Turning policy into culture 

For OCS, this meant designing Resilience Week not as a policy rollout, but as a cultural intervention—a way to raise awareness and empower our colleagues to take responsibility. There were hardly any policy documents circulated. Instead, there were conversations, stories, interactive sessions, and initiatives designed to bring resiliency to life. 

“It’s about awareness and accountability, two key ingredients for culture change,” Martin explained. “Once people appreciate their role, policy and compliance become a byproduct of a healthy culture. We’re not just ticking a box; we’re creating a workplace where resiliency is a shared responsibility.” 

This approach made Resilience Week profoundly different from a typical policy rollout. Instead of framing it in a restrictive, compliance-oriented way, OCS challenged its people to think more broadly, to connect their daily choices and behaviours to the bigger picture. 

Creating a ripple of benefits 

Martin is clear that this culture-first view of resiliency brings numerous benefits. The first, of course, is for OCS’s people. “Your workplace should be a place you feel physically and emotionally safe, supported, and valued.” That directly benefits colleagues and their families. For example, cybersecurity training at work can help keep their homes and children safer online. 

The ripple effects, however, go much further. A resilient OCS is a reliable service provider — a crucial consideration for our customers and stakeholders. “Our customers want to know we’re going to be there to deliver their services today, tomorrow, and in years to come.” Resilience, in this context, becomes a key selling point and a real business asset. 

Martin highlights this when discussing compliance regimes, often viewed as pure “tick boxes”, but points instead to their ultimate purpose. 

Looking forward 

This first Resilience Week was a starting point, a proof of concept. There are ambitious plans for future years. “We know the next step is to put the focus on our frontline colleagues, putting resources into their hands in a form they can use at home and work.” 

Martin also wants to bring this thinking to OCS’s customers and the wider industry. “How can we help our customers become more resilient?” There’s a clear opportunity for OCS to lead conversations in the industry, framing resiliency not just as a requirement, but as a powerful opportunity. 

Creating a legacy 

Martin’s view is clear: Resilience Week is not a “one-and-done”; it’s a foundation. “We have the components in place. Now we can grow it, connect more people, and make it a permanent fixture in OCS’s culture.” 

The ultimate aim? To create an organisation where resiliency is a lived, shared, and empowering concept, not something that solely lives in policy documents, but something woven into the daily choices of everyone at OCS. 

Introducing the STOP Model

OCS’s internal campaigns promote a simple but powerful behaviour model: STOP.

• Stop: Take a moment before you act.
• Think: Does this message seem unusual or suspicious?
• Observe: Are there red flags—like a rushed tone or a strange link?
• Protect: Reach out for advice before clicking or responding.

“The STOP model turns instinct into action,” Neil explains. “It’s a habit that builds everyday resilience—not just at work, but in people’s personal lives too.”

Cybercrime Is Big Business

The stakes are high. According to a report released by UK Finance, in 2024, criminals stole £1.17 billion from individuals and companies in the UK. Cyber-attacks are no longer the work of lone hackers, but rather organised operations—sometimes even state-sponsored groups—employing professionalised tactics to scam individuals and companies alike.

While OCS deploys sophisticated technology to block threats and protect its systems, Neil stresses that people remain the best line of defence.

“We can filter a lot. But we also want colleagues to feel empowered—to know they can come to us with questions, even about personal scams. Because when our people are cyber smart at home, they bring that resilience into the workplace too.”

Cyber resilience isn’t just a technical issue—it’s a people issue. And with every colleague who stops to think before they act, OCS strengthens the trust that holds our organisation together.

Embedding ESG Across Our Business  

In 2024, we deepened our focus on ESG through an educational programme for our Group ExCom leadership team, supported by external specialists in climate and ESG governance. The training encompassed regulatory trends, stakeholder needs, and the risks and opportunities associated with climate transition. It was further guided by our double materiality assessment and climate risk analysis. 

