Our ESG strategy

Delivering impact: Our strategy

Our purpose, Better Places; Thriving Communities, underpins an ESG strategy that delivers long-term value for people, communities and the planet. Plan Zero and Plan Thrive, our environmental and social sustainability initiatives, now operate in parallel as a shared strategic framework, embedded in how we operate, invest and deliver services across the Group.

Plan Zero drives environmental resilience. Having delivered an effectively Net Zero position for Scope 1 and 2 emissions at the end of 2025, the conclusion of Phase One, our focus has shifted to Plan Zero 2.0, with a re-baselined trajectory targeting a 50% reduction in Scope 3 emissions by 2030 and Net Zero across our value chain by 2035. We continue to grow our decarbonisation capabilities organically and through targeted acquisitions, enabling both Mitie and our customers to accelerate their own Net Zero journeys through Mitie Plan Zero – Decarbonisation, Delivered™.

Plan Thrive deepens our social impact. Now in its first full year of delivery, Plan Thrive provides a clear framework for our commitment to uplift one million lives and enable 1,000 places to prosper, through inclusive employment, skills development, volunteering, community investment and responsible supply chain practice. Progress is tracked through the independent Thrive Impact Measurement platform, ensuring that accountability sits at the heart of delivery rather than reporting.

These strategies are interconnected: thriving communities depend on a healthy planet, and equitable societies sustain environmental progress. Shared enablers such as responsible partnerships and supply chain, innovation, and strong governance, ensure unified delivery and transparent impact reporting across both initiatives.

Our new long-term ESG targets, set for FY26 to FY31 and incorporating the enlarged Group following the Marlowe acquisition, reflect our most material impacts, risks and opportunities. They span environmental performance, people and inclusion, community investment and responsible supply chain practice, aligned to the UN SDGs and supported by robust governance and external assurance.

Together, Plan Zero and Plan Thrive create enduring value for our colleagues, customers, communities and the systems we all depend on.

Our social value framework

Environment

Delivered through Plan Zero

Our pledges

Net Zero by 2025 for Scope 1 and 2. Achieved – completing Phase One of Plan Zero, our short-term commitment to Net Zero Scope 1 and 2 emissions.

50% reduction in Scope 3 emissions by 2030

People and Community

Delivered through Plan Thrive

Our pledges

Uplift one million lives: Through job creation, skills development, inclusive practices and wellbeing

Enable 1,000 places to prosper: delivering social value in the places we work to strengthen community engagement

Partnerships and responsible supply chain

Our pledge

Champion partnerships and invest in our supply chain

Governance and Innovation

Measure and report transparently

Our social value framework

Environment

Delivered through Plan Zero

Our pledges

Net Zero by 2025 for Scope 1 and 2. Achieved – completing Phase One of Plan Zero, our short-term commitment to Net Zero Scope 1 and 2 emissions.

50% reduction in Scope 3 emissions by 2030

People and Community

Delivered through Plan Thrive

Our pledges

Uplift one million lives: Through job creation, skills development, inclusive practices and wellbeing

Enable 1,000 places to prosper: delivering social value in the places we work to strengthen community engagement

Partnerships and responsible supply chain

Our pledge

Champion partnerships and invest in our supply chain

Governance and Innovation

Measure and report transparently

Environment

Plan Zero: Delivering impact for our environment

Plan Zero is our sustainability strategy to eliminate carbon emissions, enhance biodiversity and mitigate waste for Mitie and our customers. Read more about our environment approach in the Environment section.

Plan Zero pledges:

Net Zero achieved for Scope 1 and 2: Our industry-leading Plan Zero initiative committed Mitie to an ambitious short-term target of Net Zero Scope 1 and 2 emissions by 2025 – a target we achieved, marking the conclusion of Phase One of Plan Zero.¹

50% reduction in Scope 3 emissions by 2030: An interim target to reduce our Scope 3 emissions by 50% by 2030.

