Risk and resilience

 

Risk and resilience

Risk management approach

Climate-related impacts, risks and opportunities (IROs) are managed through our Enterprise Risk Management framework. Climate change is a principal risk, reviewed quarterly and comprehensively assessed annually.

Our climate change risk assessment, documented on the Group’s Risk Safe platform, supports this principal risk with a comprehensive set of climate-related IROs. At 31 March 2026, 13 climate-related IROs were identified, one fewer than in FY25, reflecting the deliberate removal of a prior risk relating to changes in customer behaviour resulting in lost opportunities. This removal followed a formal reassessment of the Group’s risk profile, reflecting Mitie’s strengthened environmental performance and increasing alignment with customer demand for decarbonisation and sustainability-led services. This change demonstrates that our risk framework is live and evolving, risks are added and removed based on evidence, not retained for continuity alone.

All risk data is assessed for impact and likelihood, with the residual score determining one of four risk ratings, from manageable to severe, ensuring a consistent and proportionate approach to risk management across the Group. Each climate-related risk and opportunity has a designated owner responsible for implementing appropriate management strategies, with guidance from the risk and sustainability teams. Account-level climate-related risk information is gathered and managed with customers through account-level risk registers, all accessible on Risk Safe.

The financial implications of material physical and transitional risks are assessed using a traffic-light methodology across different timeframes, with defined thresholds applied to determine materiality and disclosure requirements.

This structured approach ensures that climate risk assessments are anchored to financial planning and decision-making, rather than treated as a stand-alone reporting exercise.

Integration with financial planning and internal controls

Mitie’s Climate Transition Plan is embedded within the Group’s five-year cash flow forecast model, aligned with strategic, budgeting and business planning cycles, and calibrated to the duration of existing contracts. This ensures that climate-related risks and opportunities are assessed consistently with financial planning, with impacts overlaid onto long-term financial forecasts across short- (1–3 years), medium- (3–10 years) and long-term (10–15 years) time horizons.

ESG considerations are fully embedded within Mitie’s internal controls independent testing programme, with the Audit & Risk Committee providing oversight of the design and effectiveness of controls supporting sustainability-related reporting and decision-making. Mitie's control framework is based on the Committee of Sponsoring Organizations of the Treadway Commission (COSO) model, covering financial, operational and compliance controls, and is supported by the Integrated Management System as the key mechanism for ensuring policies and procedures are consistently followed. In line with the latest UK Corporate Governance Code requirements, Mitie has introduced independently validated testing of internal controls, moving beyond a predominantly self-assessment approach, with a particular focus on IT General Controls and ESG-related data quality.

Task Force on Climate-related Financial Disclosures (TCFD)

Mitie’s sustainability statement, detailed in our Annual Report and Accounts 2026 (pages 52–83), details a robust approach to climate-related risk and opportunity management, aligned with the TCFD. The company identifies and assesses material impacts across its value chain, using a structured framework to evaluate both physical and transition risks.

Key macro-level risks include extreme weather events and rising summer temperatures, which pose operational and productivity challenges. Transition risks such as decarbonising the supply chain, policy-driven cost increases and shifting customer expectations are also highlighted. These are counterbalanced by opportunities like expanding low-emission services, transitioning to EVs and accessing new markets through sustainable innovation.

Each risk and opportunity is assessed across short-, medium- and long-term horizons, with financial impacts modelled using a traffic-light system. Strategic responses include ISO-certified health and safety systems, EV-first fleet policies and proactive customer engagement on decarbonisation.

Mitie’s scenario analysis, developed with our insurance broker and risk advisor, Marsh, quantifies the financial implications of climate risks and supports business resilience planning. We continue to invest in mitigation strategies, including verified carbon credits and energy-efficient infrastructure, to meet our Net Zero targets and maintain investor confidence.

For a detailed overview of our sustainability statement, including specific metrics, governance structures and scenario analyses, please refer to the Annual Report and Accounts 2026.

