UK&I
ESG Strategy
Doing business in the right way
UK&I ESG Strategy / 2025 / Page 2
Contents
About us
Our global business
ESG governance
ESG strategy, development and targets
People: Advancing social mobility
12
Health & Safety
12
Social mobility
12
Communities and volunteering
13
Colleague wellbeing, inclusion and engagement
13
Planet: Protecting our planet’s natural resources
14
Climate and energy
14
Waste and resources
14
Responsible procurement
15
Trust: Honesty, consistency and excellence
16
Ethical conduct
16
Cyber security and data privacy
16
Modern slavery and human rights
17
Establishing OCS UK&I’s ESG strategy and
targets provides a transparent approach
which enables our stakeholders to see how
we operate our business in a sustainable
way, incorporating our TRUE Values.
As our business grows so does our
environmental and societal impacts and
we need to leverage this going forwards.
CEO, OCS UK & Ireland
Welcome
UK&I ESG Strategy / 2025 / Page 3
About us
Services and Sectors
Our vision
Becoming the best for colleagues,
customers and communities.
Our vision is to become the world’s best facilities services company.
Our strategy will help us deliver the best outcomes for our
colleagues, customers, and the communities we engage with.
At the heart of this vision are our people, advanced technology,
and a commitment to Environmental, Social, and Governance
(ESG) principles.
Our mission
Make people and places the best they can be.
As a global business with over 130,000 colleagues and a community
that’s the size of a city, we have a responsibility and opportunity to
positively impact the lives of those we’re connected to and society
as a whole.
That’s why we’re on a mission to make people and places the best
they can be because we believe every person deserves the best
conditions and opportunities to thrive.
UK&I ESG Strategy / 2025 / Page 4
About us
OCS Foundation
Our TRUE Values
The OCS Foundation is a charity focused on creating opportunities for children
and young people to thrive. By supporting those who need it most, the foundation
leaves a lasting impact on their lives, helping them achieve a brighter future.
The foundation is committed to contributing positively to communities by giving
less-advantaged young people the best possible start in life.
•
Provide funding and community support to create opportunities.
•
Help children and young people overcome challenges.
•
Focus on supporting those who need it most.
TRUST
Honesty, consistency and excellence.
Built and maintained through transparency
and communication.
RESPECT
People, planet and purpose.
The starting point and ongoing position
for every interaction.
UNITY
Inclusive, diverse and together.
One team working towards the betterment
of each other.
EMPOWERMENT
Dynamic, driven and agile.
Providing the tools and skills to do more,
achieving great things together.
UK&I ESG Strategy / 2025 / Page 5
Our global business
Group ESG Strategy
Our Group ESG Strategy provides
ESG direction for the business,
focusing on two areas:
1. Advancing Social Mobility
2. Protecting our planet’s
natural resources.
Find out more here
Sustainability
ESG Strategy 2024
Doing business in the right way
UK&I ESG Strategy / 2025 / Page 6
ESG governance
Group Board
UK&I CEO, Executive Committee and Leadership
UK&I Safety and ESG committee (SESG)
UK&I Business Unit and Functional Leadership Forums
Group Committees
The Board Directors are collectively responsible for the Group’s success. Our Board of Directors
are collectively responsible for the overall leadership of the Group and for promoting its long-term,
sustainable success, while focusing on its strategic direction, purpose, values and governance.
The Board has ultimate responsibility for both ESG matters and risk management and approves
the Group ESG strategy.
Board’s responsibilities include reviewing and approving our Group ESG strategy and policies,
overseeing risk and corporate governance and monitoring progress towards meeting our objectives
and annual plans. The Board is accountable to our shareholders for the proper conduct of the
business and our long-term success and seeks to represent the interests of all our stakeholders.
The CEO and the UK Executive Committee meet on a monthly basis and oversee the
development of UK&I strategic goals and are accountable for the company’s UK&I ESG strategy,
targets and programme. Executive Committee members are responsible for reviewing and
approving the UK&I ESG strategy, policies and targets and putting in place mechanisms to
deliver the strategy.