Net Zero Scope 3 by 2035

Our commitments:

1. Reduce Scope 1 and 2 carbon emissions: Drive down energy consumption, eliminate all fossil fuel emissions and adopt natural renewable sources for electricity.

2. Reduce Scope 3 carbon emissions: Measure, report and influence emissions in the value chain to align with our Scope I and 2 commitments and promote science-based targets through our supply chain.

3. Circular economy: Reduce water and waste at source and adopt a circular economy. Take all measures to eliminate virgin products from our operations.

4. Biodiversity: Nature and the use of virgin materials must be considered in all procurement decisions, and nature-positive opportunities increased throughout our property portfolio.

5. Deliver sustainability: Embed environmental sustainability into all aspects of every contract and project delivery, not just green projects.

This does not yet meet the stricter Science Based Targets initiative (SBTi) definition of Net Zero, which requires residual emissions to be reduced to ≤10% of the baseline, and further reduction is therefore required.

People and Community

Plan Thrive: Delivering impact for society and people

Our vision is to uplift lives and enable places to prosper. This strengthens our communities and creates a lasting legacy for the people and places we serve. Read more about our people approach and community approach in the People section.

Plan Thrive pledges:

Uplift one million lives: Delivering intentional activities such as creating jobs, opportunities and investing in skills to drive social mobility. Making sure we have the training, processes, programmes and policies to create an inclusive culture where our people can feel a sense of wellbeing and belonging.

Enable 1,000 places to prosper: Through delivering social value activities in the buildings and places where we work and evaluating what we do to drive engagement and positive changes for our colleagues and communities.

Our commitments:

6. Develop talent: Through a skills-based learning strategy for all, create and retain quality jobs, improve social mobility and help develop the skills for the future, in the places and for the people that need them.

7. Diverse workforce: Attract and retain a diverse workforce and foster a truly inclusive culture where everyone can bring their true selves to work.

8. Health and wellbeing: Focus on a preventative approach, improving the health and wellbeing of our people, supply chains and local communities. Foster a positive work environment, recognising the interdependent relationship of physical, mental and financial health.

9. Tackling inequality: Consider underrepresented groups for employment, improve disabled access to the workplace, take action to support digital inclusion, and promote volunteering to meet all stakeholder goals.

Partnerships and responsible supply chain

Enabling impact through innovation and collaboration

We believe lasting social and environmental impact is best achieved through innovation and purposeful collaboration. By fostering new ideas, forging strategic partnerships and co-creating solutions with our stakeholders, we aim to drive meaningful change that contributes to a more inclusive, sustainable future. Read more about our partnerships and supply chain approach in the Partnerships and responsible supply chain section.

Our pledge:

Champion partnerships and invest in our supply chain: by building a strategic Preferred Supplier List of social value delivery partners and enhancing how we embed impact within our procurement processes.

Our commitments:

10. Sustainable procurement: Enhance our procurement process, supplier management and development to deliver a longer-term value beyond cost savings, promoting: safe, fair working conditions; inclusive hiring; human rights and labour standards; supply chain collaboration and inclusion of voluntary, charitable and social enterprises (VCSEs) and small to medium-sized enterprises (SMEs); and procuring high-quality verified carbon credits with a balanced portfolio of social and nature-based projects to offset hard-to-abate residual carbon emissions as part of our Net Zero strategy.

11. Collaboration: Collaboration with all stakeholders is encouraged, fostered and embedded throughout the business, and used as the foundation for impactful action through long-term partnerships in alignment with ISO 44001.

Governance and Innovation

Enabling impact through leadership, integrity and accountability

Mitie’s governance structure and processes are industry-leading, often scoring us the highest marks in this area through our disclosure channels. Read more about our governance in the Governance section.

Our pledge:

Measure and report transparently: Report all environmental impacts with third-party-verified carbon data, continue rolling out the Thrive platform for consistent social value reporting, expand EcoVadis and Coupa for automated ESG data collection, integrate Double Materiality Assessment (DMA) insights, align with CSRD, Task Force on Climate-related Financial Disclosures (TCFD) and SBTi, and maintain strong data governance with assured, auditable ESG metrics.

