Sustainability Report 2025/26
Q8 operates three distinct value chains — Retail & Direct Marketing, Lubricants, and Aviation — each with its own upstream supply base, own operations and downstream customer base. Together, they define where Q8's material sustainability impacts, risks and opportunities arise across the full upstream-to-downstream scope.
We aim to expand our electric vehicle charging network across the European countries in which we operate through a combination of owned infrastructure and cross European partnerships to secure charging opportunities at Q8 charging points and third-party charging points, strengthening our retail proposition and supporting the shift to low-emission mobility.
Target
~3,100
Q8 EV charging points by 2030
differentiated by geography to reflect market maturity and demand.
We aim to secure long-term access to biofuels and sustainable aviation fuels, while selectively investing in production capabilities to mitigate supply risks and support regulatory compliance. In a market where feedstock access is becoming the binding competitive constraint, building our own supply positions is a strategic imperative.
Target
Establish a balanced and scalable biofuels sourcing portfolio by increasing the contribution of own production, long-term supply agreements, and spot purchases in line with anticipated demand, legislation, and market developments.
We developed a structured decarbonization plan (which constitutes our transition plan for climate change mitigation under ESRS E1-1) to reduce greenhouse gas emissions across our operations, translating our climate ambitions into concrete actions while recognizing the complexity of decarbonizing refinery operations.
Target
Net zero
Scope 1 and 2 emissions by 2050
This target is in line with KPC and supports the goals of the Paris Agreement to limit global warming to 1.5°C. We prioritize Scope 1 and 2 because these are directly linked to our own operations, giving us more control to implement change.
People are the foundation of Q8’s strategy and the enablers of delivery across all strategic pillars. In a rapidly changing energy landscape, our ability to execute ambitions depends on having skilled, engaged, and empowered people at every level of the organization.
Target
Our ambition is that every employee in Q8 Operating Units for whom it is relevant, is assessed against the framework as part of the annual performance review cycle, ensuring that expectations around accountability, collaboration, customer centricity, innovation and learning agility are consistently applied across the organization.
FY 2025/26
“Our mission is to act as a catalyst for a more sustainable energy future – delivering reliable energy today while investing in cleaner solutions and energy-efficient operations.”
