Finding the Right Fit

Catherine’s journey into hard services wasn’t a straight road. After finishing university and starting her career as a Project Manager, she soon realised it wasn’t quite the right fit. Wanting something more hands-on and challenging, she transitioned into facilities, first as a Contract Administrator, then FES, in 2018. From there, Catherine’s roles evolved in a way that reflects her adaptability and willingness to learn, progressing to Team Leader, Business Support Manager, then Assistant Contract Manager, and now Operations Manager, Hard Services, for the Elizabeth Line. 

Keeping London’s Stations Running

Today, her role involves managing planned and reactive maintenance across a key transport network. From addressing a faulty air conditioning unit to investigating a toilet blockage, Catherine plays a central role in keeping London’s stations comfortable, functional and, above all, safe. 

“It’s quite a unique feeling when you walk into a station and everything is spotless, the facilities are all working, and you know you and your team made it happen, often without anyone even noticing all the hard work going on in the background.”  

Overcoming Assumptions and Asking Questions

This hands-on approach brings its own set of rewards and a few obstacles. Women remain underrepresented in hard services, and Catherine admits there were moments when her knowledge was questioned simply because she hadn’t come up through a technical route. But through persistence, expertise, and a willingness to learn, she overcame those doubts. 

“One of the greatest lessons I’ve learned is not to be afraid to ask questions. It’s okay to say, ‘I’m not sure, can you explain it to me?’ A lot of people appreciate that you’re trying to learn and do your best.” 

Looking Ahead: People, Technology and Progress

Catherine believes that the future of hard services will be a blend of technology and human expertise. “Some things will stay the same, a toilet will always need unblocking by a person, but technology is already helping us respond faster, plan smarter and avoid problems in the first place.” 

Why Diverse Teams Work Better

As more women enter hard services, the industry stands to benefit from their unique perspectives and skills. “Having a team made up of people with different experiences makes us better at solving problems. It’s not about gender; it’s about having the right person with the right skills.” 

Advice for the Next Generation

Catherine’s achievements — from obtaining her NEBOSH (National Examination Board in Occupational Safety and Health) certificate first time, to successfully progressing through roles in a challenging industry — reflect her hard work and adaptability. Her main piece of advice for women considering a career in hard services? “Give it a go, be willing to learn, and ask questions. The opportunities are there if you’re prepared to pursue them.” 

Breaking Barriers and Building Confidence 

Hard services is still a male-dominated space, and Dione acknowledges that standing out as one of the few women came with challenges. “When I started, I was introverted. It took time to build confidence, especially when people made comments like, ‘That’s a man’s job.’ But rather than knock me back, it motivated me. I wanted to prove I could do it just as well as anyone else.” 

Today, Dione sees her gender as a strength. “Being a woman has been one of my biggest assets — it’s given me that drive to prove myself, not to others, but to meet my own expectations.” 

Together We Engineer 

This year’s International Women in Engineering Day theme, Together We Engineer, resonates deeply with Dione. “You can’t do this job alone. Engineering and construction are about teamwork. Working together gets things done, and that culture of inclusivity makes the difference.” 

Dione hopes to see more women stepping into engineering roles at all levels. “It’s already changing, slowly. You see another woman on site, and there’s that instant recognition: ‘That’s unusual.’ I’d love it to be so normal we don’t look twice.” 

Advice to the Next Generation 

For young women considering a career in engineering, Dione’s advice is simple: “Go for it. Take a chance on yourself. Whether you choose an apprenticeship, college or university, engineering opens doors. It’s practical, it’s rewarding, and it gives you skills you can take anywhere in the world.” 

Her proudest achievement? Becoming one of the first female project managers in her division at a young age. But for Dione, every project brings pride. “Seeing something through from start to finish, knowing what you’ve delivered, that’s what makes it all worthwhile.” 

Changing Perceptions 

If she could shift one perception about women in engineering? Dione’s answer comes with a smile: “That we’re just as good as the men — if not better!” 

Creating Space for Every Voice

Hard services rely on skilled engineering professionals working behind the scenes to keep buildings running safely and efficiently. Among them are women who bring knowledge, innovation, and leadership to a traditionally male-dominated field.

Managing diverse teams means creating an environment where everyone feels valued and empowered; it is about listening, encouraging, and ensuring people can bring their whole selves to work.

Why Diversity Matters

True diversity starts with inclusion. That means making sure people feel safe, respected, and supported, wherever they work, and whatever their role.

Diverse teams bring fresh thinking, stronger collaboration, and better customer outcomes. They reflect the communities we serve and help build a culture that attracts and retains the best talent.

Our buildings run smoothly thanks to dedicated engineers who work every day to solve problems and deliver results. Within these teams are talented women whose ideas, skills, and leadership drive real change.