Four priority climate-related risks and opportunities

Mitie has identified four priority climate-related risks and opportunities that are subject to detailed financial assessment and strategic response planning, developed in collaboration with Marsh. These are assessed across best case, most likely case and worst case scenarios, consistent with the Group’s broader financial modelling approach:

  • Extreme weather events (Physical risk: short to medium term) Increased costs linked to climate-related weather events disrupting workforce attendance and productivity. Modelling is based on an assumption of approximately two extreme weather events per year affecting operations, incorporating the Natural Hazards Assessment Network (NATHAN) approach, a global assessment of natural hazard risks and impacts, to calculate the financial repercussions of severe weather incidents on Mitie’s asset portfolio. Strategic responses include ISO 22301 business continuity certification, planned preventative maintenance schedules, enhanced health, safety and environment standards and ongoing scenario testing.
  • Increasing summer temperatures (Physical risk: medium to long term) Increased costs resulting from absenteeism and reduced productivity among frontline colleagues. Modelling is based on heat-related sickness costs and productivity impacts across both frontline and back-office populations. Strategic responses include an embedded occupational health strategy, health surveillance, seasonal alert protocols and planned preventative maintenance aligned to seasonal risk profiles.
  • Decarbonising supply chain (Transition risk: short to medium term) Increased costs arising from the purchase of carbon offsets to meet Scope 3 emissions targets. Modelling assumes that the purchase of carbon credits will be required to achieve Mitie’s Scope 3 net emissions objective, resulting in an increase in Group expenditure. Strategic responses include ongoing supply chain engagement, and designated procurement leads for supplier decarbonisation.
  • Switching from fossil fuels to low-carbon alternatives for fleet operations (Opportunity: medium to long term) Opportunities arising from the transition to EVs, primarily across Technical Services and Business Services. Modelling assumes full fleet electrification by FY35, with leasing expenses rising by approximately 6% per year and charging costs estimated based on average annual mileage. Strategic responses include Mitie’s EV-first policy for new vehicle leases and the continued deployment of charging infrastructure across colleagues’ homes, Mitie locations and customer sites.​

​​  Low impact: minimal material impact on earnings before interest and taxes (EBIT) (<5%)

​​  Medium impact: significant material impact on EBIT (5–10%)

​​  High impact: critical material impact on EBIT (>10%)

Risk/opportunity description

Impact

Strategic response

Financial assessment and assumptions

Time horizon

Worst case

Most likely case

Best case

1. Extreme weather events

Physical risk

Short to
medium term

Increased costs linked to climate-related weather events disrupting workforce attendance and productivity.

Impacts felt universally – Mitie (UK and overseas), customers and subcontracting and strategic partners affected.

Enhanced health, safety and environment standards and processes ISO 22301 certified

Planned preventative maintenance schedules aligned with seasonal changes

Estates strategy in place and continually reviewed

Insurance coverage

Ongoing scenario testing

The modelling assumes that around two extreme weather events occur annually that affect our operations. It also incorporates the NATHAN approach, which is a global assessment of natural hazard risks and impacts, in order to help calculate the financial repercussions of severe weather incidents on Mitie’s asset portfolio.

Short

Green circle

Green circle

Green circle

Medium

Green circle

Green circle

Green circle

Long

Green circle

Green circle

Green circle

2. Increasing summer temperatures

Physical risk

Medium to
long term

Increased costs resulting from absenteeism and reduced productivity.

Impacts felt universally – Mitie (UK and overseas), customers and subcontracting and strategic partners affected.

Occupational health strategy embedded

Ongoing sickness monitoring

Health surveillance and monitoring framework

Seasonal alerts reminding colleagues of risks and associated controls to be followed

Planned preventative maintenance schedules aligned with seasonal changes

The modelling is based on costs related to heat-related sickness experienced by frontline colleagues and the productivity costs incurred by both back-office and frontline colleagues at Mitie due to absences.