Comprised of leaders representing functions relevant to the ESG strategy. The SESG is responsible
for monitoring key QHSE and ESG impacts, risks and opportunities, including reporting and
compliance, and ensuring (1) appropriate mitigation measures, (2) sustainability data quality and
transition to reasonable assurance and (3) that cross-functional teams are in place to manage
ESG risks, regulatory reporting compliance and ESG ratings. The SESG is chaired by the
Chief Legal and Risk Officer.
Responsible for the delivery of the ESG strategy in their respective areas of the business, including
contract ESG deliverables and requirements.
Accountable for driving progress against the workstreams/targets of the business unit or functions
ESG programme and managing related ESG-related risks. Meets annually as a minimum to review
progress against targets and provide updates to the Senior Leadership Committees or SESG.
ESG Committee – Meets quarterly and is responsible for ensuring the Company’s ESG strategy
and associated governance is fit for purpose, and that plans are in place and reported on. Advises
the Audit & Risk and Assurance Committee on ESG-related risks.
The committee is chaired by the Group Head of ESG. It is cross-functional and represented
by regions where the business operates in; members include senior management from HR,
Procurement and Business Units.
Audit and risk assurance committee (ARAC) – Meets quarterly and provides oversight over the
effectiveness of the risk management framework (including the risk appetite and strategy), the
integrity of the financial statements of the Group (including its annual reports), the effectiveness
of the Group’s internal financial controls and risk management systems, and the compliance
framework (including whistleblowing and fraud). The board appoints the committee chair. ARAC
members include senior management from the group executive committee and shareholder
representatives. The committee oversight is cross-functional and group-wide including all regions
where the business operates. Group risks such as ESG are reported to the ARAC.
UK&I ESG Strategy / 2025 / Page 7
ESG governance
ESG risk management
ESG itself, including the key issue of climate change, is considered one
of the Company’s principal risks. This reflects the continued growth
in importance of ESG and its role in the Company’s growth ambitions.
ESG risk is managed as part of the Company’s Enterprise Risk
Management (ERM) framework.
This follows a bottom-up approach, starting at the lowest market/
sector level by local management teams. Risks are then consolidated
at a regional level with reviews and challenges by regional executive
teams. Finally, risks are consolidated and considered at Group level.
Climate risk
In early 2024, we conducted a climate risk scenario assessment with
our insurers to identify risks and opportunities associated with climate
change, as part of our TCFD compliance. This enabled us to identify
potential impacts and implement appropriate measures.
Results and more information can be found on pages 20-28 in
our 2023 OCS Topco Annual Report and Accounts.
Reporting and assurance
OCS UK&I report on scopes 1-3 emissions which are externally
validated by Achilles. We also hold several certifications and
accreditations including ISO 14001 and ISO 50001.
ESG strategy governance
ESG strategy and targets will be reviewed by the UK&I ESG Committee
and UK&I Executive Committee every two years to ensure they remain
relevant and applicable in this ever-changing landscape. Performance
against the strategy and targets will be continuously monitored
throughout the year.
UK&I ESG Strategy / 2025 / Page 8
ESG strategy development
• Sustainable food and nutrition
• Water / Biodiversity
• Climate and energy • Waste and resources
• Social mobility
• Health and safety
• Ethical conduct
• Modern slavery and human rights
• Cyber security
and data privacy
• Colleague wellbeing, inclusion and engagement
• Talent attraction and retention
• Innovation and technology
• Community engagement and volunteering
• Responsible procurement
Materiality
assessment
In January 2024, OCS UK&I
stakeholders were engaged and
consulted over a four-month period.
This involved discussions with the
Board and surveys with customers,
suppliers, colleagues, NGOs and
subject matter experts.
Stakeholders were asked about ESG
topics and asked to rank them in
order of importance and where it
could impact the business most.
Using the materiality assessment
results, internal SMEs (Subject matter
experts), ESG teams and senior
leadership collaborated to develop
the ESG Strategy and targets.
