Mitie is the outsourcing partner of choice.
Ourfocus is on delivering services that help
clients be more efficient today and tomorrow.
We’re all about developing people to excel at
what they do, challenge how things are done
and inspire change.
In this report
Highlights from the year
We’ve reduced our
Our net promoter
score is 1% higher
than last year
Mitie Star nominations
of our employees say
they are treated fairly
of employees surveyed
say they’re proud to
work for Mitie
score is 2% higher
than last year
of our profit is invested
back into local
02 Message from the CEO
04 Our strategy
05 Governance and
10 Targets to 2020
15 Health and Safety
27 Our clients
Visit ourwebsite for more information:
Message from the CEO
It’s our people, our clients, our valued suppliers
and the communities and environment we work
in, that make us who we are.
The term sustainability can mean different
things to different people. For me it’s about
the long-term success of Mitie, from a
commercial point of view, of course, but more
importantly from a human perspective. What
will people be saying about Mitie in 10 or 20
years’ time? What will our reputation be as
an employer, a supplier, a partner? I want
everyone at Mitie to think about this in their
day-to-day job, which is why sustainability
underpins our strategy and is ingrained in the
way we do everything.
The results of our materiality analysis this
year have shown that we are in line with
our stakeholders’ needs in terms of priorities.
It was good to see that ethical behaviour
and health and safety, two topics I am
passionate about, are also at the top of
our stakeholders’ concerns.
Our ethical business framework
A responsible company is one that will
succeed and continue to grow, which is why
we take our ethical business framework very
seriously. Introduced in 2014, our code of
conduct, One Code, provides the guidance
and support necessary for everyone at Mitie
to behave in the right way. It helps our people
understand Mitie’s values and the responsible
behaviours that underpin them. One Code
remains a key part of our induction
programme as well as a priority in our
internal communication plans throughout
the year, and we operate a confidential
Speak Up service for anyone wishing to
make a complaint outside the usual
Health and safety
Health and safety remains a key priority for
the group. This year we delivered further
enhancements through continued promotion
of our award-winning Work Safe Home Safe!
employee engagement programme. This has
resulted in improvements in all our health and
RIDDOR reportable rate: 3% improvement
Over 7 day reportable rate: 4%
Over 7 + Over 3 day rate: 6% improvement
Total recordable rate (Major, 7 and 3 day):
Total days lost: 14% improvement
Near miss reporting: 22% improvement
2 Mitie Group plc | Sustainability Report 2016
Carbon Trust Certification
The Carbon Trust provides independent verification and certification services that
recognise real achievements in sustainability and identify improvement opportunities.
This year we decided to submit our impacts for external verification and we are
delighted to have obtained the Carbon Trust Standard for Carbon with a qualitative
score of 77.
We are now one of a few FM organisations in the UK to hold company-wide certification,
cementing our position as a leader in the sustainability arena. The certification provides
us with a framework to continue on our sustainability journey – enhancing our
operational activities, improving energy efficiency and cutting costs at the same time.
Message from the CEO
“A responsible company
is one that will succeed
Our people are our greatest asset
Employee engagement, and employee
satisfaction and retention were also top
of the list in our materiality analysis – both
for the business and for our stakeholders.
This shows our stakeholders truly understand
that Mitie is a people business; without
engaged and motivated employees, we
would not be the business we are today.
We put a lot of time and effort into
understanding our employees better this
year – with the addition of a culture team
and a more in-depth employee survey – and
thanks to the insight we now have, we will
be working on various projects to enhance
employee engagement and satisfaction over
the coming months.
This year we have decided to put more
focus on the evaluation of our environmental
impact and we have been working with the
Carbon Trust to assess our policies,
processes and performance.
I am delighted to report that we have received
certification from the Carbon Trust for the
whole of Mitie which demonstrates the quality
of our approach in this key area.
I’m really proud of our people who continue
to work hard to help us meet our targets.
Together, we’re building a business that is
all about long-term relationships with clients,
our people and the communities in which
Ruby McGregor-Smith CBE,
Visit our corporate website
to download the full copy
of the One Code booklet
we do at Mitie
Sustainability runs through our
clear six pillar strategy to deliver
stakeholder value through a focus
on sustainable profitable growth.
Our business incorporates our sustainability agenda into the way
it operates every day. We realise that having satisfied clients,
employees who are engaged, safe and respected, a community
that recognises our contribution to society, minimum impact on
the environment and an aligned supply chain is fundamental to
Our culture is about ‘doing the right thing’, supporting each other
and being a positive force in our local communities. This approach is
enabled by rigorous policies in areas such as health and safety and
diversity, together with a commitment to reducing the impact of our
operations and helping our clients achieve their own environmental
targets. This approach is ingrained in the way we do everything.
Download ourAnnual Report for our full strategy
Maintain our position as
the leading provider of
FM services in the UK
Increase the range and
scale of services we
provide to our top 200
clients, in the UK and
Attract, retain and
develop the best people
in our industry
Increase the provision of
Grow our public services
businesses by developing
Expand the scale and
breadth of our higher
Our strategy is underpinned by
sound business processes and a commitment to fulfilling
our responsibilities to the wider community.
Our six pillar strategy to deliver stakeholder value
through a focus on sustainable profitable growth
Sustainability Risk Management Governance
4 Mitie Group plc | Sustainability Report 2016
Governance and stakeholder engagement
We believe in doing the
right thing all of the time
How we manage sustainability
Mitie’s strategic objective is to achieve sustainable profitable growth.
We include the word sustainable because what matters is not just our
financial performance, but how we achieve it. We believe in doing the
right thing all of the time, allowing us to operate in an environment
that delivers long-term results.
We have a sustainability steering group, made up of representatives
from across the business who are involved in either operational
delivery or support functions.
The steering group develops the sustainability strategy for Mitie. It
proposes targets which are then approved by the Board. The steering
group meets quarterly to monitor progress against targets and
prepares both internal and external reports. The group reviews
performance annually and evaluates whether the sustainability
objectives for the year have been achieved.
The day-to-day activity happens within our operating businesses.
The businesses are supported by specialists in HR, health and
safety, supply chain management and environmental management
Mitie Group plc
Approval of strategy and targets
Development of sustainability strategy
Measuring and maintaining performance
Review and reporting
Governance and stakeholder engagement
Stakeholder Importance to Mitie Examples of engagement activity
Providers of capital
Assess/rate our performance
Influence our reputation
CDP survey completion
Website investor section
Influence macro and political framework
we operate in
Influence work we secure (public sector)
Participation in initiatives, regulation and policy working groups
Employees Core asset
Present and future delivery of our business
Influence our reputation
Internal communications (email/publications/intranet/extranet)
Annual employee survey
Annual appraisal meeting
Employee roadshow events
Speak Up/Whistleblowing service
Local communities Supporting our operations
Influence our reputation
Community programmes (The Mitie Foundation)
Community Liaison officers (Social Housing)
Events and publications
Website and Social Media
Suppliers Help us deliver quality services
Partnering for innovation
Influence our reputation
Formal and informal meetings
Annual supplier forums
Ecodesk emissions auditing
Website and Social Media
Modern slavery assessment
Clients No business without them
Push us to innovate
Influence our reputation
Formal and informal meetings
Executive Research Programme surveys and events
Annual satisfaction survey
Website and Social Media
Completion of CDP supplier surveys
We use stakeholder engagement to develop and improve the way we do things. From policies and commitments to operational
activities, engaging with all our stakeholders helps us build on our strengths and address our weaknesses. We communicate with
our stakeholders in a variety of ways, choosing those most appropriate for the audience and the message at any given time.
“We make sure we
all our stakeholders
to understand and
meet their needs.”
6 Mitie Group plc | Sustainability Report 2016
Identifying the most
To be successful, we can’t afford to ignore what
the world thinks about us. All our stakeholders
take an interest in our activities and the impacts
they have on the world around them.
Some stakeholders have very specific interests
and identifying which issues to prioritise can be
a challenge for us. That’s why we use a formal
materiality process to identify the most
important issues for our stakeholders and
The materiality process
To identify the issues that matter most to
our business and our stakeholders, we work
with an independent organisation, using a
formal materiality process. The first step of
the process is a workshop with attendees
from Mitie’s management team and various
stakeholders. This year, we welcomed clients,
suppliers, community organisations and
Carbon Trust representatives for a full day
materiality workshop and integrated their
feedback with results from employee and
client surveys to create our materiality
matrix. After this extensive consultation,
environmental, social and governance issues
of concern are placed on a materiality matrix
(see adjacent) that displays their position
relative to the degree of importance to our
stakeholders and importance to Mitie.
Together, the results represent the material
issues facing our business.
Our most material issues
Showing as major priorities for both Mitie
and stakeholders, our three most material
Labour conditions – People are at the
centre of all that we do, and as such we are
committed to protecting the human rights
of all our employees. We strive to provide
a workplace free of harm, discrimination,
bullying and harassment and expect the
same throughout our supply chain. We will
provide fair reward and respect working
hours legislation for every employee.
Corruption prevention – We operate a
zero-tolerance policy towards bribery and
corruption and expect all our employees
to comply with legislation and to take all
reasonable steps to ensure our supply
chain partners operate in the same way.