Short

Red circle

Green circle

Green circle

Medium

Red circle

Green circle

Green circle

Long

Red circle

Green circle

Green circle

3. Decarbonising
supply chain

Transition risk

Short to
medium term

Increased costs arising from the purchase of carbon offsets in order to meet emissions targets.

Procurement leads identified

Ongoing engagement with supply chain

The modelling assumes that the purchase of carbon credits will be required to achieve Mitie’s Scope 3 net emissions objective, resulting in an increase in Group expenditure.

Short

Green circle

Green circle

Green circle

Medium

Yellow circle

Yellow circle

Green circle

Long

Red circle

Green circle

Green circle

4. Switching from fossil fuels to low-carbon alternatives for fleet operations

Opportunity

Medium to
long term

Opportunities felt predominately in Mitie operations (Technical Services and Business Services) (UK and overseas).

Impacts felt universally across the Group.

Plan Zero commitment – 85% EV fleet (completed) at the end of 2025

Ongoing review of EV transition

Deployment of charging points at Mitie and customer sites, as well as colleagues’ homes

The modelling assumes that, by FY35, the Group’s fleet will consist entirely of EVs. The associated leasing expenses are expected to rise by 6% per year, with fuel costs determined by average annual mileage and cost per mile. As the Group shifts entirely to EVs, charging expenses are estimated based on average annual mileage.

Short

Green circle

Green circle

Green circle

Medium

Green circle

Green circle

Green circle

Long

Green circle

Green circle

Green circle

Material impacts, risks and opportunities and their interaction with strategy and business models

Double Materiality Assessment (DMA): long-term sustainability and resilience

Mitie carried out a DMA during FY24 to establish a comprehensive view of the sustainability topics that are most significant to our stakeholders. The exercise evaluated our impacts, risks and opportunities (IROs), ensuring that both our strategy and disclosures remain targeted, efficient and aligned to stakeholder expectations.

The DMA followed a recognised methodology consistent with the latest global sustainability reporting standards, including the Global Reporting Initiative Universal Standards (2021), International Financial Reporting Standards (IFRS) S1 (2023) and European Sustainability Reporting Standards (ESRS) 2 (2023). As part of the process, we gathered insight through structured stakeholder engagement, including interviews and an online StakeholderTALK survey.

The assessment examined both:

  • Mitie’s actual and potential effects on people and the environment
  • Financially relevant sustainability issues for investors

This dual lens, covering ‘impact’ and ‘financial effects’, reflects the principle of double materiality. Our approach draws on the Five-Part Materiality Test (AccountAbility 2002–2018), aligns with the Sustainability Accounting Standards Board Five‑Factor Test (2015), and incorporates guidance from the European Financial Reporting Advisory Group Materiality Guide (2024).

In determining relative priorities, the assessment also considered the Sustainability Context Principle and the Precautionary Principle when evaluating actual or potential IROs. The process included detailed research using both internal and external sources, such as policy reviews, reporting analysis and published articles. Scoring criteria were mapped to the relevant requirements of IFRS S1 and ESRS 2.

Validation was performed by a group of senior managers, and the ESG Committee formally approved the assessment. The outputs were then reviewed to determine the material topics, as well as those issues that sit below the materiality threshold. These results are presented in the graphic shown below.

Risk matrix
  • Water stress, water use, wastewater treatment
  • Climate change policy: customer/investor/response/education
  • Air quality and pollution (local)
  • Operational resources: materials/circular economy, waste and recycling
  • Biodiversity loss (local and regional soils, forest/ woodland, aquatic)
  • Anti-discrimination in employee lifecycle (ED&I)
  • Responsible procurement and supplier risk
  • Human rights across the value chain
  • Public policy advocacy
  • Adaptation to natural weather viability/climate change
  • Energy transition: positive and negative environmental risk
  • Energy transition: social risk, positive and negative
  • Occupational health and safety (personal and process)
  • Colleague: fair employment 
  • Colleague learning and development, future skills and apprenticeships
  • Corporate governance, transparency and integrity
  • Operational energy management: energy efficiency, energy security
  • GHG emissions: decarbonisation of operations, credible carbon management 
  • Colleague wellbeing (mental and physical health)
  • Local community impact
  • Products and services: enabling environmental improvements (energy efficiency, pollution, water use, waste)

Outcome

The DMA identified the most significant sustainability‑related impacts, risks and opportunities. Based on this assessment, ESRS E1 (Climate Change), ESRS S1 (Own Workforce) and ESRS G1 (Business Conduct) have been identified as material and are therefore disclosed in this sustainability statement.