We are now extending this learning across our global workforce with the launch of a new ESG awareness course. This course provides colleagues with an opportunity to explore the science behind sustainability, how OCS is responding through our ESG strategy, and the role each of us plays in achieving our goals. With multilingual access powered by AI, it is available to colleagues who have access to the OCS Academy platform. A toolbox talk version will also be developed later in the year to broaden its reach. 

This is not about one-off training. It is about building a consistent, organisation-wide understanding that encourages thoughtful decisions and conscious leadership. By embedding ESG knowledge into every role, we empower our teams to make better choices for people and the planet. 

People-Led Progress: Knowledge into Action  

Our colleagues are central to this transformation. When individuals recognise the impact of their actions, they become active participants in change. Whether it involves making sustainable choices at work, applying learnings at home, engaging with their local communities, or contributing to safer, more inclusive environments, every action counts. 

The role of ESG education is to nurture this understanding and cultivate a culture in which everyone is empowered to lead with purpose. It assists us in progressing from awareness to action, and from action to impact. 

A Resilient and Ethical Future  

Resilience is not solely about strength in the face of disruption. It involves preparing thoughtfully, acting responsibly, and leading with integrity. ESG assists us in achieving precisely that. 

Through ongoing learning, open dialogue, and a robust ethical foundation, we are shaping a future in which sustainability and social impact are integral to everything we do. As colleagues become more informed, they are also better equipped to support our mission to enhance the well-being of people and places. 

We believe that every deliberate choice, every safe action, and every conversation that fosters understanding contributes to shaping a more resilient, sustainable world. Furthermore, that journey begins with knowledge. 

A Wider Compliance Framework

Safecall is not a standalone service. It forms part of OCS’s broader compliance programme, which includes our Code of Conduct, Whistleblowing Statement,  Anti-bribery procedures, and Anti-fraud Statement.

In addition to Safecall, OCS launched a confidential email address that has been introduced as part of our anti-bribery framework. Like the Group Safecall portal, this route is jointly managed by the Group General Counsel and Sarah, with reports reviewed and escalated for investigation where appropriate.

“We assess each case carefully,” Sarah emphasises.

“Depending on the details, we determine the best route for investigation. It’s about treating every concern with the seriousness it deserves.”

A Speak-Up Culture for Everyone

All whistleblowing routes, including Safecall and the confidential email address, as well as the option to speak directly with a line manager, are available to OCS colleagues, customers, suppliers, and members of the public. As Sarah explains:

“It’s important that everyone knows they can raise a concern whether they work with us, for us or alongside us. And when they do, we want them to feel confident that it will be taken seriously and handled with care. We are committed to ensuring that anyone who raises a concern in good faith is protected and will not suffer any negative consequences as a result.”

Aligning to Our True Values

Safecall and our wider whistleblowing approach support OCS’s True Values, especially Trust and Respect.

“We trust our colleagues to act ethically, and when they see something wrong, we trust them to speak up. And we respect them for doing so. Respect also means acting on those concerns to protect people and uphold the highest standards.”

Building Resilience from the Inside Out

Creating a resilient business starts with empowering people to do the right thing. Safecall and our broader whistleblowing framework help uncover risks early, protect others from harm and reinforce an ethical culture. By making it easy and safe to speak up, OCS is building a stronger and more resilient organisation; one that stands by its values and listens when it matters most.

Five Pillars of Stronger Fraud Prevention

In preparation for the ECCTA, OCS based our reasonable fraud prevention framework on five key pillars:

1. Fraud Risk Assessment
   We conducted a group-wide fraud risk assessment to identify the areas in our business most susceptible to fraud. This assessment led to clearly defined controls and actions that are now integrated into our wider risk management framework.
2. Anti-Fraud Policy and Strategy
   We have published a formal anti-fraud policy and developed a long-term strategy to continually strengthen our approach. This framework ensures alignment with our values and Code of Conduct and provides clarity on how fraud risks are managed and mitigated.
3. Training
   Targeted briefing sessions for high-risk roles and business areas are reinforcing awareness and accountability. Our broader Anti-Bribery and Corruption training has also been expanded to include fraud, helping ensure consistent understanding across the group.
4. Communication
   Fraud prevention only works when people are informed and engaged. That’s why our internal campaign focuses on building awareness, promoting escalation routes, and sharing practical guidance. From induction training to posters on-site, the message is clear: if something feels wrong, speak up.
5. Governance Oversight
   Fraud prevention is a board-level issue. Our Executive Committee and Group Audit and Risk Assurance Committee reinforces top-level commitment through accountability and transparency.