Some of our business units are
also building on top of the UK&I ESG
strategy to create further and more
bespoke targets, which will enable
them to deliver deeper impact for
their respective sectors
and customers.
OCS UK&I
Materiality matrix
People
Planet
Trust
UK&I ESG Strategy / 2025 / Page 9
Development process
ESG strategy development
1. ESG topic
identification
2. Internal and external
stakeholder engagement
3. Material topics
identification and analysis
4. Strategy and target
development
Suppliers and
raw materials
Sourcing a wide range
of goods and services
to support OCS and
customer operations
OCS
operations
Management and
co-ordination of
our services
Customer
operations
Providing our services
to our customer and
end-users
Waste and resource
management
Responsible
management of
waste and materials
Value chain
To deliver the best facilities management services to our customers, we operate out of several regional offices,
with the majority of our work being done at customer sites. Our supply chain supports key operational areas
of our business with a wide range of goods and services, including raw materials and equipment.
UN Sustainable
Development Goals
Contribution to:
UK&I ESG Strategy / 2025 / Page 10
People
Advancing social mobility
Planet
Protecting our planet’s
natural resources
Trust
Honesty, consistency
and excellence
• Health & Safety
• Social mobility
• Colleague wellbeing, inclusion and
engagement
• Communities and volunteering
• Climate and energy
• Waste and resources
• Responsible procurement
• Ethical conduct
• Cyber security and data privacy
• Modern slavery and human rights
OCS UK&I ESG strategy
We pride ourselves on being
a responsible business,
dedicated to adding
environmental and social
value wherever we operate.
We work in partnership with customers,
colleagues, and suppliers to reduce our collective
environmental impact and we leverage our reach
as a global employer to advance social mobility.
Our ESG strategy is based on 10 focus areas built
upon three pillars: People, Planet and Trust.
Social Value is critical to our business success.
We will develop a focused Social Value strategy
later this year.
UK&I ESG Strategy / 2025 / Page 11
OCS UK&I ESG targets
People: Advancing social mobility
Planet: Protecting our planet’s natural resources
Trust: Honesty, consistency and excellence
Ethical Conduct
Adhering to our Code of
Conduct and ensuring best
practice governance and
compliance to laws.
Climate and Energy
Reducing emissions and
energy, promoting and
using more renewables and
greener transport.
Cyber Security
and data privacy
Ensuring our technology
systems and data are
protected.
Waste and resources
Sustainable management
of waste and resources,
promoting the reduction
and re-use of materials.
Modern Slavery and
Human Rights
Ensuring our own (and
supply chain) operations
are conducted in respect of
human and labour rights.
Responsible Procurement
Sustainable and ethical
procurement of goods and
services – considering social
and environmental impacts.
Health & Safety
Protecting and ensuring the
health, safety and wellbeing
of our colleagues and
end users of our services.
Fostering a proactive
culture by focusing on
leading indicators to
implement actions.
Year-on-Year improvement
in Total Recordable Injury
Frequency Rate and Total
Incident Frequency Rate.
All operational directors
to conduct six colleague
engagement visits every year
and all operational managers
to conduct 12 safe site
inspections every year.
All managers and
corporate colleagues to
have read and understood
our Code of Conduct.
All Tier 1 and 2 suppliers
to have signed up to our
updated Supplier Code
of Conduct.
Net zero across scope
1-3 emissions by 2040.
100% renewable electricity
for our offices by 2025.
100% electric or hybrid
vehicles in our fleet by 2034.
70% reduction in scope 1
emissions by 2030.
Social Mobility
Creating opportunities and
supporting people from a
wide range of backgrounds
including young people,
long-term unemployed
and veterans.
Deliver an active
apprenticeship programme
with a strength of 1,000+
apprentices year-on-year.
300 job starts on our
People into Work programme
every year.
All Tier 1 and 2 suppliers
to have completed a cyber
supply chain review by 2026.
All managers and
corporate colleagues to
have completed training
on Information Security
(aligned to ISO 27001).