ESRS topical standards relating to pollution, water and marine resources, biodiversity, resource use and circular economy (E2–E5), and value‑chain workers, affected communities and consumers (S2–S4) were assessed and determined not to be material. Accordingly, these disclosures have been omitted in line with ESRS requirements.

Seven material topics were identified through our DMA, which map across the three material areas of focus.

ESRS category mapping

ESRS material topics
identified by the DMA

Link to UN SDGs

E1 Climate Change

E Operational energy management, efficiency, GHG emissions and decarbonisation

UN indicator

E Products and services: enabling environmental improvements

UN indicator

S1 Own Workforce

S Occupational health and safety (personal and process)

UN indicator

S Colleague: fair employment

UN indicator

S Colleague: learning and development, future skills and apprenticeships

UN indicator

S Colleague wellbeing (mental and physical health)

UN indicator

G1 Business Conduct

G Corporate governance, transparency and integrity

UN indicator

SDGs are referenced to aid stakeholder interpretation and do not determine materiality.

SDG icons

Data-driven risk management: KRI framework

Mitie has implemented a Group-wide Key Risk Indicator (KRI) framework to enhance visibility of risk exposure and enable more data-driven decision-making. Traditional risk reporting can be subjective and retrospective, limiting the ability to detect emerging trends. To address this, KRIs have been assigned to all principal risks, supported by structured data collection and integration into risk systems. This allows for a more consistent and transparent view of risk performance, linked directly to business activity.

The framework has enabled a more dynamic understanding of the Group’s risk profile, improved early identification of emerging issues and strengthened reporting to senior leadership and the Board. It also enhances the linkage between risk management and operational performance, ensuring that risk insight drives action, not just governance compliance.

Risk and Resilience Week

Risk and Resilience Week is a key annual initiative designed to strengthen awareness, capability and ownership of risk across Mitie. Embedding a consistent risk culture across a large and diverse organisation requires sustained engagement, and this programme provides a focused opportunity to reinforce expectations across every level of the business.

The initiative delivers a coordinated programme of communications, workshops and leadership engagement, supported by themed daily content and interactive sessions. It also incorporates the annual Risk Maturity Assessment, enabling the business to gather structured insight on its strengths and areas for improvement. In FY26, the outputs of the assessment informed the integration of climate-related responses into the Enterprise Risk Management framework and will guide the refinement of climate-related KRIs and mitigation actions in the FY27 cycle.

This approach has increased engagement with risk management across the organisation, strengthened accountability at all levels and reinforced a culture of proactive risk identification and escalation, supporting overall resilience.

Scenario analysis: Strengthening our understanding of climate-related risk

Mitie recognises that failure to respond effectively to climate-related risks represents a material threat. In FY26, scenario analysis was expanded to highlight increasing exposure to extreme weather events, with flooding and severe storms posing risks to operations through disruption to workforce mobility and supply chain availability.

Mitie applies a three-point scenario range within financial modelling (best case, most likely case, and worst case), aligned to recognised climate pathways (RCP 2.6 and RCP 8.5), with the central case representing a management estimate within this range. Scenario variation is applied through the scaling of core modelling inputs, including frequency, severity and cost assumptions, ensuring consistency in underlying methodology while enabling assessment of a realistic range of outcomes.