This is clearly communicated in our ethical
business framework, One Code, and our
ethical business practice policy which forms
part of our employee starter pack and
induction. We operate a whistle-blowing
service for anyone to call anonymously if
they see anything untoward in their area
of the business. Find out more about our
ethical business framework on our website
Employee satisfaction and retention –
Mitie is a people business, without our
employees we would not be the successful
business we are today. Employee
satisfaction and retention is therefore
a key priority for us – these areas are
covered in depth in the talent, engagement
and diversity sections of this document.
Minor Moderate Major
1 Client enga
3 Service qu
4 Client sati
5 Cost effici
7 Impacts on
9 Diversity a
Our material issues
Importance to stakeholder
Issue Section in the report
1. Ethical behaviour Ethics (PG 11)
2. Modern slavery prevention Ethics (PG 11)
3. Fair remuneration Ethics (PG 11)
4. Fraud prevention Ethics (PG 11)
5. Corruption prevention Ethics (PG 11)
6. Safety at work Health and safety (PG 15)
7. Labour conditions Health and safety (PG 15)
8. Employee engagement Engagement (PG 19)
9. Employee satisfaction and retention Engagement (PG 19)
10. Leadership development Talent (PG 23)
11. Employee training Talent (PG 23)
12. Cost efficiency Clients (PG 27)
13. Service quality Clients (PG 27)
14. Integration of multiple services Clients (PG 27)
15. Client satisfaction and retention Clients (PG 27)
16. Client engagement Clients (PG 27)
17. Diversity and inclusiveness Diversity (PG 31)
18. Carbon footprint Environment (PG 35)
19. Energy efficiency Environment (PG 35)
20. Optimal fleet selection and use Environment (PG 35)
21. Community investment Communities (PG 39)
22. Corporate volunteering Communities (PG 39)
23. Impacts on local communities Communities (PG 39)
24. Responsible supply chain Suppliers (PG 43)
Our 24 material issues have been organised under nine categories.
Each category is explored in depth in our sustainability report.
8 Mitie Group plc | Sustainability Report 2016
Issues not on the matrix
The results show clear priorities shared by the both the business and the stakeholders –
these are our core material issues, represented on the matrix. As expected, however,
the results also show that some of the more material issues for our stakeholders were
deemed less important for our business by the business representatives at the materiality
workshop. We have not included those in the above matrix and instead address them here:
There were also issues which Mitie’s management team considered high priorities but
did not make the top list for our stakeholders and we address these here:
• Fire safety
• Toxic chemicals and
• Hazardous waste
• Disease spread control
While these areas are of operational importance to Mitie,
they are tightly controlled via dedicated processes as part
of our well-established health and safety management
system. These processes are subject to regular internal
inspection and audit, and third party review. As such,
although important, we do not consider them to be
• Payments to Government Mitie operates predominantly in the UK and is
headquartered in the UK. We recognise our responsibilities
as a UK business to pay the appropriate level of taxes
to the UK government. Our tax strategy is to manage
all taxes, both direct and indirect, such that we pay the
appropriate amount of tax in each country where we
operate, whilst ensuring that we respect the applicable tax
legislation and utilise, where appropriate, any legislative
reliefs available. This tax strategy is reviewed, regularly
monitored and endorsed by the Board.
• Local sourcing Our procurement teams consider all aspects of
sustainability when selecting appropriate supply partners.
Whilst local sourcing does come into play in certain
decisions, health and safety, ethical business practices,
commercial viability and supplier credentials will take
priority in the decision to choose a vendor.
• Water efficiency
• Renewable energy
• Office waste minimisation
Managing our environmental impacts is a priority for Mitie.
The low scoring of these issues within the materiality
analysis reflects the knowledge that 90% of our carbon
footprint is due to our fuel emissions and the limited
impact our recycling or water usage would make to our
carbon footprint. We do, however, manage and report
on these areas within our environmental section as
whilst they are not material they are of interest to
Ensuring that all of the data that we manage, process
and store is secure is a high priority for Mitie and is
embedded into how we operate as a business. We have
robust processes for dealing with our responsibilities in
this area. The fact that the treatment of confidential data
was not seen as highly material by our stakeholders is
mainly due to the fact that they see this as a given and
part of business as usual.
• Migrant workers
Managing the entitlement to work in the UK is an
important issue for Mitie, as the potential fines for getting
it wrong are up to £25,000 per employee. We have
proven robust procedures in place to check people’s right
to work and work closely with the relevant government
departments in this area. In a similar way to the topic
above, our stakeholders take this area of compliance as
a given and accordingly did not perceive it to be material.
Issues raised by stakeholders Issues raised by MitieHow we have addressed the issue How we have addressed the issue
Using our materiality assessment
We use the materiality assessment to refine our targets and identify areas for
improvement. It is used by our Corporate Risk Management team to inform our risk
matrix and by Senior Management to inform ongoing business strategy. The contents
help us select the information contained in this report, providing data that responds to
Targets to 2020
targets to 2020
Our business is focused on helping clients run their
businesses more effectively. We’re all about developing
people to challenge how things are done and inspire change.
Ensure all our employees have read and
understood our code of conduct
This is a new target intended to reflect how material ethical conduct is
to both Mitie and our stakeholders. The way we intend to measure this
is to look at how many of our employees have completed the in depth
e-Learning course about the code of conduct. Since its rollout, over
4,000 people have completed the course.
Achieve 100% confidence in management when it comes to
Health and Safety
In our last employee survey 89% of respondents agreed their line
manager took their health and safety concerns seriously. Our target
Achieve 90% employee engagement based on
Mitie’s proprietary model
Our score this year based on an employee survey is 76%.
This is an increase of 2% on last year.
Improve client satisfaction to achieve
a Net Promoter Score of 25%
Our Net Promoter score is 21%, which is a 1% increase on last year.
Embed diversity in all our practices
(achieve 90% diversity score based on Mitie’s proprietary model)
90% of employees surveyed agreed they have equal opportunities
regardless of gender, ethnic origin, disability, religion, age or
Reduce our carbon footprint by 35%
So far we have achieved a 29% carbon footprint reduction.
This is a 3% improvement on last year.
Dedicate 1% pre-tax profit to community investment,
through the Mitie Foundation’s activities
Our community investment for the year represents
0.9% of our pre-tax profit.
Embed our values and beliefs in our supply chain
We continue to work with all our suppliers, collaborating with them to
embed our values and achieve sustainable improvements that benefit
them and us, as well as our clients.
Work to be done
CommunitiesHealth and Safety
10 Mitie Group plc | Sustainability Report 2016
Always doing the
Having the highest ethical standards and being
able to show that we stick to them is fundamental
to Mitie’s ability to succeed as a business over
the long term.
A responsible company is one that will
succeed and continue to grow, which is why
we take our ethical business framework
very seriously. Introduced in 2014, our
code of conduct, One Code, provides the
guidance and support necessary for
everyone at Mitie to behave in the right way.
It helps our people understand Mitie’s values
and the responsible behaviours that
One Code remains a key part of our
induction programme as well as a priority
in our internal communication plans
throughout the year, and we operate a
confidential Speak Up service for anyone
wishing to make a complaint outside the
usual management channels.
Our code of ethics lays down our core
values and the responsible behaviours that
underpin them. We expect our people to
follow the code at all times and we use our
influence to encourage our suppliers and
partners to observe its principles too.
One Code covers all of the ethical issues
that face our business every day. We have
split the code into three areas and explain
the issues and behaviours that we expect
from our people.
The first is “Our people” where we explain
how we conduct our operations responsibly
from the perspective of health and safety,
sustainability, diversity and equality.
The second is “Our business” which covers
bribery and corruption, gifts and hospitality,
conflicts of interest, responsible partnerships
with our suppliers, competition and dealing
in Mitie shares.
The final area is “Our integrity” which
includes sections on protecting our
business assets, information management
and security, data protection and the
management of confidential information,
political relationships, communicating
with the outside world and financial and
non-financial accounting and reporting.
John Telling, Group Corporate
Affairs Director and Chair
of the Sustainability
“It was clear from the materiality work
that we did this year that ethics is a
really important area for our
stakeholders. This doesn’t surprise me.
In an era where the behaviour of
corporates is increasingly coming under
scrutiny every organisation needs to
look at itself in the mirror. At Mitie this
happens across our business. Whether
it is training our people in our code of
conduct or the Board reviewing our
corporate governance structures and
processes, our starting point is always
to do the right thing. This stretches from
reviewing the implications of modern
slavery and human rights to equality in
pay and the composition of our
subsidiary boards. We may not get
everything right, all the time, but we will
always try to.”
12 Mitie Group plc | Sustainability Report 2016
Since we introduced One Code we have
included it in all of the induction sessions for
our new people and have trained our existing
people as well.
Our people survey Misay has shown that we
are making progress. 86% of our people said
that they were treated fairly by the people
they work for. However, 39% of our people
said that they did not feel that their pay was
fair for the work that they do. This is an area
we need to look at and over the next year we
will be working out what is behind this result
and looking at what we can do to change our
people’s feelings in this area.