Whistleblowing: Speaking Up Is a Shared Responsibility

Central to our anti-fraud culture is creating an environment where people feel safe to raise concerns. That’s why we make it easy — and strongly encouraged — for colleagues, partners and even the public to report anything suspicious.

Our global whistleblowing hotline, Safecall, is available in all local languages and accessible to colleagues, suppliers, customers and third-party partners. It’s one of several escalation routes supported by our comprehensive Code of Conduct, which sets clear expectations of behaviour and responsibility for everyone connected to OCS.

“Colleagues want to know they’re working in a safe, ethical environment,” says Martin Lewis. “Safecall is a critical reporting tool. When people know they can speak up and be heard, that’s when culture becomes your strongest defence.”

Fraud Prevention Is Personal

Fraud isn’t just a corporate concern — it affects individuals too. From phishing scams to identity theft, fraud is a risk in all our lives. That’s why our campaign includes practical tools and advice to help colleagues stay safe outside of work, too. Because real prevention starts with confidence: to pause, question and act.

As Martin notes:

“If you’re more fraud-aware at home, you’re more fraud-aware at work. That’s the level of cultural integration we’re aiming for.”

A Culture of Resilience and Responsibility

For us, our greatest defence against fraud is our people. When colleagues are equipped with knowledge, backed by leadership, and encouraged to speak up, we build more than just compliance — we build trust.

As the ECCTA comes into force, our message is clear: Fraud prevention isn’t a box to tick. It’s a value to live by

Peer Support and Inclusive Leadership

Digital tools are only one part of the picture. Resilient teams also depend on strong peer support and inclusive leadership. That is why we continue to invest in trained line managers and wellbeing champions who listen, recognise signs of stress and guide colleagues towards the right support. Mental health awareness is part of our leadership development, helping to make wellbeing an everyday conversation.

When leaders model healthy behaviours, such as setting boundaries, making time to talk and sharing their own reflections, it helps build psychological safety. This makes it easier for others to speak up, ask for help and support those around them.

Wellbeing That Reaches Communities

Wellbeing extends beyond the individual. It touches families, teams and communities. Our social value programmes support the places where colleagues live and work. Through local recruitment, community engagement and volunteering, we help build stronger, more resilient communities. From beach clean-ups and food growing to school visits and mentoring, these activities create connection, pride and purpose.

These moments also contribute to personal wellbeing. They offer time away from daily pressures, opportunities to connect with others and a reminder of the positive difference each person can make.

A Foundation for Long-Term Resilience

Supporting wellbeing is a foundation of long-term organisational resilience. It helps teams respond to change, support one another and maintain performance through uncertainty.

Wellbeing is also essential to achieving the BEST Outcomes we strive for as a business. When our colleagues feel safe, supported and valued, they are better equipped to deliver exceptional service, build strong relationships and create lasting impact in the communities we serve.

This Resilience Week, and every week, we are putting people first. Because when our people thrive, so do our places. This is how we make people and places the best they can be.

Building Global Capability 

Implementing a global system is a complex task, especially across diverse regions such as Asia Pacific and the Middle East (APACME). OCS is undertaking a twelve-month training programme to roll out the new QHSE MS to all employees, with materials translated into local languages to ensure accessibility and understanding. 

One of the key enablers of this programme is the STOP Model, a behavioural safety framework that focuses on dynamic risk assessment. At its core, the STOP model empowers all employees to: 

Stop and reflect before starting a task. 

Think about the potential hazards. 

Observe the task and apply the necessary controls. 

Prevent harm by taking appropriate action or stopping work if safety cannot be assured. 