Our commitments:

12. Senior-level oversight: The Board and senior managers have oversight of the whole ESG programme and set the strategy, measure, report and incorporate transparent and public disclosure of material impacts, progress and targets.

13. Act responsibly: Show the highest levels of ethical and moral stewardship regarding tax evasion, lobbying, bribery and corruption, and ensure appropriate whistleblowing schemes are in place.

14. Risks and opportunities: Finance and Risk teams drive sustainable investment and transparent disclosure throughout the business.

15. Environmental management systems: Sustainability frameworks will be established, maintained and improved to fulfil our moral, legal and contractual obligations.

ESG strategic targets and operational metrics

Strategic ESG targets for FY26–FY31

Our new strategic ESG targets for FY26–FY31 reflect our most material impacts, risks and opportunities. These Group‑level commitments incorporate the Marlowe acquisition and have been extended to FY31 to enable full reporting against our interim 2030 50% carbon reduction target. They are supported by a broader suite of operational targets and performance indicators, which are disclosed in full within our ESG report to maintain transparency while preserving strategic clarity.

Strategic ESG targets for FY26–FY31

Environment	Target FY26	Actual FY26	FY27	FY28	FY29	FY30	FY31
Scope 1, 2 & 3 – Intensity tCO₂/£m revenue¹	56.94	54.76	49.23	43.01	35.89	28.30	21.48
% recycling rate	65%	66%	70%	75%	80%	85%	85%
Total waste generated (tonnes)	400	395	370	340	310	280	250
Nature-positive habitats²	8%	8%	14%	22%	26%	30%	33%

People
% of women in leadership³	40%	32%	40%	40%	40%	40%	40%
% of racially diverse colleagues in leadership³	20%	18%	20%	20%	20%	20%	20%
Investment in apprentices⁴	£5.5m	£7.5m	£5.7m	£6m	£6.3m	£6.5m	£6.7m

Community
Volunteer paid hours	25,000	35,706		28,000	32,000	37,000	42,000	45,000
% supported hires from an underrepresented background⁵	2%	1.3%		2.5%	3%	3.5%	4%	4.5%

Responsible supply chain
Spend with VCSEs	£2.5m	£3.19m	£2.75m	£3m	£3.25m	£3.5m	£3.75m
% of spend with SMEs⁶	45%	45%	45%	45%	45%	45%	45%
% of spend on Supplier Management Framework	60%	60%	70%	80%	90%	90%	90%

Mitie has adopted an emissions‑intensity target calibrated to support delivery of the 2030 absolute reduction milestone while enabling consistent year‑on‑year performance assessment. Mitie’s climate targets are expressed on a gross emissions basis.
Increase in nature‑positive habitats across Mitie hub sites, measured as a percentage improvement against the FY26 baseline.
Targets apply to the senior leadership team, which includes the Executive Committee and Management Leadership Team, consistent with prior reporting definitions.
Investment in apprenticeships across Mitie’s own workforce, including the use of apprenticeship levy funds and levy gifting to support supply chain and community partners.
Percentage of eligible roles filled through recruitment and in‑work support delivered via Mitie Foundation programmes and associated social value initiatives.
Commitment to maintain public sector spend with small to medium‑sized enterprises (SMEs) at or above 33%, in line with government procurement expectations.

Operational ESG metrics for FY26–FY31

Alongside our strategic targets, we track a wider set of operational metrics that provide a more detailed view of performance across our business. These metrics underpin delivery of our strategic commitments and give a fuller picture of progress across our workforce, emissions, community impact and supply chain.