In addition to the code there are other issues
that have been addressed this year.
National Living Wage
As a top ten private sector employer, we
welcomed the announcement that a new
National Living Wage (NLW) would be
introduced in the UK in April 2016. We are
supportive of this move, which ensures that
those of our people who are affected, are
better rewarded and feel more motivated
to do the jobs they do. It will also improve
retention rates across our business.
Modern Slavery Act
We recognise our responsibilities to society
in relation to our supply chain. We actively
engage with our suppliers to ensure that they
share our values and comply with relevant
legislation. We welcomed the introduction
of the 2015 Modern Slavery Act and the
provisions within Section 54 covering supply
chain transparency in the Home Office guide.
We will not tolerate human trafficking, slavery
or forced labour of any type. We will be
producing our slavery and human trafficking
statement in accordance with Home Office
guidelines by September 2016.
Mitie is committed to the UN Guiding
Principles on Business and Human Rights
and the International Labour Organization
convention. Protecting and preserving human
rights in every territory we operate in is
embedded in our culture and fundamental
to our company values. This is reflected in
our policies and actions towards our people,
suppliers, clients and the communities and
countries where we do business.
What we achieved
“One of the things that attracted me to working for Mitie in the
first place was that it was clear from their website that they are
a company that has a clear set of values that really encourages
its employees to behave in the right way. That’s really important
to me and I was delighted when I started working here to find
that was the case. It makes me feel good about the work that I
do and the company that I am a part of.”
As the materiality review showed that ethics was an important area for both our own
people and our stakeholders we have introduced a new 2020 target this year:
Ensure all our employees have read and understood our code of conduct
This is a new target intended to reflect how material ethical conduct is to both Mitie
and our stakeholders. The way we intend to measure this is to look at how many of our
employees have completed the in depth e-Learning course about the code of conduct.
Since its rollout, over 4,000 people have completed the course.
Our One Code is two years old this year and we will be refreshing it to make sure that
it covers everything that it needs to. We will then develop a communications plan and
an e-learning programme to make sure that it reaches as many people as possible.
Because of the importance of ethics to our clients we will be incorporating it into our
Executive Relationship Programme for the next year. This will take the form of white
paper research followed by an event at which a number of our key clients will discuss
the issues raised by the research. We will also share the results of the research with the
wider market via the website “Workplace Strategy” which is a forum for the best new
thinking in our markets.
14 Mitie Group plc | Sustainability Report 2016
in health and safety
Health and Safety
Wherever we work and whatever we do,
the health and safety of our employees
is an absolute priority. This year we’ve
focused on engaging with colleagues across
Mitie to continue to bring home the crucial
importance of assessing the risks around
us, making the right decisions and
always working safely.
What we achievedOur approach
Health and Safety
We have a defined strategy to deliver excellence in health and safety performance,
based on a clear vision of what “good” looks like and how this will be achieved. We strive
to achieve this excellence in performance by focusing on the following areas:
Health and safety management begins at the top with strong leadership. Our leadership
development programme has focused on providing our leaders with the ability to prioritise
the things that really matter in keeping our people healthy and safe, by focusing on the
significant risks, understanding the root causes of unplanned events and, ultimately,
embedding our core values: excel, challenge and inspire.
Our management system is designed to provide a strong framework for managing risk,
aligned with the requirements of the international standards for quality management
(ISO 9001), environmental management (ISO 14001) and health and safety management
(OHSAS 18001). We aim to keep our processes and procedures as simple and pragmatic
as possible to ensure they are readily understood and followed by all our employees.
Underpinning everything that we do is our employee engagement programme, based
upon our core values:
Excel – we set clear expectations. We are open and honest, and welcome ideas
to improve our QHSE performance;
Challenge – we challenge people when they don’t do the right thing, no matter
who they are, and
Inspire – we take pride in working safely and are committed to setting new
We want all of our 62,000+ employees to be passionate about working for Mitie and to
go home safely at the end of the working day – we call this our Work Safe Home Safe!
programme. This programme has operated for over six years, constantly evolving to
meet the needs of our people and the work they carry out for our clients.
Throughout the many varied activities that
our people undertake, in the varied working
environments that this work is carried out
in, looking after our people remains of
Reviewing our targets
Looking at our materiality analysis, and as
part of a review of our performance within
the sustainability steering group, it was felt
our health and safety target ‘Embed our
Work Safe Home Safe! behaviours’ was not
strong enough. We have therefore decided
to amend this target and measure both
awareness and leadership within health and
safety. We will now therefore measure our
employees’ confidence in their management
with regard to health and safety concerns.
From this year onwards, our aim is to
achieve 100% confidence – this will be
measured via our employee survey and the
score we receive on the following statement:
“The person I report to takes my health and
safety concerns seriously”. We are delighted
to have achieved 89% this year.
During 2015/16, approved by our Chief
Executive, we reviewed, revised and
refocused our QHSE strategy – providing
a simplified and clear vision and mission
on which to build our QHSE activities. The
strategy was developed in a straightforward
and simple manner, to make sure that the
things that really matter will be delivered,
providing the following key strategic aims:
To continually improve our performance
measured through the right set of key
To provide meaningful employee
engagement through targeted
To ensure people are competent to
do their job effectively;
To ensure the right leadership and
ownership in the right places;
To engage with our clients on QHSE
management and ensure a high level of
satisfaction – giving Mitie a competitive
improvement on RIDDOR reportable rate
of our employees feel their manager takes
health and safety concerns seriously
improvement over 7 day reportable rate
16 Mitie Group plc | Sustainability Report 2016
Health and Safety | what we achieved
Our long-established Work Safe Home Safe!
engagement programme continued to be the
cornerstone of our efforts to ensure all our
employees, at every level, are aware of their
safety and wellbeing responsibilities when
at work. Our ‘One lapse can last a lifetime’
series of short dramatic films, supported with
additional learning material, ran throughout
Increased use of social media to release the
WSHS! films and supporting material has
enhanced our ability to track, in real time, the
uptake of this material. Since its launch, we
have had over 41,000 downloads of our
material for use during team meetings,
toolbox talks and team training.
During 2015/6 focus was given to employee
engagement via a range of specific risk-
based workshops and ‘safety stand down’
days, addressing specific business risk
profiles including road risk, work at height
and occupational health. Award winning campaign
Our commitment to workplace safety was rewarded this year with
a Royal Television Society award for our employee engagement
programme, Work Safe Home Safe!
One of our Work Safe Home Safe! films, ‘The Penalty’ was the only
corporate film to be nominated and went on to win ‘Best Short Film’.
The films are relatable and powerful, and place an emphasis on
improving people’s overall safety awareness, at work and at home.
leadership in health and
safety continue to be
improvement over 7 + Over 3 day rate
improvement on total recordable rate
(Major, 7 and .3 day)
improvement on total days lost
Health and Safety | what we achieved
Having refreshed and re-communicated our QHSE strategy
during the year, with a three-year time frame to achieve our
aims, we will continue to focus on delivering the programmes
to achieve these aims.
We will continue to deliver the ‘One lapse can last a lifetime’
phase of our Work Safe Home Safe! programme, and develop
further materials to make sure the message is understood across
all our operations, using a wide range of communication tools.
We will develop consistent measures of what ‘good’ looks like
to help us achieve our vision of QHSE excellence.
Innovative ways to communicate key health and safety messages
Part of the reason our Work Safe Home Safe! employee engagement programme has been
so successful is that each area of Mitie is able to customise the programme to the services they
deliver and the areas they work in. The autonomy the teams have means they can respond to
local issues very quickly and adapt to varying needs as they arise.
One such example is within our specialist services business where senior management invited
engineers and technicians to discuss safety and suggest new ideas of communicating existing
content. The team came up with new stickers they could put on the inside of their vans and on
work equipment as they felt they needed to be reminded of health and safety at busy times,
whilst they were working.
The stickers have proved extremely successful, not just in reducing the frequency of accidents but
more importantly in engaging the front line team in safety discussions, with the teams now feeling
they have greater opportunities to make their voice heard and put their ideas forward.
18 Mitie Group plc | Sustainability Report 2016
What we achievedOur approach
Why engagement matters
We introduced a new culture team into the business, dedicated to
improving the motivation and engagement of our people. Why?
Because we’re a people business and research shows that employee
engagement levels correlate with better financial performance and
higher levels of innovation. The stats speak for themselves:
59% of engaged people say work brings out their most creative
ideas, while only 3% of the disengaged agree (Gallup);
67% of engaged employees advocate their organisations, with
only 3% of the disengaged doing the same (Gallup);
engaged employees take 2.7 sick days per year, while those
considered disengaged take 6.2 (Gallup). Engaged employees are
also 87% less likely to leave an organisation than the disengaged.
Some estimates put the cost of high turnover among disengaged
employees and the cost of replacing each employee at equal to an
annual salary (Engaging for Success, Macleod et al).