Zero waste to landfill for OCS
operated sites.
Colleague wellbeing,
inclusion and engagement
Promoting diversity and
support fair treatment in
recruitment, compensation,
career development
regardless of background.
Year-on-Year increase in
colleague engagement
Year-on-Year increase in
% of women in our senior
leadership.
All managers and
corporate colleagues to
have completed modern
slavery training.
Suppliers representing
76% of its scope 3 emissions,
covering purchased goods
and services and capital
goods will set science-based
targets by 2030.
Communities and
volunteering
Supporting local
communities to drive
wider social, economic and
environmental change.
Raise £500,000 for our
chosen charities, including
OCS Foundation, by 2030.
All corporate functions
colleagues will be given the
opportunity to complete a
volunteering day every year.
TOPIC
TOPIC
TOPIC
TARGET
TARGET
TARGET
UK&I ESG Strategy / 2025 / Page 12
People: Advancing social mobility
Health and safety
Being an employer of over 50,000 colleagues, working with thousands of
customers, all of whom operate or interact with the facilities in our care
– OCS has a duty to ensure the facilities in our care remain safe to use
and we do not put people at risk of harm through our
business operations.
Some of our key supporting actions and programmes:
• Incident management – actively promoting and encouraging incident
reporting, no matter how small and ensuring all incidents are
investigated fully to ensure we learn and continuously improve.
• Behaviour and culture change – A regular cadence of behavioural
safety campaigns such as continued driving of hazard reporting,
to support our pillar of continually improving our safety culture
and performance.
• Health & safety performance measurement – regularly reviewing
H&S performance metrics at all levels and focusing on leading
indicators to implement actions that will positively influence
lagging indicators.
• Training – developing programmes and upskilling colleagues using
a combination of internal expertise and external support.
• Improving technical competencies & compliance – Utilising our
OCS UK&I Technical department, populated by fully qualified experts,
to continually improve competency, knowledge and compliance
levels across specialist technical areas such as Fire Safety; Water
Management; Asbestos; Electrical and Mechanical.
Social mobility
As one of the largest employers in an industry that doesn’t set
unrealistic barriers to entry, invests in its colleagues and enables
progression, we can open the doors to career opportunities for people
from all walks of life.
Some of our key supporting actions and programmes:
• Apprentices – bringing in and upskilling new talent and developing
existing colleagues
• People into Work programme – Working with partners to recruit
people who face barriers to work
• Supporting Veterans – to honour the Armed Forces Covenant
and support the Armed Forces Community.
• Employability – engaging and supporting local initiatives on our
contracts to equip local communities for work.
UK&I ESG Strategy / 2025 / Page 13
People: Advancing social mobility
Communities
and volunteering
OCS have customers located across all parts of UK&I, with some areas
having high indices of deprivation. OCS strives to make a positive impact
for all stakeholders. Therefore we support local communities in the
areas we operate in.
Some of our key supporting actions and programmes:
• Working with regional and national partners – for example our
Young Enterprise partnership helps deliver meaningful impact to
local schools.
• Volunteering – developing projects and initiatives for colleagues and
customers to engage with communities and bring mutual benefits to
all stakeholders.
• Establish and support local community partners – charity
and fundraising initiatives to support local projects and the
OCS Foundation.
Colleague wellbeing,
inclusion and engagement
Our mission is to make people and places the best they can be -
therefore we must look after our 50,000+ colleagues by promoting
inclusion and wellbeing in the workplace.
Some of our key supporting actions and programmes:
• CHROMA – providing colleagues with a voice, to share learning
and to promote inclusion and wellbeing across the business.
• Colleague engagement – listening to and opening dialogue with
colleagues via multiple channels such as colleague engagement
forums and surveys. We evaluate our progress toward reaching our
targets via colleague data and regular colleague surveys.
• TRUE stars – recognising and rewarding colleagues who
demonstrate actions and behaviours which reflect our TRUE Values.