This approach shifts the responsibility for safety from top-down control to empowered, informed action at every level of the organisation. 

During Resilience Week, we highlight this message: safety always comes first. Communications will reinforce that working safely and reporting hazards and incidents is not just accepted—it’s essential. Colleagues must feel confident to work safely and that raising safety concerns will not result in punitive action but will be met with support and action. 

A Safer, Stronger Future 

The merger has provided an opportunity to harmonise QHSE practices and raise the bar globally. As the new systems embed across the business, they will not only improve operational performance—they will also protect people, enhance wellbeing, and drive a culture of accountability and care. 

“For OCS, safety is not a document or a system. It’s how we work,” says Incledion. “We’re building a QHSE culture where people do the right thing—because they understand why it matters.” 

The strength that keeps services moving 

In today’s world, resilience involves not only recovering from setbacks but also being well-prepared, vigilant, and thoughtful. It cultivates an environment in which individuals can excel, even amidst high demands and limited time. This form of strength is practical and experienced, rather than merely theoretical. 

Colleagues demonstrate resilience each time they report a hazard, raise a concern, support a teammate, or make a thoughtful decision. These actions protect safety, reinforce culture, and build trust with customers and communities. 

Six connected pillars that bring resilience to life 

OCS Resilience Week is shaped by six practical pillars. Together, they define how resilience is supported across our services, systems and teams: 

QHSE – Stay Safe: Resilience is built through safe decisions, empowered by the confidence to pause, assess risk and act with care in every environment. 

Wellbeing – Support Each Other: Resilience begins with the confidence to check in, supported by tools, time and trusted networks that help people care for themselves and others. 

Safecall – Speak Up: Building resilience starts with the confidence to speak up and a trusted process that protects people, upholds values and prevents harm. 

Risk – Think Smart: Resilience grows when people stay alert, trust their judgement and act early to identify and address potential risks before they escalate. 

ESG – Reduce Impact: Resilient organisations make purpose-led decisions that balance performance with long-term environmental, social and ethical responsibility. 

Cyber – Protect Data: Resilience in the digital world depends on everyday vigilance, where simple, safe habits help protect information, people and trust. 

Resilience begins with our people. 

 Resilience is not merely about surviving; it is about adapting and thriving. The strength of OCS resides in the adaptability, commitment, and determination of our people. From expanding beyond window cleaning in the 1930s to becoming an international business in the 1960s, and transforming again through the 2023 merger with Atalian Servest, one constant has remained: our resilience is driven by the quality of our colleagues. 

 We are now a team of over 130,000 people. Many of our colleagues face personal challenges but still find the strength to carry on, deliver essential services and support those around them. That human resilience is at the heart of everything we do. 

Shaping the future with a shared vision 

In 2024, OCS launched a refreshed brand strategy centred on delivering the best experiences, productivity, practices, resilience, and outcomes for our colleagues, customers, and communities. These five BEST pillars help guide our response to global challenges such as climate risk, digital change, labour availability, and inclusion. 

Our TRUE values of Trust, Unity, Respect, and Empowerment translate strategy into action. They cultivate a culture where colleagues are prepared to lead through uncertainty and change. When individuals feel trusted, valued, and empowered, they are more likely to step forward and assist others. 

Resilience also entails looking forward. By cultivating awareness and investing in knowledge, we equip our colleagues to respond more effectively. This approach shifts us from reacting to anticipating. It enables us to prepare for challenges such as environmental disruption, technological acceleration, and economic volatility. In every instance, our strength begins with people. 

Every safe action, every thoughtful choice and every conversation that encourages someone else to speak up makes a difference. 

OCS’s Legacy

Founded by Frederick William Goodliffe at the dawn of the 20th century, OCS began with a single ladder, mop, and bucket, serving local clients with dedication and care. Over the decades, the company expanded beyond window cleaning, rebranding as Office Cleaning Services in 1930 and steadily diversifying its offerings to meet the changing needs of customers across sectors. Key milestones include rapid UK-wide expansion by the 1960s, entry into aviation services in 1966, and international growth through acquisitions and partnerships from the 1980s onwards.