Employee engagement has always been
a high priority but had an even keener
focus this year. This was most noticeably
underpinned by our investment in a new
culture team, responsible for reinforcing
Mitie’s culture, improving the motivation and
engagement of Mitie people and measuring
Introduced half-way through the year, the
team’s first major project was the rollout of
a brand new engagement survey, Misay, to
create a new benchmark when it comes to
employee engagement. We invested in an
independent format to provide total
engagement score, based on our
independent employee survey
assurance of confidentiality and to highlight
how strongly we value full and honest
feedback. We also involved over 1,000 of our
people in creating the survey – from setting
up dozens of workshops to brainstorm survey
topics and questions, and pilot testing the
new format, to acting as champions to help
roll out communications, feedback and
We had a significant rise in respondents this
year, from 7 % in 2014 to 13% in December
2015 and a greater percentage of front line
employees (74%) vs salaried employees (10%),
giving them a louder voice. But what’s been
invaluable is the addition of free commentary
boxes, providing us with over 80,000
individual comments and suggestions for
improvements to help us become an even
stronger people business.
81% of employees surveyed say they are
proud to work for Mitie.
individual comments from employees in
this year’s survey
20 Mitie Group plc | Sustainability Report 2016
Recognising and rewarding those
who go above and beyond
Fraser was a true hero for a family who lost
control of their car last year. After the car
plummeted, landing 50 feet below in a loch,
Fraser not only rescued the four members
of the family who were on their way to the
airport, but their luggage, too!
His bravery and cool head earned him the
gratitude of the family, and a position in last
year’s Stars awards final.
Engagement | what we achieved
The results have highlighted the areas in
which we excel and need to maintain, as well
as those we need to address in each business
over the coming year. We are currently
responding to this feedback with our
business leaders to ensure ownership and
collaboration are maximised. Our employees
told us that they feel supported, safe and
happy with the way they are treated by the
people they report to, but would like even
more face-to-face time with them and more
regular performance reviews.
Employee induction was a common topic
across this year’s survey. Our regional
induction programme, which was introduced
last year, has been well received at all of our
employee roadshows. We will now focus on
improving the induction of new employees
at a local level and a group level, doing so
on a more personal and consistent basis.
Recognition was another key theme;
our Stars scheme continues to go from
strength to strength with an increase of
629 nominations from the previous year
(3,095 in total). But feedback suggests
that we need to work harder at instantly
recognising the hard work and achievements
of our people, as well as acknowledging and
rewarding our long-serving employees.
And lastly, we’ll be exploring ways to improve
our current payroll process and the support
provided for our employees with payroll queries.
To maximise the output from this exercise, we
are discussing ideas with our people through
a variety of events and will be hosting focus
groups, pulse surveys and working forums to
agree definitive projects for development and
roll-out over the next year.
Mitie Star nominations
Mitie Stars were nominated by our clients
Engagement | what we achieved
We will be developing a comprehensive approach to wellbeing
over the next year to help improve the financial, physical and
mental health of all 62,000+ Mitie people. Personal wellbeing,
in particular mental health, was mentioned frequently in this
year’s Misay survey – a trend supported by the World Health
Organisation which estimates that one in four people will be
affected by mental health illness at some stage in their lives.
The Health and Safety Executive also estimates that stress
costs business £3.8 billion a year.
As well as developing a robust wellbeing and occupational
health strategy over the next 12 months, we will be progressing
with our newly-established wellbeing calendar to help promote
the main health awareness days world-wide, and the ways our
employees can prevent, identify and treat disease.
We will also continue to drive awareness of and engagement
in our employee assistance programme (EAP), providing free,
confidential and independent advice and guidance on a range
of topics including home life, work life and wellbeing for our
people and our confidential Speak Up service for employees
who become aware of issues relating to bullying and
harassment, discrimination, health and safety, and fraud.
What did our people say?
86% positively agreed with the statement: “The person I report to treats me fairly.”
This rose to 91% when asked if they are treated with respect.
90% of employees agree they have equal opportunities regardless of gender, ethnic
origin, disability, religion, age or sexual orientation.
22 Mitie Group plc | Sustainability Report 2016
developing our people
The development and retention of our
employees is a constant priority. It helps us
grow our business to be the best it can be,
in a responsible, sustainable manner
and in a way that stays true to the Mitie
ethos of providing opportunity for all.
Development opportunities are made available
to all our people, enabling them to meet the core
requirements of their role, to maximise their
performance, and to enable their future career
progression within Mitie – whoever they are.
Each business area, working in partnership with HR,
identifies and implements initiatives to ensure all its
people receive the training they need to be effective in
their roles, ensuring full compliance with legislative and
regulatory requirements and providing access to
opportunities to further develop their careers.
We focus particularly on management and leadership
development so that individuals at every level are
equipped with the knowledge and skills needed, from
first line supervisors, to middle managers and into
senior and executive management.
An annual talent and succession review is led by the
central HR team, with the CEO and each business MD,
reviewing the performance and potential of the ‘top
100’ population. A structured talent and succession
action plan is generated, owned by each business MD,
detailing agreed actions to best develop and leverage
capability and mitigate business risk arising from
potential skills gaps.
The recruitment of graduate talent is of critical
importance to support fresh thinking in the business.
Mitie has forged strong relationships with universities
across the UK to attract candidates from broad and
diverse backgrounds. The Mitie Graduate Programme
involves candidates completing a number of structured
placements over a 12-month period, in different
business areas, gaining practical experience working
closely with our client base. The programme has now
been successfully delivered for seven years, with +70%
retention to date.
The Apprenticeship Programme is an essential element
of the talent and succession strategy. It has significantly
grown in size and reach over the past four years, with a
broad range of apprenticeships available to existing
employees, as well as to school leavers and other young
people – with a focus on attracting applicants from
under-represented groups (female and ethnic minorities).
Once apprentices have completed their programmes,
they are encouraged to consider a higher level
apprenticeship as part of an agreed career development
plan. All apprentices are employed in a permanent role
on starting their apprenticeship and upon completion.
To date, over 40% of apprentices have progressed
to a managerial role within five years of completing
We gained recognition at the
Apprenticeship Careers Awards as
a Top 10 Apprenticeship Employer
in STEM (Science, Technology,
Engineering and Mathematics) and
as an overall Top 50 Apprenticeship
Employer in the UK.
From cleaning operative
Enzo is one of our many successful
apprentices. Having joined Mitie in
2009 as a cleaning operative, he
has been promoted twice and now
works as an area co-ordinator.
Throughout his career at Mitie,
Enzo has not only progressed
professionally, but also fast tracked
his personal development by
completing a variety of functional
courses such as English, maths,
and customer service training.
“Mitie’s training and support have helped me to be better at my
daily job, but also helped me improve my English. I understand
my responsibilities more clearly and feel more confident to face
24 Mitie Group plc | Sustainability Report 2016
The development and retention of
leaders remains a key priority.
We have made a significant investment in
the independent, external assessment and
development of the Senior Executive Team.
This has provided the business and each
individual with areas of strength and how to
best leverage these, and areas of development,
to ensure Mitie has the required skills and
capability to realise future growth and business
plans. This was an outcome of the annual
Talent and Succession Review and is being
used to actively inform succession planning.
In addition to this, every business area has
invested in the further development of its
leadership population, to support the delivery
of future business performance:
A further Key Accounts Programme was
delivered, in partnership with Manchester
Business School, for 20 key individuals in
roles including key account director, sector
director and regional operations director,
focused on developing strategic thinking,
customer relationship management and
commercial management. Now in its third
year of delivery, five delegates have gained
promotion to date.
We have delivered 398 training days,
with 379 delegates, across all levels of
management, within Technical Facilities
Management focused on developing skills
and capability in core management
fundamentals and improving awareness
and understanding of areas such as mental
health and wellbeing.
We have continued to develop our account
capability in effective customer relationship
management, through the Journey to
Service Excellence Programme, designed
and delivered within our Integrated Facilities
Management business, in partnership with
Rolls-Royce. This modular programme, for
c.800 people, in total, across all levels of
employee includes elements such as:
The Trusted Advisor Programme;
three-day residential programme for
Leading the 1Team Way; four modules
for Team Leaders
The 1Team Way; four modules for
in-house delivery teams
We have focused on promoting
apprenticeship opportunities to address
gender and BAME imbalances in certain
sectors. In the last year, this has resulted in
20% of new apprentices in our engineering
business being female and 8% within
construction related apprenticeships. 13% of
our new engineering apprentices have come
from within the BAME community and 8%
within our construction business. These
figures compare favourably against national
averages of 3.8 % female and c.4% BAME in
Engineering and 1.7% female and c.3% BAME
What we achieved
Total training days delivered this year
E-learning courses completed this year
Graduate programme statistics:
Years the programme has been running
Retention vs 63% industry norm
For the second
successive year Mitie
has had over 2,000
apprentices in training
during the period, with
90% achievement level,
against the national
Developing the leaders of tomorrow
In 2016, Mitie apprentice Isabelle Winter won the National
Business Admin Apprenticeship Award. As part of her prize,
Isabelle attended a day at 10 Downing Street where she met
a Member of Parliament, took part in a QA session and had
“The Apprenticeship Programme gave me great opportunities
and experiences that have helped me to grow, and I am
extremely thankful for this.”