Celebrating Our People

We’re proud of the women across our hard services teams who lead by example every day. Whether maintaining essential systems, mentoring others, or breaking new ground. Their impact is clear, and their presence makes our business stronger.

To commemorate INWED, we sat down with Catherine, Operations Manager, and Dione, Project Manager—two trailblazing women in engineering and hard services at OCS. In their interviews, they share their journeys into the field, what it means to be a woman in a traditionally male-dominated industry, and why they believe more women should step into these roles. Their stories highlight the value of diverse perspectives in engineering and the growing opportunities for women to lead, innovate, and inspire across the sector.

Thank you to all our female engineers and to the teams working alongside them. Together, we engineer a better future.

The Power of Communication

Jess believes that strength in security isn’t always about physical presence; it’s about communication.

“Nine times out of ten, conflict can be resolved through a conversation. And that’s something women are brilliant at: reading a room, de-escalating, and creating calm through connection.”

Her advice to women considering a career in security? “Go for it. Don’t let anyone tell you you’re not suited to it. If you’ve got good people skills, a strong sense of self, and the courage to take up space, this industry needs you.”

Building a Team, Changing the Culture

For Jess, one of the most rewarding aspects of her role is the camaraderie.

“There’s a real sense of community in this line of work. When you’ve built strong relationships, the job becomes second nature. You can read each other with just a look. That trust, that backup, it’s everything.”

She sees the industry changing, slowly but surely. And she’s proud to be part of that shift: challenging perceptions, mentoring others, and paving the way for more women to lead in security.

On the topic of meal standards and their possibility of review, she added, “We look forward to working with our partners in education to provide more freshly prepared meals and to participate in the updating of the Government Standards for School Meals.”

OCS Foundation, supporting young people

As part of the wider OCS Group, we are also acting on a broader promise to support the younger generation. The recently relaunched OCS Foundation is focused on creating opportunities for children and young people. Our mission is clear: “children and young people should have no limits to their potential, their dreams, and no limits in their lives.” Through partnerships with charities, The Irish Youth Foundation, Brighten the Corners, Teenage Cancer Trust and Scotty’s Little Soldiers, we’re investing in education, nourishment, and opportunity.

The extension of free school meals is a policy shift we welcome wholeheartedly. But for Angel Hill Food Co., this work doesn’t start or stop with policy; it’s embedded in our daily actions, our people, and our purpose.

The People Behind the Care

As a trusted facilities management partner to the NHS, our healthcare colleagues are essential to the UK’s healthcare infrastructure. We are privileged to employ and work beside thousands of dedicated colleagues who deliver the non-clinical services that make high-quality care possible. These individuals may not always be visible to patients but are central to providing care.

For every patient who enters a healthcare environment, our team works behind the scenes to ensure it is clean, safe, comfortable, and fully operational. From cleaners and porters to maintenance engineers and the catering team, our colleagues are integral to the patient experience. Whether helping someone find their way to a ward, ensuring a sterile environment, or maintaining a critical system, these teams make a real and lasting impact.

Our Teams: Working Hand in Hand with the NHS 

Across our NHS customer sites, we see firsthand the incredible commitment of our colleagues. At hospitals, mental health sites, and community health centres across the UK, these colleagues are often the first to arrive and the last to leave – responding to urgent estate issues professionally, delivering non-clinical services compassionately, and ensuring environments are compliant, resilient, and future-ready.

Partnership in Action: The Royal Papworth Hospital

Last year, the OCS team at The Royal Papworth Hospital took home the award in the ‘Best Operational – Healthcare’ category at the Partnership Awards. Their win reflects the technical excellence of our frontline colleagues and their compassion and professionalism that define our TRUE Values.

From supporting the hospital’s strategic aims to delivering high-quality facilities services, our team has built strong, effective working relationships with clinical and operational teams.

Innovation That Puts Colleagues and Patients First 

The healthcare landscape is changing, and OCS is at the forefront of that transformation. Through smart building and energy optimisation technology, we’re supporting healthcare estates to be more sustainable, efficient, and responsive.

But innovation isn’t about only technology; it’s about how we support our communities. Our technology ensures innovation that empowers our teams, reduces operational pressures, and ultimately enhances the patient experience. We’re focused on making frontline jobs smarter, safer and more rewarding, while continuing to deliver outstanding services to the NHS.

We invite our NHS partners, customers, and colleagues to join us in recognising the extraordinary work of the people who quietly keep healthcare facilities and operations moving. Take a moment to thank those who often go unnoticed.

People: Supporting Colleagues to Succeed

People remain at the heart of our operation. In our position, we have a responsibility to open up meaningful employment and long-term opportunities. Through apprenticeships, accessible learning platforms, mentoring, and wellbeing support, we aim to create the right conditions for colleagues to grow, develop their skills, and shape their futures.