Transition risk: Marsh collaboration

Mitie partnered with Marsh to strengthen its approach to identifying and managing climate-related transition risks – those linked to the shift to a low-carbon economy. As regulatory expectations increased, Mitie recognised the need to better identify exposures and embed them into decision-making and disclosures. Through targeted workshops and ongoing analysis, key transition risks were identified and prioritised, with a structured framework established to assess impacts across the organisation.

This work has improved alignment between risk management and ESG reporting, supported the development of climate-related disclosures, and strengthened cross-functional collaboration between the Risk and Sustainability teams. It has also deepened organisational understanding of how climate transition risks, including evolving regulation, carbon pricing and changing market dynamics, may affect operations, supply chain and financial performance. The outputs have been incorporated into the FY26 risk maturity assessment and will inform enhanced scenario analysis, climate risk indicators and CSRD-aligned reporting controls for FY27.

Physical risk: Flood risk assessment and monitoring

Mitie undertook a portfolio-wide flood risk assessment in FY26 to improve understanding of physical climate risk exposure across its estate, covering both Mitie and Marlowe sites following the August 2025 acquisition. Prior to this work, visibility of physical risk across the enlarged estate was limited, making it difficult to prioritise mitigation effectively.

Building on the original Marsh physical risk assessment conducted in FY23, which covered 500 sites, identified flooding as the most significant hazard and conducted a deeper review of 95 high-value locations highlighting sea-level rise as a key concern, the FY26 programme assessed flood risk using the NATHAN natural hazard methodology and evaluated the use of forecasting and sensor technology to support early warning and proactive disruption management.

As a result, Mitie has strengthened its ability to identify vulnerable locations, prioritise mitigation measures and improve operational resilience. The outputs have also supported the development of more robust climate-related disclosures and a clearer narrative on physical risk management.

The climate modelling framework covers three time horizons:

  • Short term (1–3 years)
  • Medium term (3–10 years)
  • Long term (10–15 years)

These horizons are aligned to Mitie’s financial planning framework, with the short-term period reflecting the Group’s core five-year cash flow forecast and business planning cycle, and the medium- and long-term horizons extending to capture the full lifecycle of key assets, contracts and strategic decisions.

If you are interested in learning about our Enterprise Risk Management framework, please refer to pages 84 to 95 of the 2026 Annual Report and Accounts.

Climate-related policy engagement

Over the past financial year, Mitie has continued to regularly engage with both the government and the opposition on issues relating to the environment, most prominently on the decarbonisation of the UK’s workplaces and the skills and policies needed to support this transition. This has been through a range of activities such as convening debates with like-minded organisations to talk about sustainable estates and retrofit barriers, and through to one-on-one meetings with political stakeholders and select committee representatives.

A particular focus this year has been on heat electrification, electricity costs and market reform. We held meetings with policymakers and industry stakeholders to discuss the role of heat electrification in the UK’s Net Zero transition, and the impact of electricity costs on business investment decisions. These discussions confirmed a new parliamentary select committee inquiry into electricity market reform, which Mitie will contribute to as part of our ongoing government engagement, drawing on our in-house decarbonisation expertise and our experience supporting customers through their own energy transitions.

Other topics discussed with government and opposition stakeholders have included the detrimental impact of building safety and fire regulations on green and living wall installations, and the decarbonisation of commercial fleets in support of industry-wide electric vehicle coalitions.

We have also continued to formally engage with the government on how the UK can achieve Net Zero more broadly, including through consultation responses on Scope 3 reporting requirements, based on our perspective as a business that reports its own Scope 3 emissions, as well as our work supporting customers with their own Scope 3 reporting. Our engagement continues to highlight that accounting for and quantifying emissions across the supply chain is critical to developing a clearer pathway to Net Zero for UK businesses.

We will continue to engage on topics important to our business and our customers, such as electricity market reform, heat electrification and decarbonisation, with the relevant government departments, select committees and opposition spokespeople.