Talent | what we achieved
Developing leadership and management capabilities
Our Cleaning business will invest significant time and resource developing middle
managers in effective leadership and maximising employee performance, engagement
Our Technical Facilities Management business will further expand the delivery of the
‘Manager Essentials Programme’ across UK sites, developing core leadership capability.
Building on the success from FY15/16, our Security business will provide further
development to Operations Managers and Site Managers, increasing cross-business
knowledge and customer service ethos.
Building on the success of the Key Accounts Programme, a next-level programme
will also be designed and launched with Manchester Business School. At least twenty
delegates will gain structured development in areas such as senior leadership, developing
marketing-led strategy, commercial management and building effective relationships
Developing young talent
We will build on the previous success of the Mitie Graduate Programme, doubling the
number of candidates that will join Mitie in September 2016, with the introduction of
more specific Finance and IT-based graduate programmes.
We intend to support the Government’s initiative to increase apprenticeship numbers,
with particular focus on extending apprenticeship delivery in our Healthcare and Catering
businesses, and continuing the emphasis on expanding diversity across all of our
apprenticeship programmes. Additionally, we plan to encourage a greater number of
people to commence a Higher Apprenticeship Programme, particularly at levels 4 and 5,
and we have started discussions with academics and a number of our competitors to
develop additional sector-specific programmes at these levels.
We will continue to maintain our activity in a number of Apprenticeship Trailblazer
initiatives across the sector to ensure that there are approved new standards relevant to
our people in all the business sectors in which we operate. Additionally, we will continue
with our efforts to encourage the adoption of apprenticeships amongst our supply chain.
The year ahead is likely to see multiple announcements regarding detailed operation of
the new Apprenticeship Levy. We are staying close to developments so that we will be
ready to maximise apprenticeship participation when the future arrangements are known.
26 Mitie Group plc | Sustainability Report 2016
What can clients expect from us – especially in
relation to their social and environmental goals?
The key to achieving our target is meeting,
anticipating and hopefully exceeding our
clients’ expectations. We do this through great
relationship management, innovative thinking
and clever use of technology, backed up by a
culture of customer service.
What we achievedOur approach
Building our business isn’t simply about
maintaining the status quo – our
success and growth depend on building
long-term relationships with our clients
that position us as a trusted partner and
Because of the way Mitie operates and
the vast number of services and markets
we work in, it can sometimes be hard to
approach something in a ‘one size fits all’
manner – especially when dealing with so
many different clients, each with their own
requirements. However, we developed a
client relationship management training
programme that aims to professionalise
the way we deal with clients at every level.
The programme has five main themes our
people need to understand and explore
when engaging with clients:
Knowledge – making sure we take time
to understand our clients’ business,
objectives and strategies;
Value – focusing on those activities that
add real value to the client, investing in
innovation and pioneering new ways of
working on the contract;
Relationships – investing in and
maintaining relationships throughout the
length of the contract and beyond, not
just at the point of sale;
Capability – keeping up with and
adapting to change as quickly and
efficiently as possible to meet our
clients’ needs at all times; and
Development – sharing best practice
throughout the organisation to make
sure we’re developing our people,
processes and services consistently
and constantly, always learning.
Client satisfaction is measured informally
throughout the year within contract
management and business specific
teams. We also measure satisfaction
more formally once a year through
an independently-run client survey.
Using a different approach to previous client
satisfaction surveys, this year we gave our
key customers the opportunity to expand
on their answers via comment boxes at the
end of each question – resulting in 1,658
free expression comments. In addition to
this, more than 10% of senior decision
makers at our top 200 contracts were
called for a one-to-one telephone interview,
enabling us to consider their feedback in
more detail. The quantitative data and
qualitative feedback received from both
the free expression comments and the
telephone interviews have now been shared
with the relevant teams to take action to
ensure we are partnering with our clients in
a way that works for them.
Client relationship management
In 2014, we launched the Miclient, our futures
campaign, providing a platform for Mitie
people to learn new ways to keep customers
at the centre of our service. As part of the
initiative, we introduced the Miclient Awards
in 2015, which received over 91 nominations
from across our business and recognised
winners in three categories – ‘Best aligned
to the Miclient pillars’, ‘Outstanding individual
or team contribution’ and ‘Most inspiring
The results have been clear – our contract
retention rate is 88%. Most notable successes
include extensions with RWE npower, the
Cumbrian Collaboration, and a landmark
extension of our international service
provision for Rolls-Royce.
In an extensive research project, we
investigated trends affecting the rapidly-
changing modern workplace, including
employee productivity, impact of new
technology, and employers’ attitudes to
wellbeing, the importance of effective data
and the battle for talent. The results
demonstrate significant differences across
market sectors and between different
employee age and gender profiles.
Three ERP events:
Two legal sector roundtables:
One finance sector roundtable:
Debate: How can FM impact productivity
in the workplace?
Workshop: How to create an outcomes-
based model for FM delivery
Debate: How can FM deliver workplace
Optimising outsourcing in the legal sector
Embracing workplace change
Are people working in financial and
professional services really unhappy
with their workplaces?
Net promoter score
Now in its third year, our award-winning
Executive Relationship Programme (ERP)
focuses on a wide range of strategic
28 Mitie Group plc | Sustainability Report 2016
Our clients | what we achieved
This research discovered that the quality of
our clients’ buildings and facilities had a direct
result on their employees’ productivity and
satisfaction in the workplace and helped shape
a number of the events throughout the year.
Over 50 clients attended our ERP events
during the year and we have had over 2,800
pageviews of our blogs on workplace topics.
The ERP programme was externally
recognised in the B2B Marketing Awards for
the ‘Best corporate decision-maker-targeted
campaign’ category in November 2015. The
success of the programme has prompted us
to roll it out to other regions within the UK
and to other key sectors.
This year, we’ve continued to develop our
management information tool, Miworld,
improving functionality and ensuring that our
people and clients have access to up-to-the-
minute data for all facilities management
services. The progress with Miworld over the
last 12 months has been largely underpinned
and enhanced by wider investments in
technology from our individual service lines.
We’ve witnessed dramatic innovations in our
services over the last year, from the
introduction of drone technology in our
landscapes and security businesses, to the
mobilisation of wearable technology for our
cleaning teams. We have even launched new
monitoring software that allows our
compliance team to track the wear and tear
of individual building components, enabling us
to provide a more tailored level of service that
truly reflects the lifecycle of clients’ property
assets. As a result, we have had access to
increasingly detailed FM and property data
that can be collated and analysed to develop
new, unique and exciting solutions for
Sustainable development framework
We have continued to work with key clients
to achieve their sustainability objectives. Our
initiatives to add value to our clients’ estates
have included waste and recycling schemes
and LED lighting projects, leading to multiple
award nominations for the edie Environment
Energy Awards including the Waste and
Resource Efficiency Award, the Health and
Safety Initiative Award and the Energy
Institute Manager of the Year.
We were also proud to win an award from
Acre 365, a sustainability awards scheme,
recognising the environmental impact of our
energy work with Lloyds Banking Group, which
has delivered more than £5 million in savings.
Our sustainable development framework has
been instrumental in helping us to examine our
operations from the inside out, thereby
enabling us to identify areas of improvement
for sustainable operations and, subsequently,
improve customer experience.
Winners at the Business to Business Marketing Awards 2015
In its third year, our Executive Relationship
Programme (ERP) won ‘Best corporate
at the 2015 Business to Business
The ERP was launched in 2013 to help
Mitie build relationships with strategic
level contacts across our top 400 clients
and prospects, with the aim of changing
the marketing model from reacting to
tender invitations for fixed specification
contracts to engaging C-level executives
to influence their strategies and create
new business opportunities.
In 2014 over 100 senior executives took
part in events and research. The average
contract value signed by clients who had
taken part in the programme is three-
and-a-half times greater than companies
that have not. Furthermore, the average
contract renewal value is four times
greater among those who have taken
part than among those who have not.
Our clients | what we achieved
In addition to the great strides made by our Miworld team this
year, we are excited about the launch of Edison, a workplace
assistant tool that forms part of the wider Miworld suite.
Targeted at end-users within the buildings that we service,
Edison is a web-based platform that gives users access to
building facilities and services at the tap of a button, helping
them to make their work lives easier and enabling them to
make the most of their workplace.
Thanks to our Executive Research Programme, we have been
able to generate a rich output of strategy documents and white
papers which have been very well received. This has prompted
us to sponsor an industry knowledge portal where this and other
valuable content can reside and be shared with like-minded
Called Workplace Strategy, the portal is run independently with
its own editor. While we realise that the FM industry isn’t exactly
short of publications, we believe that Workplace Strategy will
fill a gap in this field by focussing on the strategic rather than
operational dimension of facilities management. The content will
span a wide range of subject matter including expert opinion, case
studies of industry best practice and innovation, current industry
issues, research and latest thinking.
Furthermore, we believe that Workplace Strategy will have the
added benefit of bringing Mitie closer to its clients and potential
clients through a better understanding of the strategic issues
they face and the drivers in their particular sphere. We believe
that this understanding will allow us to develop more relevant
solutions, tailored to the future needs of our clients.
