention of a “new Global Sustainability Steering Group (GSSG), which was incorporated during the year and has the Group CFO and the Group Human Resources and Communications Director as the Executive sponsors,” suggests broader sustainability governance, but its remit regarding lobbying is unclear. The company’s admission that it does not have “a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement” further highlights the absence of a comprehensive climate lobbying governance framework. View Sources	C

Overall Assessment

Analysis

Score

Moderate

Mobico Group PLC’s disclosures reveal a mechanism to align its direct policy engagement with its climate strategy, but its overall lobbying governance framework remains limited and lacks clarity around monitoring and oversight. Notably, the company insists that “dialogue with local and national politicians and other interested stakeholders is conducted by representatives of the company that are familiar with its climate change strategy at Divisional and Group level,” which provides a concrete process for ensuring engagement consistency. The company further details its successful direct advocacy, reporting that its “partnership approach model in our UK Bus business helped to shape the National Bus Strategy’s Bus Service Improvement Plan model (BSIP),” and that “we also worked closely with TfWM and the Mayor to secure Coventry as the first electric bus city in the UK,” underscoring its capacity for direct lobbying. Despite this, we found no evidence of a formal review or sign-off process specifically for lobbying activities, nor does the company identify any individual or committee charged explicitly with overseeing lobbying alignment. The mention of a “new Global Sustainability Steering Group (GSSG), which was incorporated during the year and has the Group CFO and the Group Human Resources and Communications Director as the Executive sponsors,” suggests broader sustainability governance, but its remit regarding lobbying is unclear. The company’s admission that it does not have “a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement” further highlights the absence of a comprehensive climate lobbying governance framework.

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Lobbying Transparency

Overall Assessment	Analysis	Score
Comprehensive	Mobico Group PLC provides extensive, concrete information about its climate-policy advocacy. It identifies several specific measures it has worked on, including the UK National Bus Strategy’s Bus Service Improvement Plan, the Zero Emission Bus Regional Area (ZEBRA) funding programme, and Spain’s “Safe, Sustainable and Connected Mobility Strategy 2030” and draft “Sustainable Mobility Law,” as well as local initiatives to designate Coventry the first all-electric bus city. The company is equally clear on how and where it lobbies, describing direct participation in round-tables with Members of Parliament on hydrogen infrastructure, ongoing dialogue with the UK Department for Transport and West Midlands Mayor Andy Street, partnerships with Transport for West Midlands, and engagement with the Spanish Government while the mobility law was being drafted. Finally, it sets out the results it is seeking: securing public funding for fleet decarbonisation such as the £88 million BSIP award and the $30 million U.S. electric school-bus grant, obtaining policy frameworks that enable modal shift from private cars to mass transit, and supporting legislation that mandates low-emission zones and new financing mechanisms for public transport. Taken together, these disclosures demonstrate a high level of transparency across the policies addressed, the methods and targets of engagement, and the concrete outcomes the company is pursuing.	A