UK&I ESG Strategy / 2025 / Page 14
Planet: Protecting our planet’s natural resources
Climate and energy
As a leading FM business, we have a duty to manage energy and
emissions – for OCS, customers and suppliers.
Some of our key supporting actions and programmes:
• Energy reduction – including renewable electricity procurement,
EV charging at our HQ and solar PV at several OCS sites.
• Fleet EV strategy – introducing an EV salary sacrifice scheme and
home EV charging proposition.
• Supplier engagement – working with suppliers to reduce emissions
associated with products, services and logistics.
• Data and reporting improvements – external validation of our
emissions and targets, SBTi alignment and TCFD risk assessment.
Waste and resources
Providing FM services to our customers requires resources ranging
from mops to raw foods. OCS and customers can help reduce waste
and utilities such resources more efficiently, by doing so, there can be
positive environmental and commercial benefits.
Some of our key supporting actions and programmes:
• Partnership approach – working with suppliers to implement
solutions and products which use less raw materials, re-using or
repurposing where possible.
• Waste policy – ensuring we follow the waste hierarchy and circular
economy principles.
• Resource management – looking at innovative ways to reduce waste
and resources – for example, our uniform recycling scheme.
• Training – developing and rolling out waste management and
awareness courses for all colleagues.
UK&I ESG Strategy / 2025 / Page 15
Planet: Protecting our planet’s natural resources
Responsible procurement
Our suppliers have a significant impact on the business,
emissions from our supply chain make up over 90% of OCS’s
carbon footprint. We must also ensure our suppliers act in a
socially and environmentally responsible way.
Some of our key supporting actions and programmes:
• Supply chain engagement – working with our suppliers around
sustainability and looking at ways to improve our supply chain
diversity and gathering more data.
• Governance and policy – development of our Supplier Code
of Conduct and Responsible Sourcing policy.
• Training – ethical training for our procurement team,
achieving the CIPS Ethics Mark.
UK&I ESG Strategy / 2025 / Page 16
Trust: Honesty, consistency and excellence
Ethical conduct
To become the best facilities services company in the world, we expect
our colleagues to act ethically and to uphold our TRUE Values when
carrying out business on our behalf. Our Code of Conduct is an integral
part in helping us achieve this.
Some of our key supporting actions and programmes:
• Process and policies – developing strong governance and compliance
frameworks and policies to ensure all colleagues do business the
right way.
• Training and campaigns – we launched our Code of Conduct and
anti-bribery policy and training.
• Whistleblowing mechanisms – ensure our colleagues, customers and
suppliers are aware of and have access to our third-party confidential
whistleblowing system – SafeCall, as well as being aware of the
internal compliance route.
Cyber security and data privacy
The use of technology is increasing every day. As OCS incorporates
more digital capabilities and innovations, we must ensure that the
business and its customers are protected.
Some of our key supporting actions and programmes:
• Strong Defences and Processes – OCS have a strong suite of
cyber tooling in place that protect us from common cyber
threats and prepares us for future threats. We have a robust
compliance and data protection function that ensures OCS has the
accreditations that are increasingly required by our customers.
• Training and awareness – colleagues must complete training
to understand and recognise the risks around cyber security
and data privacy to better protect themselves at work and in
their personal lives.
• Resilience – OCS has adaptive AI-driven tooling combined with
strong relationships in industry and government to ensure that
we can respond to evolving threats in a proactive manner.
UK&I ESG Strategy / 2025 / Page 17
Trust: Honesty, consistency and excellence
Modern slavery and Human Rights
Our colleagues come from diverse backgrounds and our supply chain
is complex – we must ensure there is no breach of human rights or
incidents of modern slavery within OCS and in our supplier base.
Some of our key supporting actions and programmes:
• Partnership – working with the Slave Free Alliance since 2018.
• Governance – formed a Group Modern Slavery Committee to
ensure we have the processes and structure in place to combat
modern-day slavery.
• Risk management – Developing a Modern Slavery Supplier
risk assessment.
For further information please contact:
UK.ESG.TEAM@OCS.COM