Recycling efforts at
Our contract with Birmingham Airport
created an opportunity to divert food
waste from other streams, in order
to increase recycling efforts and to
prevent the contamination of recyclable
materials. Following a small trial to
get stakeholders fully involved and
committed to the new process, food
waste was successfully segregated
and a full recycling scheme rolled out.
Working within one of the larger
offices at the airport, we have recycled
almost 9,000 kg worth of goods, with
further growth expected over the
next few months.
Mitie helps Network Rail achieve
Carbon Trust accreditation
Network Rail, under the management of Mitie,
became one of the first organisations in the
transport sector to be awarded the Carbon Trust
Standard for Waste certification for all of its UK
corporate offices and training centres.
The Carbon Trust Standard for Waste provides a
framework for organisations to measure, manage
and reduce their waste outputs year on year, with
independent verification of actual progress. Thanks
to Mitie, Network Rail was awarded a particularly
high score in the qualitative waste management
assessment conducted as part of the certification,
putting the business in the top 10 percent of all
organisations assessed by the Carbon Trust.
30 Mitie Group plc | Sustainability Report 2016
Mitie’s employment practices and policies are
designed to recruit, motivate, retain, train and
develop the very best people, recognising that
this can be achieved only through offering equal
opportunities regardless of gender, race,
religion, age, disability, sexual orientation
or any other aspect of diversity.
What we achievedOur approach
The Board is responsible for driving the diversity agenda
throughout the organisation, supported by an independently-
chaired Diversity Steering Group comprised of senior business
leaders from all business areas, as well as the chairs of our
employee diversity networks. The Steering Group identifies
group-wide strategy and facilitates business-specific diversity
action plans to drive the diversity agenda.
The Board remains committed to developing a culture that
encourages the inclusion and diversity of all of the Group’s
employees, respecting and appreciating their differences and
promoting the continuous development of employees through
skills enhancement and training programmes. Mitie is keen
to ensure that all aspects of diversity are considered in the
promotion, retention and development of the talent pipeline
throughout the group as well as at Board level. We have recently
introduced Board-level targets around gender, race and age for
each of our businesses.
We are delighted to have achieved our 90%
target with regard to diversity.
We are passionate about building a diverse
and inclusive business, and we’re focused on
supporting and developing all of our people,
irrespective of gender, age, race, faith, sexual
orientation, disability or culture.
That’s why on 21 September 2015 we kicked
off our second Diversity Week. Spread over
more than a week due to the plethora of
events taking place, we ran workshops,
training and inspirational speeches all across
the country, to celebrate the differences
of our people and raise awareness and
understanding of diversity and inclusion
Unconscious bias is something that affects
us all, unknowingly forming our opinions
based on pre-conceived stereotypes about
people based on their age, gender, race,
sexuality or other aspects of diversity.
To help promote a more inclusive culture at
Mitie, we rolled out a training module in our
online learning environment, available to all
Mitie people, inviting them to challenge their
thoughts so that our people can recognise
each other’s talent and ability.
of employees feel they have equal
Mitie people completed unconscious bias
The training has been completed by 3,480
Mitie people in the last 12 months.
We have launched four employee networks
in the past 12 months, to discuss issues and
support all Mitie colleagues, specifically in
areas including gender, race, disability and
sexual orientation. Each network has an
Executive Board sponsor, a Chair and
Committee to support colleagues and further
drive the diversity agenda, ensuring that all
our networks are inclusive and accessible
to all Mitie people.
32 Mitie Group plc | Sustainability Report 2016
Diversity | what we achieved
The model of an employee-led, Board
sponsored forum has proven successful, with
the relaunch of the Engender network to
support our male and female colleagues by
promoting gender equality. During 2015, this
model was replicated by the launch of further
networks, namely: Kaleidoscope for Mitie’s
Black, Asian and minority ethnic people
(BAME), and Proud to Be for our lesbian, gay,
bisexual and trans (LGBT) employees. In 2016,
we intend to launch our disability network
(Enable) which is aimed at supporting our
disabled staff, by focusing on ability rather
than disability. The network also aims to
change perceptions of disability, by
promoting awareness of invisible illnesses
and mental health. Mitie’s employee networks
have common aims and operating principles:
raising awareness, improving understanding
and providing support for all Mitie people,
whilst recognising that some matters are
of particular relevance and importance to
certain groups of people.
So far, our employee networks have:
Delivered training materials relating to
trans inclusion and awareness;
Signed Mitie up as a Top Employer for
workingmums.co.uk to show our
commitment in the area going forward; and
Worked in collaboration with West Midlands
Police to empower and educate young
people, parents and teachers on the
dangers of social media, sexual exploitation
and domestic violence.
Working with Remploy
Mitie continues to build successfully on its
long-standing relationship with Remploy,
which has been in place since 2006. Through
this formal partnership, Mitie actively provides
support for disabled people through provision
of work experience and employment
opportunities, with more than 700 disabled
people employed to date since the start of
our relationship in 2006, against our target
of 400 new recruits by mid 2016.
Partnership with Stonewall
Stonewall is a lesbian, gay, bisexual and
trans (LGBT) rights charity, renowned for
its campaigning and lobbying. The Stonewall
Diversity Champions Programme is
Britain’s leading employers’ forum for
sexual orientation and gender identity. The
programme helps businesses, charities and
public services to develop inclusive workplace
cultures. Mitie is now a member of the
Stonewall Diversity Champions Programme,
which will see us benefit from consultancy
from subject matter experts on LGBT inclusion
and drive our diversity agenda forward.
Diversity is key in our business
At the 2015 Business in the Community
Diversity and Wellbeing Benchmark, 98
public and private sector organisations
submitted workforce data on gender and
race. Mitie was one of these organisations
and we were assessed on a range of key
areas, including career progression,
recruitment, supplier diversity, senior
management and board representation
of ethnic minorities and women.
We were one of a niche group of
organisations that completed multiple
gender and race benchmarks across
In total we secured two Platinum,
three Gold, one Silver and two Bronze
bandings across four of our businesses.
Diversity | what we achieved
We are working on a number of innovative approaches to
recruiting, supporting and developing disabled talent including
a project to support people on the autistic spectrum in the
construction industry, and supporting people with learning
disabilities. Continuing to strengthen relations in the disability
arena, we are hoping to pilot a traineeship scheme involving
60 people over the next 18 months, in partnership with the
National Autistic Society and Remploy.
We aim to benchmark our work in the disability arena in the
next 12 months, by completing an externally validated disability
Following a highly successful Diversity Week in 2015, the
Diversity Steering Group has agreed to promote quarterly
diversity themes over the next 12 months: unconscious bias,
disability, wellbeing and ethnic minority talent.
Mitie’s four employee networks are also working together to
hold relevant events to support these themes, and others, to
The networks are also working on year-long plans, with
measurable objectives and deliverables, such as reviewing
Mitie’s people policies to ensure they are as inclusive as possible.
We introduced targets for age, gender and ethnicity for each
of our business boards this year. We intend to publish these
targets and our progress in next year’s report.
Employee network Engender has already
achieved some success:
1. Mitie has signed up to the Scottish
Government’s Partnership for Change.
This is one of the Scottish Government’s
key policies aimed at realising women’s
equality and bringing greater diversity –
both in terms of gender balance but more
broadly too – to boardrooms up and
2. We have also signed up to the national
Inspiring Women campaign. We will talk
to girls in state schools about the ‘job we
do’ and route we took. Inspiring Women’s
ambition is to see people from a wide
range of occupations going into state
schools collectively talking to 500,000
Promoting diversity in the STEM sector
With one in five university students in the UK studying science,
technology, engineering and mathematics (STEM) subjects coming
from a black, Asian and minority ethnicities (BAME) background,
the STEM sector has surprisingly low numbers of BAME
employees. With 74% of BAME individuals in managerial positions
spread over only three business sectors, there is a clear need to
tackle the issue.
With this in mind, Mitie organised a meeting with Business in the
Community (BITC) and STEM business leaders to discuss how
businesses can secure a more diverse workforce. Mitie’s Gary
Zetter demonstrated how our apprenticeship and work placement
programmes are working to recruit, retain and progress our
Delegates were given the opportunity to hear from some of our
BAME technical apprentices, whose enthusiasm for a career in the
sector was immediately apparent as well as their confidence in
Mitie, stating that “Mitie doesn’t just talk the talk, it walks the walk.”
34 Mitie Group plc | Sustainability Report 2016
Reducing our impact
on the environment
All human activity has an impact on the planet,
and that includes our own business. We believe
we have a responsibility to do everything we can
to minimise that impact, and reduce our carbon
footprint, and we are committed to doing that.
Our reporting approach follows the Defra guidance
on how to measure and monitor greenhouse gas
emissions 2009. The guidance is based on the GHG
protocol for scopes 1, 2 and 3. Defra/DECC’s UK
Government conversion factors for Company
Reporting 2015 have been used.
Mitie’s emissions are not covered under the EU ETS, a
Climate Change Agreement nor the Carbon Reduction
Commitment Energy Efficiency Scheme. (CRC)
In the calculation of emissions, the financial control
approach has been adopted, under which a company
accounts for 100% of the GHG emissions from
operations over which it has financial control. It does
not account for GHG emissions from operations in
which it owns an interest but has no control, which
would include investments.