Climate resilience in action

Partnering with Previsico for advanced flood intelligence

Flooding is the UK’s most significant physical climate risk, and one that is growing. With flood costs expected to increase by more than 500% by 2050 and the average cost of a flood incident standing at approximately £132,000, the threat to facilities, operations and business continuity is substantial. Surface water flooding alone, the type least covered by traditional Environment Agency warnings, accounts for more than half of all flood events, yet existing tools frequently lack the property-level detail that facilities teams need to act in time.

As Mitie’s estate has grown, so too has our exposure. A portfolio-wide flood risk assessment conducted in FY26 identified that, across 138 assessed assets, 80% were at risk from surface water flooding and 17% were classified as high risk. With flooding formally identified as one of Mitie’s four priority climate-related risks, and with our Climate Transition Plan embedded into our five-year financial planning framework, we recognised the need to go beyond assessment and move into active, predictive resilience.

The solution

In FY26, Mitie partnered with Previsico, a specialist flood intelligence provider, to pilot advanced flood forecasting and live monitoring technology across a selection of high-risk sites, including HMP Millsike and locations in Birmingham and Rutherglen. Previsico’s platform provides property-level flood forecasts up to 48 hours in advance, operating at a 25x25 metre resolution and drawing on a combination of weather forecasting, Light Detection and Ranging (LiDAR) elevation data, satellite imagery, land cover mapping, and drainage and geology data. This level of granularity addresses a critical gap in traditional flood warning systems, which typically cover only broad geographical areas and miss the surface water flood events that make up the majority of incidents.

Sensors were installed by Previsico at key vulnerable points across each site, including car park drainage gullies, building entrances and outfall locations, providing millimetre-accurate, real-time water level monitoring around the clock. Each sensor feeds into a single shared operational dashboard, integrating live sensor data with forward-looking flood forecasts, automated alerts and full incident visibility. The service is fully managed by Previsico, including installation, ongoing maintenance and 24/7 technical monitoring.

What this means in practice

At HMP Millsike near York, sensors were installed at the car park and the site outfall, with alert thresholds calibrated to the specific characteristics of each location. Since installation, the forecasting dashboard has generated minor flood alerts at the site, an early indication that the system is detecting and communicating risk at exactly the level it was designed to. On each occasion, conditions were monitored and assessed in real time, and the situation did not escalate to a point where physical intervention was required. This is, in itself, a meaningful outcome: the value of early warning is not only in the actions it triggers, but in the informed decisions it enables, including the decision that no action is yet needed.

At Sunbeam House in Chesterfield and our Rutherglen office in Glasgow, sensors were placed at building entrances, rear access points and drainage infrastructure, with Expected Flooding thresholds set to trigger alerts at the earliest detection of water, giving facilities teams the time and information needed to act before damage occurs.

The platform enables Mitie to:

  • Receive automated alerts up to 48 hours before a flood event, giving teams time to implement protective measures and mobilise resources
  • Monitor conditions in real time across multiple sites from a single dashboard
  • Understand which specific areas of a site are most at risk and at what water levels action is required
  • Build a historical record of flood events to inform future resilience planning and maintenance scheduling

The benefits

Operational resilience – Early warning and live monitoring means facilities teams can respond to emerging flood risk before disruption occurs, protecting both assets and continuity of service for clients.

Financial protection – With the average flood incident costing £132,000 and Previsico’s technology demonstrated to enable mitigation of up to 70% of flood-related losses, the return on investment case is compelling.

Climate risk management – The pilot directly supports Mitie’s approach to managing physical climate risks under our Enterprise Risk Management framework, contributing to our TCFD-aligned disclosures and strengthening the evidence base for our climate scenario analysis.

Supporting clients – The capability developed through this pilot is directly transferable to customer sites. Facilities managers responsible for complex, high-value or operationally critical sites can benefit from the same property-level flood intelligence, helping them manage climate-related risks to their assets and meet their own reporting and resilience obligations.

ESG and reporting – Flood risk data captured through the programme feeds into Mitie’s broader climate-related reporting, supporting more robust and evidenced TCFD and CSRD-aligned disclosures.