Our TRUE values — Trust, Respect, Unity, and Empowerment — shape how we treat one another and how we work. These principles are embedded in our culture and reflected in everyday actions, from the way managers engage with their teams to how we recognise individuals through TRUE Stars, just one of the ways our colleagues are recognised.

Facilities management is a place where everyone can find their role and make a difference. We take care to build inclusive teams because we know our strength comes from the different experiences and perspectives our people bring. Whoever you are, whatever your background, there’s space to grow and be part of something meaningful.

Whether it’s developing new skills, moving forward in your career, or just getting the support you need to do your best work, we proactively engage to help wherever possible. That’s what people-first means in practice.

Technology: Evolving with Purpose

Our relationship with technology spans generations. For 125 years, we’ve adapted to meet the needs of our customers and communities — from early mechanical systems to today’s intelligent buildings.

We continue to invest in the development of our central management platform. This single interface consolidates operational data to track performance, schedule tasks, audit compliance, plan maintenance, and safeguard spaces. The platform supports teams and customers with improved visibility, better coordination and more informed decision-making.

Hard Services are a key part of this approach. Our in-house teams deliver essential mechanical, electrical and HVAC services across a wide range of environments. Our technology supports these services by equipping engineers with access to job schedules, asset histories and system performance data — helping to streamline both planned and reactive works.

We are moving beyond reactive and scheduled maintenance to insight-led asset care. Our technology supports this by combining data from building systems, sensors and connected infrastructure to identify risk patterns, monitor asset behaviour and act early to prevent failure. This helps extend asset life, reduce energy consumption and ensure technical resilience. It reflects the future of FM — one where operational continuity and building intelligence go hand in hand.

OCS technology remains human-led. Every system, platform and innovation is developed to support our colleagues in their roles, help our customers make better-informed decisions, and deliver the best outcomes for the communities we work in and the environment we all share.

Custodianship: Using Experience to Guide Progress

As one of the world’s longest-serving facilities management providers, we use our experience to raise standards and support the development of the profession. We contribute to policy, encourage best practices, and help ensure that facilities management plays a recognised role in delivering safe, sustainable, and effective workplaces.

We have introduced initiatives that have had a lasting impact. In 2016, we partnered with Gatwick Airport to launch the Sunflower Lanyard Scheme, providing a discreet and straightforward way for people with non-visible disabilities to indicate that they may need additional support. The scheme has since been adopted throughout transport hubs worldwide, improving accessibility for millions of passengers.

In 2025, we launched Resilience Week, a dedicated week focused on business continuity and safeguarding. It will be held in the first week of June every year and will bring attention to the most important topics affecting organisational resilience and operational security.

We know that progress comes from working together. Everything we achieve – whether through service innovation, inclusive practices or resilience planning – is made possible through strong partnerships with our customers, suppliers and peers. By sharing ideas and learning from each other, we are helping to build a stronger, more capable industry for the future.

A Partnership that Blooms

That trusted partnership recently inspired something special.

When the Adult Services team needed help to refurbish their well-used but ageing sensory garden, they turned to Wade to ask if he or his team could lend a hand. Without hesitation, and giving up their own time, including lunch breaks, the team stepped in. Over several days, they carried out repairs, secured raised beds, and supported the overall upgrade of the garden space.

The result? A rejuvenated garden area where users can relax, connect with nature, and enjoy sensory activities. With the beds now ready, the team at Adult Services can begin planting herbs and adding sensory items to further enrich the space.

Mike, Lynn, and everyone at Adult Services shared their heartfelt thanks:

This story is a fantastic example of how our people live the OCS values every day—delivering exceptional service, building community, and going the extra mile to make a meaningful impact.

Energy, Efficiency and the Road to Net Zero 

For organisations focused on decarbonisation, AI offers a powerful tool to drive energy efficiency. Rather than relying on static controls, we use AI-supported tools to dynamically adjust heating, cooling and lighting, based on occupancy, usage trends and environmental conditions.   

In practical terms, that means a more comfortable environment for your people, significantly lower utility costs, and tangible progress against your ESG commitments. It also means being able to report on these improvements with clarity and confidence – something our customers increasingly need for regulatory, stakeholder and reputational reasons. 

From Systems to Strategy 

AI’s most significant benefit is its ability to enable smarter long-term decision-making. With live data and predictive analytics, our AI-enabled systems help you see how your buildings perform over time. We can show you where investments will have the most significant impact, which assets are underperforming, and how small changes now can prevent significant costs later.