The 1992 Channel Tunnel contract underscored our commitment to operational excellence. In 2014, we launched the OCS Foundation, delivering social value, legacy and positive community impact. 2023 saw the business merge with Atalian Servest, creating one of the world’s largest FM providers. The merger reinforced our capacity to deliver integrated, high-quality services globally.

Most recently, OCS acquired FES FM and Support Services, a specialist hard services and technical FM company, transforming the capabilities of OCS in this growth area of facilities management. OCS is now one of the largest providers of hard services and technical FM in the UK. This strategic position will enable the business to provide a full range of services to customers in this highly specialised growth area.

Throughout this journey, adaptability has been our hallmark. We have responded to evolving customer demands, embraced technological advances, and expanded our service portfolio. As a result, we remain at the forefront of the FM sector. This is resilience in action – being responsive to the needs of our customers and also of our colleagues.

Resilience in Action – Honouring Our Frontline Teams

At the heart of OCS’s resilience are the 130,000 colleagues worldwide who embody dedication, professionalism, and adaptability. Our frontline teams spanning hard services, cleaning, security, catering, and more, are the backbone of our operations. Their commitment has been particularly evident during challenging periods such as the COVID-19 pandemic. During that time, many of our colleagues ensured essential services remained operational and safe for communities.

From apprentices bringing fresh energy and innovation to seasoned colleagues with decades of expertise, our people consistently deliver the highest levels of attention to detail and operational excellence. Their resilience in the face of extreme weather events, public health crises, and evolving customer needs exemplifies the spirit of “Resilience in Action” celebrated this year.

Looking Ahead – The Future of FM at OCS

OCS is not only responding to change but actively shaping the future of facilities management. One of the key aspects of growth for FM is in hard services. The division has traditionally focused on the physical infrastructure and systems of a building, ensuring safety and functionality. OCS made some strategic acquisitions in 2024 to solidify our position in this area of FM. We are focused on technology in building maintenance and building management, energy, utilities, and capital works projects. Consequently, expanding on our growing offering across the broad area of hard services FM.

Our forward-thinking vision is anchored in:

• Digital transformation

  Leveraging technology and data analytics to deliver smarter, more efficient FM services. This, in turn, enhances productivity and customer experience. We have introduced cobotics in our cleaning services and launched ABi, our building management system. We also introduced our first AI and Digital Services Director to position our business at the forefront of technological advancement.

• Sustainability

  Committed to ambitious ESG goals, including our net zero 2040 target, we integrate environmental stewardship into every aspect of our operations. Crucially, we support our customers in achieving their own sustainability objectives. We place great importance on delivering social value to all of our contracts through various global and local initiatives. Our net zero programme also provides us with important carbon-saving opportunities. We are committed to helping more people into work who would otherwise have struggled to find suitable employment.

• People-first approach

  Investing in training, wellbeing, and inclusivity to nurture a diverse and empowered workforce that drives innovation and excellence. We have developed a ‘People into Work’ programme through the OCS Foundation. It is designed to open doors to employment for those who are traditionally overlooked and marginalised in the employment market. This includes veterans, individuals with disabilities, neurodivergent and the long-term unemployed.

This holistic approach ensures OCS remains a trusted partner, delivering measurable outcomes that benefit customers, colleagues, and communities alike.

FM and OCS – Evolving Together

The evolution of OCS is intertwined with the broader development of facilities management as a strategic discipline. What began as basic cleaning and maintenance has transformed into a multifaceted profession integral to business continuity, workplace wellbeing, and sustainable operations.

Resilience is crucial to the future of the FM industry. As such, we are celebrating our own Resilience Week from 2-6 June. The week aims to bring together the main activities that drive safety, security and wellbeing across the services that we provide. These activities, which include QHSE processes, risk reporting, cyber awareness and wellbeing initiatives, all set out with the same goal of protecting people and ensuring strong, consistent operations. As we celebrate 125 years of OCS and the resilience of our people and profession, I invite clients, partners, and the wider FM community to join us on this journey.