The financial control approach is defined as follows:
“A company has financial control over an operation if
the company has the ability to direct the financial and
operating policies of the operation with a view to
gaining economic benefits from its activities.”
Our emissions scope is confined to the UK where
we have full financial control over our administrative
offices and stores. This includes previous acquisitions
of MiHomecare (Enara) and CreativEvents. Emissions
from a small Scandinavian operation have been
excluded from this report as its emissions are
immaterial and data is not available.
We have continued to report a relatively small office
in Republic of Ireland within our UK reporting using
UK conversion factors. The rest of our international
operations take place in our clients’ sites so are
outside of this reporting boundary.
Scope 1 emissions comprise:
Gas consumed in Mitie’s owned and leased
administrative offices and stores through a Mitie
managed energy contract.
Vehicle fuel consumed in Mitie’s own fleet, as
monitored through our contracted Shell fuel card
system for both commercial and domestic vehicles.
This includes a small element of fuel consumption
for personal use, which inflates the reported
emissions, but is consistent with previous years.
We have not included a figure for fugitive emissions
from air conditioning systems (refrigerant leakage).
This is due to a lack of centralised data on refrigerant
top-ups. This is expected to be a very small proportion
of our total emissions.
Scope 2 emissions comprise:
Electricity consumed at Mitie’s owned and leased
administrative offices and stores where purchased
through a Mitie managed energy contract.
Scope 3 emissions comprise:
Vehicle fuel consumption for business travel in
non-fleet vehicles (such as private cars), as
recorded through expenses. This is outside the
Shell fuel card system. It is recognised that a small
amount of fuel included in this category constitutes
scope 1 emissions. The remaining emissions in this
category are assumed to be total fuel spend but in
reality may be a mixture of HMRC levied expensed
items and fully expensed items. This may in effect
slightly understate the real position.
Electricity and gas not consumed under a Mitie-
managed energy contract i.e. through landlord
serviced and invoiced arrangements.
Indirect emissions for scopes 1 and 2 for electricity,
gas and transport fuel.
Water consumption in m3
from Mitie’s own
administrative offices and stores (regardless of
who manages the utility contract).
Other data under scope 3 comprises:
Created waste in tonnes = general waste + recycled
waste (tonnes) from Mitie’s own administrative
offices and stores (excluding client-generated waste).
Waste is not included within the reported emissions.
36 Mitie Group plc | Sustainability Report 2016
Environment | what we achieved
We’ve reduced energy consumption by
21% since 2009/2010
What we achieved
Our total energy consumption (electricity
and gas) in 2015/16 was around 41% lower
for our Facilities Management business and
21% lower for the Group, compared to our
2009/10 base year. Our energy intensity
/£m revenue) was 29% lower than
in the base year and 16% lower in terms of
tonnes per employee.
To improve our data quality we are
investing in Automated Meter Reading
technology (AMR) across the estate. This
will help us more accurately measure and
forecast energy data, and achieve up to
15% in energy savings.
After an extensive energy audit, we found
that our entire property estate is above
band E in energy efficiency and that no
new property is being acquired that is below
band D. Ultimately our goal is to dispose of
all band D or lower rated buildings.
In our larger office sites we are running a
Building Management System optimisation
exercise to ensure the buildings run more
efficiently. This exercise is expected to be
completed by June 2016 with anticipated
savings in energy use of 5 - 8%.
As the UK’s 11th largest fleet running over
7,000 vehicles across our car and commercial
fleet, we are committed to reducing our
impact on the environment. By the very
nature of fleet size and geographic spread,
Mitie’s fleet uses large volumes of fuel (approx
15m litres per annum) to deliver the needs of
our clients and services.
As in previous years, our total vehicle fuel
consumption dominates our carbon emissions,
representing 91% of total Scope 1 and 2 annual
While our total fuel consumption has grown
since the baseline year due to business
growth and a corresponding increase in our
fleet size, our total fuel consumption relative
to our revenue has decreased by 27% from
the base year; showing that our fleet is
becoming more efficient each year.
Innovative driver training to
improve fuel efficiency
Over the last few years, we have perfected our driver
training through the introduction of a driving simulator.
The innovative, fully mobile, driver training facility has been
specifically designed and developed to improve the safety
of all business drivers as well as educate them in carbon
efficient driving. While the simulator teaches people about
health and safety guidelines to ensure safe driving it also
helps develop more economical driving behaviours and
therefore reduce fuel cost and emissions.
Since its introduction 1,200+ drivers have completed the
simulator driver awareness training.
Environment | what we achieved
Energy awareness is our next focus. During 2016/2017 we plan
to run a number of online awareness campaigns to ensure as
many colleagues as possible are made aware of the impact of
poor energy usage. Simple messages like switching off lights,
computers or the air conditioning, alongside interesting usage
statistics, will be communicated regularly in all Mitie offices and
on private social media networks to reach more people/users.
Where cost effective to do so we will replace light fittings for
low energy units. We will also focus on the overall reduction
in energy and waste by working towards a Hub and Spindle
accommodation model, reducing the number of locations by
20-30% and investing some of the savings in the remaining
estate to further support carbon reduction targets.
In terms of focus areas in transport, we have carried out
extensive trials of the next generation of vehicle tracking and
telematics systems and now, having received the results, we
are evaluating the benefits of installation across the complete
commercial fleet, with the potential of also fitting to some of
our core car fleet if deemed beneficial.
We are also continually assessing the market place for new
technologies, which will assist us in enhanced driver and vehicle
management, whilst reducing the risk to our drivers and the
We’ve increased our recycling rates by
31% since last year.
Sustainable purchasing has enabled us to
drive down emissions across our fleet with
current average passenger vehicle emissions
down to 108g CO2
/km, a 4g reduction on
last year, against the European average of
We continue to carry out driver simulator
training for our drivers. This helps to enhance
individual driver skills, reducing accident/
incident risk and improving fuel consumption.
And we also continue with the utilisation of
electric vehicles at viable locations, with
continual assessment of future requirements.
We’ve reduced our water consumption by
12.4% since last year, which per employee
is 8.3% lower than in the base year.
Overall, recovery and diversion from landfill
achieved on the sites we manage directly
(ie using Mitie’s waste and environmental
experts) is 95% but there is still scope for
improvement through further recovery
opportunities such as introducing food
waste recovery on larger sites.
Our recycling rates have increased by
31% compared with last year. This could
be attributed to increased accuracy of our
waste data where more sites have been able
to provide us with data. Though we accept
that there is still a degree of uncertainty
in our waste volumes and recycling rates,
the greater visibility achieved through less
estimated data allows us to target where
future reductions could be made.
38 Mitie Group plc | Sustainability Report 2016
Changing lives for people
of all backgrounds
We’re really proud of the work we do to
strengthen the communities we work in.
Reaching out to local communities, especially
in partnership with clients and suppliers,
enables us to optimise our contributions
and expand our community footprint.
What we achievedOur approach
The Mitie Foundation is an independent charity with a vision to
change lives for people of all backgrounds by improving their
opportunities to join the world of work, widening their aspirations
and unlocking their true potential. The majority of community
activities across Mitie are coordinated through the Foundation
and fall under one of three themes:
Education – Our community engagement calendar is populated
with Foundation-run World of Work days, Business Challenge
days and interview workshops. It also includes many educational
business partnership days where Mitie volunteers attend alongside
local employers. A volunteering schedule is issued three months in
advance to allow volunteers to manage their diaries.
Employment – The Ready2Work programme is the Foundation’s
flagship employability programme which helps unemployed job
seekers gain work experience within a Mitie business, with one
of our clients, or a partner organisation with the ultimate goal
of helping them secure full time employment. We provide
pre-placement training to prepare and support candidates
throughout the placement, and run programmes wherever Mitie
has enough presence to provide a dozen real work experience
places. Candidates are generally long-term unemployed and
represent various disadvantaged groups.
Enterprise – We support social enterprises with mentors, advice
and route to market for their wares. We host ‘Entrepreneur of the
Year’ awards each year at three academies in the Midlands, with
the winners invited to a Mitie client site.
The Foundation has a growing number
of ambassadors; Mitie people who meet
regionally each quarter to make sure all
the Foundation’s activities are clearly
communicated to the business, and
encourage as many people as possible to
support Foundation activity. This year the
ambassadors, alongside other Mitie and client
organisation volunteers, attended 239 events
at over 163 schools, academies and sixth-
form colleges, engaging with and inspiring
over 27,000 future business leaders.
In the last 12 months our employability
team has made a conscious effort to focus
on those people furthest from the job market,
rather than chase numbers of candidates
going through our Ready2Work programme.