Operational ESG metrics for FY26–FY31

Environment	Target FY26	Actual FY26	FY27	FY28	FY29	FY30	FY31
Scope 1 & 2 emissions – global emissions (tonnes)³	29,300	26,409	27,830	25,780	23,000	19,300	14,650
Scope 3 emissions – global emissions (tonnes)⁴	296,000	281,257	281,149	260,440	232,355	194,976	148,000
Scope 1 & 2 – Intensity tCO₂/£m revenue	5.13	4.70	4.43	3.87	3.23	2.55	1.94
Scope 3 – Intensity tCO₂/£m revenue	51.81	50.06	44.80	39.13	32.66	25.75	19.55
% of fleet zero carbon (in scope)⁵	68%	90%	76%	80%	82%	84%	86%
% of fleet zero carbon (total)⁶	64%	76%	70%	74%	76%	78%	80%
% commuter engagement	5%	7%	8%	12%	17%	25%	25%

People
% of colleagues paid Real Living Wage¹	100%	100%	100%	100%	100%	100%	100%
% of women in leadership pipeline²	33%	31.15%	35%	37%	39%	41%	41%
% of racially diverse in leadership pipeline²	19%	14.91%	21%	23%	25%	27%	27%

Community
% LiveSafe Champions vs total workforce⁷	2.98%	1.21%		3.12%	3.28%	3.44%	3.62%	3.62%
Health and wellbeing training hours delivered	40,000	41,153		44,000	48,000	52,000	56,000	56,000

Responsible supply chain
% of Preferred Supplier List with carbon targets based in science⁸	35%	24%		60%	64%	64%	70%	70%

Applies to roles where Mitie sets the wage, reflecting our purpose and ethics as a responsible business.
Refers to the pipeline of talent within middle‑management bands M3 to M4, supporting leadership succession planning and future senior representation.
Reported under market‑based Scope 2 conditions, net of verified carbon credits and Renewable Energy Guarantees of Origin (REGOs), in accordance with the Greenhouse Gas (GHG) Protocol.
Scope 3 emissions include: purchased goods and services; fuel‑ and energy‑related activities not included in Scope 1 or Scope 2; upstream transportation and distribution; waste generated in operations; business travel; and employee commuting.
“In scope” reflects the availability of suitable electric vehicle technology and charging infrastructure.
Includes the total Mitie fleet.
LiveSafe Champions are colleagues who promote a zero‑harm culture, wellbeing and sustainability across operations and client sites.
Metric is aligned to prevailing Science Based Targets initiative (SBTi) criteria and may be updated to reflect future revisions to SBTi guidance.

Mitie acquire Marlowe Fire and Security and Environmental Services

Mitie strengthened its leadership in the UK facilities compliance sector with the acquisition of Marlowe plc, bringing 2,700 new colleagues into the business. This integration positions Mitie as the UK’s largest provider of Testing, Inspection and Certification services, supporting over 27,000 customers nationwide. The acquisition significantly enhances Mitie’s technical capability across fire and security, water and air hygiene, and asbestos services, ensuring comprehensive compliance coverage across every UK postcode as regulatory expectations continue to rise. This milestone reinforces Mitie’s commitment to creating safer, compliant buildings and supporting its wider ESG ambition to build Better Places and Thriving Communities.

Acquisition of Forest Group

Mitie strengthened its technical services capability through the acquisition of Forest Group, a specialist engineering business focused on commercial refrigeration maintenance. Operating across retail and hospitality, Forest Group brought a team of 40 highly skilled engineers and established expertise in maintaining critical refrigeration assets, including walk-in units, freezers and cellar cooling systems.

The acquisition enhanced Mitie’s self-delivery model by adding refrigeration to its existing capabilities in heating, ventilation and air conditioning, electrical maintenance and energy solutions, enabling a more integrated and efficient service offering. This strengthened the organisation’s ability to compete for complex facilities management contracts, particularly in the retail sector, while supporting growth and margin improvement.

Integration with Mitie’s building management systems and smart monitoring capabilities will further enable data-led performance, fault detection and energy optimisation. This positions Mitie to deliver improved operational efficiency, reduced energy consumption and more resilient asset performance across client estates.