Sustainability
STRIVING TO CREATE A POSITIVE IMPACT
At MCS, sustainability and social value are core to our ethos. We prioritise three key pillars: environment and footprint, people and communities, and governance and resilience. Through focused efforts in these areas, we strive to create a positive impact on both the environment and society, fostering a more sustainable and equitable future for all.
Our Sustainability Strategy
Our sustainability strategy comprehensively addresses all aspects of our operations, establishing clear medium and long-term objectives.
To thoroughly understand our business priorities, we conducted a risk-based materiality assessment, incorporating input from stakeholders and external experts.
This involved engaging and consulting with key clients, our board, and employees. We also considered took into account evolving legislative dynamics, considering both present and future requirements
All targets within this strategy align with a baseline year set to the last full fiscal year at time of creation (April 2022-March 2023).
Our strategy underscores an ongoing commitment to improving and adapting our business practices. Therefore, to ensure transparency in our sustainability journey, we will publish our progress against these targets annually.
Our full and comprehensive strategy can be accessed via the link below.
Our 3 Key Sustainability Pillars
This pillar embodies our commitment to responsible environmental practices that leave a positive mark on the world we operate in. In this section we break down our approach to minimising our environmental impact and reducing our footprint.
Focusing on three key areas within; Climate Consciousness, Resource Efficiency and Sustainable Solutions for our Clients. From everyday initiatives to overarching goals, we’re eager to share how we’re making a real, tangible difference. We aim to create a positive and lasting environmental legacy, demonstrating that responsible business practices can pave the way for a more sustainable future.
A cornerstone within our sustainability strategy that celebrates the positive influence we aim to create. This pillar is a tribute to our commitment to fostering thriving communities, nurturing employee well-being, and championing collaboration within our industry.
In this section we will unravel the initiatives and approaches that define our genuine dedication to making a positive impact. From community engagement to prioritising the well-being of our employees, and fostering collaboration across the industry.
In this section, we’re not just talking about sustainability; we’re showcasing how it comes to life through the people we empower and the communities we support.
This pillar is often overlooked within sustainability strategies and for us it encompasses the sub-sections of customer satisfaction, quality assurance, responsible operations, and risk management. All of which are core to our success as a business.
In this section, we provide a comprehensive breakdown of our governance principles, highlighting our dedication to transparency, accountability, and the pursuit of operational excellence.
Serving as a forward-looking guide, providing insights into our ongoing commitment to sound governance and resilient business practices.
Our Key Sustainability Pillars
The following sections showcases long- and short-term goals for MCS across our three key pillars - environment and footprint, people and communities, and governance and resilience. For an, full and comprehensive breakdown please take a look at our full sustainability strategy that can be found below.
OUR ENVIRONMENT & FOOTPRINT ROADMAP
In this section we break down our approach to minimising our environmental impact and reducing our footprint. The below table showcases our short- and long-term targets:
2025
- Implement a Bike2Work and EV scheme
- Install efficient sensor lighting in Bristol office
- Encourage flexible working where appropriate
- Develop a carbon reduction plan in line with the UK government’s procurement policy note on 06/21
- Commit to limiting business mileage to under 5000 miles per person
2030
- Internal monitoring of uptake of Bike2Work and EV schemes
- Install efficient sensor lighting in London office
- Commit to limiting business mileage to under 3000 miles per person
- Reduce scope 1 and 2 by 42%
2025
- Start to record office waste
- Engage with clients on waste management and resource efficiency targets and solutions moving forward to help track our waste and be part of their solutions
- Start to report office water usage
2030
- Record a year-on-year decrease of waste per person from 2025-2030
- Set a baseline and create a water usage target
2025
- Working with our clients to realise their sustainability aspirations on their projects
- Create and implement a sustainable procurement plan policy with our clients interests at its core
- Specify energy efficient equipment as a standard option to our clients
2030
- Add in sustainability KPI monitoring as a standard service offering
- Ensure 100% adherence to sustainable procurement policy including new supplier onboarding
OUR PEOPLE & COMMUNITIES ROADMAP
In this section we will unravel the initiatives and approaches that define our genuine dedication to making a positive impact. From community engagement to prioritising the well-being of our employees, and fostering collaboration across the industry. The below table showcases our short and long term targets:
2025
- Create, drive and track volunteer days
- Track organisational social value using the TOMS framework
- Donate charity contributions of over £100k or £900 per employee (whichever is more)
- Support at least two named voluntary/community organisations per year
- Achieve 300 weeks of training including work experience, apprentices and graduate training
- Ensuring we utilise local SME companies from within 30 miles of the project - target of 40% of project value (where possible)
2030
- Apply employees to be taking their entitled volunteer days
- Donate charity contributions of over £150k or £1k per employee (whichever is more)
- Support at least five named voluntary/community organisations per year
- Achieve 500 weeks of training including work experience, apprentices and graduate training
- Ensuring we utilise local SME companies from within 30 miles of the project - target of 50% of project value (where possible)
2025
- One MHFA DER per 20 employees
- Health surveillance monitoring for employees where appropriate
- Start to record voluntary disclosure of ethnicity
- Implement yearly employee surveys and act on recommendations as appropriate (target 70% response rate)
2030
- One MHFA DER per 10 employees
- Increase female representation on the board / senior management by 2030
- Implement yearly employee surveys and act on recommendations as appropriate (target 85% response rate)
2025
- One employee to sit on a volunteer board
- Commit to supporting our customers chosen charities (helping them raise money)
- Support our supply chain with their sustainability aspirations - one SME
- Continue to seek to collaborate with other like-minded organisations and participate with the supply chain sustainability school
2030
- Five employee to sit on a volunteer board
- Support our supply chain with their sustainability aspirations - five SME
OUR GOVERNANCE & RESILIENCE ROADMAP
In this section, we provide a comprehensive breakdown of our governance principles, highlighting our dedication to transparency, accountability, and the pursuit of operational excellence. The below table showcases our short and long term targets:
2025
- Implement process for capturing customer feedback and track responses/scores annually with a view to set quantifiable targets
2030
- Work towards embedding ISO9001, 45001 and 14001 principles into the business with a view to achieve accreditation by 2030
2025
- H&S and environmental inspections carried out in line with requirements set out within revised inspection policy
- H&S stats, achieve and maintain a lower than industry (construction) score AFR
- Undertake BREEAM training for internal H&S and sustainability teams
- Ensure equality, diversity and inclusion training camp is completed by all new starters and managers complete training on a three yearly basis
- Formalise and enhance employee induction processes, including sustainability and social value responsibilities
2030
- BREEAM training for all other appropriate site staff
2025
- Implement a business continuity plan
- Ensure ongoing adherence to anti-corruption, bribery policies
- Create and maintain a company wide legal risk register
- Support at least two named voluntary/community organisations per year
- Ensure all staff undertake GDPR and cyber security training
2030
- Develop contingency plans for potential disruptions in the supply chain
- Formal biennial review of business governance risk
- Create a risk and audit committee that meets quarterly to discuss and monitor business risks