As well as working closely with local Jobcentre
Plus offices, the Foundation team has
supported candidates with disabilities, with
experience of the criminal justice system,
with refugee status and other disadvantaged
groups. To provide sustained and relevant
support this has included working alongside
organisations such as Remploy, Working
Chance and Breaking Barriers, who all have
expertise in their respective areas. The
Foundation has also invited Mitie employees to
nominate ‘friends and family’ for consideration
for all Ready2Work programmes, which were
run in Birmingham, Manchester, London, Leeds
and Bristol this year.
represents 0.9% of our
candidates out of 62 completed
the placement and 26 gained
employment or returned to full
Helping and changing lives.
“There were many times that I felt I wasn’t good enough and
even thought about quitting the programme when things didn’t
go according to plan. But I didn’t, and with the help of the team at
Mitie I persevered, and boy did it pay off. Not only did I complete
the course, meet some incredibly inspiring people, and win a cash
prize, I was offered a job as a contracts administrator for our client
at Channel 4, and I couldn’t be happier!”
Trevene Downie completed the Ready2Work programme in 2016.
40 Mitie Group plc | Sustainability Report 2016
Communities | what we achieved
Out of 62 candidates this year, 39 completed
the placement and 26 gained employment or
returned to full time education.
Education – skills centres
Mitie opened the first construction skills
centre, designed to teach construction skills
to 14-16 year olds, in 2002, and now has six
centres across the UK where over 4,300
students have gained valuable vocational
qualifications and experience. Subjects
covered include bricklaying, painting and
decorating, carpentry and joinery. Each year
we support over 300 14-16 year old students
to attain BTEC/WJEC Construction
Certificates and Diplomas. After the initial
investment of up to £45,000 per skills centre,
the Mitie Foundation has continued to provide
support with PPE, work wear, tools and
materials amounting to over £15,000 each
year. Some of the skills centres also invite
students from nearby schools, including
students with special educational needs, to
use the facilities, and provide DIY classes for
the local community.
Launched this year, our innovative ‘Customer
Services Academy’ has nine students being
paid whilst training to work in the Mitie Client
Services business. In collaboration with
Working Knowledge and Westminster
College the students are gaining recognised
qualifications and receiving on-the-job
training too. The Foundation is supporting this
targeted ‘Skills Centre’ model, and plans to
encourage other Mitie businesses to address
skills shortages in a similar way.
Enterprise – inspiring people
This year the Foundation has focused on
expanding the coverage and variety of
volunteering opportunities, by adding new
challenging events including ‘Enterprise Skills’,
‘Employability Masterclass’ and ‘Stock
Exchange’ days. We have also added
opportunities to mentor people inside the
criminal justice system. Foundation-led
prison events have helped to remove barriers
to employment and led to offers of work
experience, guaranteed job interviews and
employment upon release.
Giving to the community, consistently.
Over the past ten years, Head of Sustainability Neil Plant has made an impressive
contribution to Mitie’s volunteering programme. Neil organises and runs activities, events
and projects for young people up and down the country, and his continued hard work and
dedication helped to grow the volunteering programme within his business into a national
scheme that reaches almost 6,000 students and young people from diverse
backgrounds all over the UK.“Over 4,300 students
have gained valuable
in Mitie skills centres.”
Communities | what we achieved
Over the next 12 months we will be focusing on
supporting people from disadvantaged backgrounds.
This includes people with disabilities, with experience
of being in care, ex-offenders, refugees and people
from low socio-economic backgrounds.
Our Ready2Work programmes will be introduced to
new locations to match the evolving Mitie business.
Cities will include Derby, Edinburgh and Durham,
usually with a group of 12 candidates in each city.
As well as continuing to support the Mitie Skills
Centres attached to schools, we plan to create our
first ‘Local Networks Academy’ linked to a local prison
and delivering training to meet local skills shortages.
Our community investment for the year 2015/16 represents 0.9%
of our pre-tax profit which demonstrates a positive move toward our
2020 target of 1%. We have a clear focus on how to build on this
progress next year.
The overall community investment for 2015/16 is up 7.5% to £986,466.
The main contributors to this increase were the 19.2% increase in the
value of employees volunteering and a 16.8% increase in the value of
gifts in kind. Our donations to charities include donations made to the
Mitie Foundation, including the salaries and expenses of four full-time
employees as well as costs associated with running our award-winning
Ready2Work programme and other initiatives. Our gifts in kind include
materials we donate to our six skills centres across the country.
not lonely with Mitie
As part of our community involvement,
Mitie’s social housing team provides
digital tuition to older residents in some
of the Lambeth sheltered housing
schemes to tackle isolation issues. More
particularly over the Christmas period,
the team organised parties to get all the
residents together at a time when they
might feel extremely isolated.
“Residents had a wonderful time and
enjoyed all the old songs and carols
along with the wonderful piano playing.
Very much appreciated.” Mary
Killoughery, Sheltered Scheme Manager
For more information visit
to download the Mitie
Foundation’s annual reportannual report 2016
community investment from
£917,481 to £986,466
volunteering days associated
with improving employability
and raising aspirations
represents 0.9% of our
students have engaged with
Mitie volunteers at over 163
42 Mitie Group plc | Sustainability Report 2016
at the heart of
We want all our suppliers to share our own
high sustainability standards, and we’re
doing everything we can to help them
improve their performance.
Mitie is a large and diverse business. Our
requirements for supply chain partners are as
diverse as the services we offer our clients – and
with 10,000+ partners we need a robust framework
to make sure we’re working with the right people.
Our approach to procurement is based on
We uphold ethical business practices and comply
We understand the risks and complexities of the
products and services we procure, and are able
to respond to performance issues appropriately;
We influence the priorities of our key suppliers so
that they align with ours and those of our clients
to ensure a sustainable service provision; and
We ensure diversity is embedded throughout
our supply chain.
At the time of on-boarding new or prospective
suppliers, or when an existing supplier updates their
accreditation, we review their sustainability
credentials and approach to managing their own
policies in relation to sustainability, environment,
health and safety.
We also require suppliers to confirm acceptance
of our code of conduct – One Code –, terms and
conditions, and all other policies and procedures
with which they are required to comply. All of these
documents are available on our external website
which makes our expectations clear, and improves
the accessibility and transparency of our processes
We remain mindful that not all suppliers have
established structures and people in place to manage
an equivalent corporate approach; so we tailor our
needs accordingly and, where appropriate, support
those suppliers in developing their own policies,
procedures and good practices. Mitie works with all
types of businesses, from sole traders and SMEs
through to large blue chip organisations. We procure
a broad and diverse range of goods and services and
through our policies and procedure are able to offer
clients value for money solutions without creating
unnecessary risk to their business and operations.
We encourage each business to achieve awards
and accreditations specific and appropriate to
their environment and industry, forgoing Mitie-
We endorse the tenets of the Global Compact
Principals, International Labour Organization
Declaration on Fundamental Principals and Rights
at Work and the Ethical Trading Initiative ‘Base Code’,
and will ensure that: employment is freely chosen;
freedom of association is respected; working
conditions are safe and hygienic; child labour shall
not be used; wages are not lower than minimum
wage; working hours are not excessive; no
discrimination is practised; regular employment
is provided; and no harsh or inhumane treatment
is allowed. Compliance with these rules is a
prerequisite for any business engagement.
Modern Slavery Act
We are undertaking a mapping exercise of our supply
chain on risk-based criteria for modern slavery, such
as the use of contractors and temporary labour, and
overseas manufacturing. This will enable the focused
approach to audits and due diligence work. Our
existing sustainable supply chain audit form and
procedure is being amended to include reference
to modern slavery.
44 Mitie Group plc | Sustainability Report 2016
Thanks to our work with WildHearts, 1,471 people’s lives have been transformed
globally and 735 young people in the UK have taken part in WildHeart’s
entrepreneurial training programme.
We have joined Social Enterprise UK to
clearly demonstrate we are big supporters
of social enterprise.
What we achieved
Suppliers | what we achieved
Following an extensive review of our
processes and targets, we re-launched our
procurement strategy, focusing on delivering
value both for the group and for individual
businesses, whilst keeping sustainability and
diversity at its core. As part of the launch, we
introduced a company-wide communications
campaign to raise awareness of sustainable
procurement and introduced a central
purchasing help desk in our FM division.
New on-boarding system
Last year we introduced a centralised
on-boarding system that has enabled us
to capture more information on suppliers
in a consistent way, whilst still remaining
accessible to SMEs and suppliers from diverse
backgrounds. The system replaces the
desktop sustainability audits we carried out
previously as, following a review, we felt the
desktop audits were not thorough enough and
we found it difficult to report on the results.
The new system facilitates controls within our
supply chain, makes it easier for existing and
potential suppliers to do business with us,
improves information management and
reporting, and has given us transparency in our
assessment process and risk management.
Given our large and diverse supply chain,
the complete migration and roll-out of the
system across our historic supply base will
take several months. To date, 30% of our
suppliers have completed their profile on
the system and we expect to have all our
suppliers on the portal by April 2017. Based
on those that have registered through the
new portal so far, we are able to confidently
provide an indicative picture of the makeup
of our supply chain:
98% of suppliers are SMEs
21% of suppliers are registered as being
under diverse ownership (ie. LGBT, BAME,
women, disabled, social enterprise
91% have signed up to our code of conduct
19% operate an Environmental
34% operate a Quality Management System
17% have an established Sustainability Policy