Building Management Systems (BMS) play a crucial role in this shift. By integrating and optimising BMS, we unlock a deeper understanding of how your systems are functioning, from HVAC to lighting and beyond, enabling targeted interventions that enhance efficiency and performance.

This approach is already delivering results. At Edinburgh High Court, we delivered a major low-carbon retrofit in partnership with the Scottish Courts and Tribunals Service (SCTS). The project aimed to improve energy performance, cut carbon emissions, and modernise the building infrastructure, all while supporting SCTS’s long-term sustainability goals.

The project was forecast to reduce total energy consumption by 30%, with annual cost savings of over £70,000. By July 2024, with only 25% of the upgrades completed, the site had already achieved a 23% reduction in total energy use. Additional benefits included improved occupant comfort and a noticeable reduction in external noise levels, further enhancing the building’s environment.

It’s a clear example of what can be achieved when hard services are approached strategically. In other words, hard services are no longer just about keeping the lights on. They’re about helping you think ahead, spend wisely, and build operational resilience with data, technology, and expertise working together to deliver measurable value across your estate.

Why OCS? 

We combine decades of engineering and facilities experience with cutting-edge technology and deep sector knowledge. Our approach to AI isn’t about overhauling your entire infrastructure – it’s about making what you already have work harder, smarter and more sustainably. We work alongside your teams to implement practical, scalable and tailored solutions to your estate – no jargon, disruption, just better outcomes. 

Whether you’re managing a single site or a nationwide portfolio, we can help you unlock the full potential of your built environment through intelligent, hard services. 

If you’re exploring how AI can improve reliability, efficiency and sustainability in your buildings, we’d love to start that conversation. OCS is already helping customers in healthcare, aviation, education and commercial property, and we’re ready to help you do the same. 

1. Social value is important in business 

The past decade has seen social value shift from a corporate social responsibility (CSR) initiative to a central pillar of a business’s strategy. In fact, since 2020, the prominence of social value has skyrocketed by 650% according to the Social Value Portal, especially as it becomes increasingly central to procurement and impact reporting.  

This shift has been driven by changing stakeholder expectations, government legislation, such as the Public Services (Social Value) Act 2012, and a growing emphasis on ESG performance. However, many businesses still approach social value as a box-ticking exercise rather than embedding it into their operations.  

Our roundtable highlighted that to truly drive impact, organisations must take a leadership-driven approach.  Additionally, they should incorporate insights from individuals with lived experiences while collaborating with strategic partners to deliver meaningful and measurable outcomes.  

2. Social value drives community engagement  

Authentic community engagement is a key component of social value. Yet, businesses can struggle to implement initiatives that are genuinely impactful. Our ESG roundtable emphasised the importance of effective engagement. It must be purpose-led and tailored to the unique needs of local communities.  

For example, Sunbelt Rentals’ Forests with Impact initiative trains and pays prisoners to grow tree saplings, creating both environmental and social benefits with the surplus revenue reinvested into upskilling and training opportunities. Similarly, Everton In the Community works with thousands of individuals each year to address social issues such as unemployment, digital poverty and mental health challenges. 

These initiatives align business values with long-term community partnerships. When done correctly, community engagement creates a sense of shared purpose and bolsters a business’s reputation. This reinforces the belief that businesses thrive when the communities around them do as well.  

3. Social value creates employment opportunities for marginalised groups 

Employment is a powerful driver for creating social value. However, many marginalised groups – including ex-offenders, people with disabilities, or those from disadvantaged backgrounds – face systemic barriers to securing meaningful and long-lasting employment. The Social Value roundtable underscored that businesses must rethink their hiring policies to create pathways for individuals in these demographics. For example, the Ministry of Justice and New Futures Network are developing pathways for those leaving incarceration to transition into the workforce through apprenticeships and training programmes.  

However, outdated hiring processes, such as unnecessary DBS checks and rigid application processes, still prevent many individuals from accessing employment opportunities. Our discussions reinforced the need for businesses to shift the focus from risk avoidance to potential assessment. Candidates should, and must, be evaluated on their skills and ability to contribute rather than solely on past circumstances. 

4. Social value nurtures future skills for a future workforce 

The UK is facing a widening skills gap in our workforce, with projections from The National Foundation for Education indicating that up to seven million workers may lack essential job skills by 2035. This growing challenge has only been exacerbated by certain factors. Rapid technological advancements, a growing disparity between education and industry needs, and the decline of traditional entry-level job markets in sectors such as retail or hospitality all make the situation more dire.  

The roundtable highlighted that businesses must take an active role by engaging young people early in their career journeys. To achieve this, businesses can increase their outreach efforts by collaborating more closely with educational institutions to showcase opportunities available. By investing in future talent today, businesses can take steps to achieve long-term industry resilience through the creation of sustainable career pathways for the next generation entering the workforce.