Together, we can build a resilient, sustainable future for FM, making people and places the best they can be.

Malaysia: Reconnecting with Nature, One Tree at a Time

In Malaysia, OCS colleagues are getting hands-on with reforestation efforts as part of the OCS Care Volunteer Programme, in partnership with the Free Tree Society. Scheduled for 29 April 2025, this year’s Earth Day initiative will see teams planting 200 ornamental trees and restoring ironwork in landscaped public areas at Taman Botani Selangor.

The goal is more than beautification. By planting indigenous trees, we help restore biodiversity and reduce carbon emissions, while encouraging a stronger connection between people and the environment. The activity also promotes well-being and team unity, creating a shared sense of environmental responsibility.

This project supports healthier ecosystems and more liveable cities, contributing to SDG 11 (Sustainable Cities and Communities) and SDG 15 (Life on Land).

Indonesia: Building Green Skills in a Growing Sector

In Cimanggis, West Java, OCS Indonesia has partnered with LEX Indonesia to launch the VOCIFY Green Apprenticeship Programme. This first-of-its-kind initiative trains logistics colleagues in practical sustainability skills. Officially launched in March 2025, the pilot cohort includes 19 frontline team members who are gaining hands-on experience in green operations.

The training is aligned with global ESG standards and leads to recognised qualifications from ABE and CILT. It boosts employability and career mobility. It is not just about green practices in logistics. It is about opening pathways for growth and ensuring the workforce is prepared for a changing industry.

The programme helps colleagues thrive while shaping a more inclusive, sustainable workforce. It reflects SDG 4 (Quality Education) and SDG 8 (Decent Work and Economic Growth).

Thailand: Expanding Healthcare Access in Remote Communities

Access to healthcare can be life-changing. That is why PCS Thailand is working with World Vision Thailand to deliver vital infrastructure in underserved regions. Since 2022, the partnership has developed the Three-Generation Centre, a multipurpose health hub and now a new healthcare centre in Ban Tha Kham Sut, Kanchanaburi Province.

Scheduled for completion in May 2025, the eight-by-eight metre centre will serve over 8,000 people across eight villages. It will provide essential services including vaccinations, check-ups, emergency care and health education. These projects support more than 15,000 people across 25 villages.

The work improves access to essential care and supports inclusive development, in line with SDG 3 (Good Health and Well-Being) and SDG 10 (Reduced Inequalities).

United Kingdom: Closing the Loop on Workwear Waste

Rather than send thousands of outdated uniforms to landfills, OCS UK collaborated with Avena and RK Styles to create a secure, sustainable recycling solution. Between February and November 2024, over 7,000 uniform items, over 4 tonnes of clothing, were collected, processed and repurposed into yarn, insulation and energy pellets.

This initiative also used Avena’s SecureBrand service to ensure all branded items were destroyed beyond recognition, safeguarding identity while protecting the planet. In total, the programme saved over one tonne of CO₂e. That is the equivalent of driving over 5,000 miles in a petrol-fuelled car.¹

By keeping materials in circulation and cutting emissions, the project makes real progress toward SDG 12 (Responsible Consumption and Production) and SDG 13 (Climate Action).

Every Action Counts

From Malaysia’s forests to UK warehouses, Indonesia’s logistics hubs to Thai villages, OCS colleagues are finding ways to take responsibility for the world around them. Each action reflects our shared mission to make people and places the best they can be, sustainably, inclusively and with purpose.

These stories also demonstrate how our everyday decisions contribute to the United Nations Sustainable Development Goals. Whether supporting sustainable cities, improving access to education and healthcare, or reducing carbon emissions and waste, each initiative contributes to building a more resilient and equitable world.

This International Mother Earth Day, we are not just recognising the planet. We are renewing our commitment to protect it, together.

^{1. Based on EPA Greenhouse Gas Equivalencies Calculator – Greenhouse Gas Equivalencies Calculator | US EPA}