Looking ahead

The Previsico pilot marks an important step in Mitie’s journey towards proactive, data-driven climate adaptation. As extreme weather events become more frequent and the financial consequences of inaction grow, the ability to forecast, monitor and respond to flood risk at a property level is fast becoming a baseline expectation, not a premium add-on.

Mitie is now exploring how this capability can be scaled across the wider estate and offered as part of our climate resilience services for customers. For organisations managing large, geographically dispersed facilities portfolios, the combination of predictive intelligence, live monitoring and expert support that Previsico provides represents a tangible and measurable step forward in climate adaptation.

To find out more about how Mitie can support your organisation’s flood resilience and climate adaptation strategy, please contact your account manager or visit mitie.com

Quote mark

Previsico is proud to be partnering with Mitie to bring predictive, property-level flood intelligence to their estate. As climate-related flood risk continues to grow, we’re delighted to be supporting Mitie in protecting their assets and operations and helping them build the kind of proactive resilience that sets a real benchmark for the industry.

Anna Carslaw

Business Development Manager, Previsico

500%

increase in floods costs expected by 2050

24/7

technical monitoring from Previsico

70%

mitigation of flood-related loses

Assessing physical climate risk

Our Climate Change Risk Assessment service

Physical climate risk continues to climb the global risk agenda. The World Economic Forum consistently ranks extreme weather and other climate-related hazards among the most significant risks the world faces over the next decade, and organisations are placing greater emphasis on understanding how a changing climate could affect their assets, operations, and long-term investment decisions.

In FY26, Mitie launched its Climate Change Risk Assessment (CCRA) service to help customers build that understanding and strengthen operational resilience. Combining our partnership with climate risk analytics specialist Climate X, Mitie’s asset-level real estate data, and the expertise of our sustainability and engineering consultants, the service delivers detailed, forward-looking assessments of physical climate hazards, translated into financial impact analysis and scenario-based insight across a customer’s estate.

The outputs feed directly into investment planning, helping customers prioritise sites for further appraisal and Royal Institute of British Architects Stage 2 development work. By connecting climate risk intelligence to asset strategy and capital planning, the CCRA service helps customers move beyond compliance-focused reporting towards more informed, data-driven resilience and decarbonisation decisions, supporting long-term asset performance and value.

See our CCRA brochure for more information or speak to your account manager.

View the brochure​

Advancing climate risk governance under the Climate Transition Plan

Dried desert.

Following the publication of Mitie’s Climate Transition Plan in 2024, the Group Risk and Sustainability teams have continued to strengthen the organisation’s approach to climate risk management. In FY25, this included a structured workshop delivered in collaboration with Marsh at the TSOC in Manchester, focusing on the identification and assessment of climate-related transition risks.

Marsh, a leading global risk advisor, provided expertise in climate risk modelling and scenario analysis, supporting Mitie in aligning its approach with recognised best practice and evolving regulatory expectations. Their input ensured a robust, data-informed assessment of transition risks and associated financial and operational implications.

These risks arise from the shift to a low-carbon economy and include evolving regulatory requirements, market dynamics and changing stakeholder expectations. The workshop forms part of Mitie’s ongoing governance framework for climate-related risk, supporting the identification, prioritisation and management of material risks in line with its Climate Transition Plan.

The session enabled the development of a defined shortlist of priority transition risks, aligned to Mitie’s Enterprise Risk Management approach. Work is now underway across the business to ensure that appropriate controls and mitigation measures are in place, supporting the resilience of operations, supply chain and financial performance, while progressing delivery against Plan Zero and wider decarbonisation commitments.

Outputs from this exercise will inform Mitie’s FY26 climate-related disclosures, ensuring continued alignment with emerging regulatory requirements and recognised best practice in climate risk reporting, including TCFD aligned frameworks. This reflects Mitie’s commitment to maintaining a robust, transparent and forward-looking approach to climate risk governance as the transition to a low-carbon economy accelerates.