The cleaning and hygiene sector plays a critical role in public health and workplace safety, yet it’s also under growing scrutiny for its environmental and social footprint. As expectations rise around sustainability, ethics and corporate transparency, businesses across the sector are turning to ESG frameworks to navigate new standards and secure long-term viability.
Gareth Marriott, managing director of OCS, says its approach to ESG is grounded in a simple truth: “We are a people-driven business. Without people, we don’t have a business, we don’t have a service, we don’t have quality.” This principle speaks to a broader shift in how cleaning organisations are redefining value beyond cost and compliance, toward culture and responsibility.
Environmental performance begins with choices
The environmental pillar of ESG challenges cleaning companies to examine their impact on the planet. For decades, many cleaning operations relied on harsh chemicals and disposable tools. These practices are now widely seen as unsustainable. As pressure builds to reduce environmental harm, businesses must adopt alternatives that support ecological health.
Green-certified products reduce exposure to toxins and often come in recyclable packaging. Forward-thinking companies are also moving toward reusable cleaning equipment, cutting down on single-use plastics and lowering landfill contributions. Beyond products, water and energy use are key concerns. Efficient machinery, water-saving technologies and optimised scheduling can significantly reduce consumption.
“We rate ourselves tough because we never want to be accused of greenwashing or just hoping,” Marriott says. “Carbon net zero does come at a substantial cost, but we think for the good of the business and for the good of the people, it’s a distinguishing advantage that makes a difference for the next generation.”
Waste management is another focal point. By implementing recycling protocols and reducing excess packaging, businesses can shift their environmental profile in measurable ways. In an industry where volume and repetition are central, even small adjustments can compound to have a significant impact.
“When we started this journey, we had little idea how, when or what it would look like,” Marriott says. “My advice is to talk to someone who knows what they’re doing and start with what matters to your business.”
People are central to social responsibility
The social element of ESG is the most visible and immediate. Cleaning work is essential but often undervalued, and many employees in the sector face precarious conditions with limited benefits. ESG calls for a shift in how these roles are supported, protected and recognised.
“Customers today are looking for more than just the norm and the person with a mop and a bucket,” Marriott observes. “They’re looking for value and community engagement.” That shift demands a new approach to workforce support, one built on fair wages, safe conditions and everyday acts of appreciation.
“Recognition is becoming less and less,” he adds. “It’s not about social media. It’s about leaving a note, saying thanks, or even giving someone a lolly. We’re not doing enough of that.”
Providing fair wages is fundamental to ensure staff have access to leave entitlements and superannuation contributions in line with legal and ethical standards. Safety is equally vital. Cleaning in healthcare, industrial or large commercial sites involves real physical risk. Employers must maintain high safety protocols, offer proper training and supply reliable PPE.
Marriott says the industry’s job is to make it as easy and less complicated as possible for our team members. “Our unsung heroes who go out every single night while the rest of us are sleeping,” he says. That frontline focus is driving a new kind of social investment, one that values people as the foundation of service quality.
Governance must underpin every decision
Strong governance ensures ESG commitments are not just symbolic. It involves setting clear policies, disclosing performance, and holding leaders accountable for results. In cleaning businesses, governance provides the structure needed to deliver on environmental and social goals.
“Governance is more than just a checklist,” Marriott explains. “It’s about having a strategic plan with clear objectives and vision, and aligning operational delivery with that bigger picture.” That alignment starts with leadership and filters through every level of the organisation.
OCS backs its governance with action. “We’ve done more than a thousand quality audits this year,” Marriott notes. “If we don’t leave our offices and go to the frontline, the governance falls over.” Site visits, audits and open communication reinforce ethical standards and keep the business grounded in its operational reality.
Transparency is also critical. This means sharing sustainability data, publishing progress reports and being open about supply chains and sourcing. Accountability mechanisms such as feedback loops and grievance procedures ensure that clients and staff have confidence in the company’s integrity.
A blueprint for sustainable progress
In its latest Australia and New Zealand ESG Report, OCS outlines a clear plan to achieve net zero greenhouse gas emissions across its operations in the region by 2040, aligning with the wider OCS Group strategy.
This target is underpinned by science‑based milestones, Toitū Envirocare Net Carbon Zero certification and independent audits, reflecting OCS’s commitment to environmental stewardship on both a regional and global scale.
The report details initiatives that span every part of the business, Fleet transition plans have seen 16 percent of vehicles across Australia and New Zealand transition to electric or hybrid, waste-to-landfill emissions reduced by almost 25 percent compared to the baseline, and all New Zealand offices are now powered by 100 percent renewable energy through Ecotricity. Supplier partnerships are also driving change, with enhanced due diligence processes and product reviews aimed at helping reduce Scope 3 emissions.
Across Australia and New Zealand, these environmental actions are complemented by strong social contributions, including creating employment pathways for people with disabilities and partnerships with organisations such as the First Foundation and Wheelchairs for Kids. OCS’s Australia and New Zealand ESG Report provides stakeholders a transparent view of how these commitments are being delivered locally while contributing to a global goal of making people and places the best they can be.
The business case for ESG is clear
Adopting ESG principles is no longer a niche pursuit in the cleaning industry. It is fast becoming a baseline for business legitimacy. Regulatory expectations are rising, particularly in environmental reporting. Clients are demanding greener solutions and fairer labour practices. Investors are screening for ethical performance, not just profitability.
“We’re not just a cleaning company,” Marriott says. “We’re not just a facilities management company. We’re a people-driven business with the right culture and values at our core.”
For cleaning companies, ESG offers both a challenge and an opportunity. By embedding it across operations, businesses can reduce waste, attract talent and protect their reputation. It opens the door to contracts with organisations that prioritise sustainability. It also insulates the business against legal and reputational risks.
In a world that demands cleaner outcomes in every sense, ESG gives the cleaning industry a powerful lens to drive improvement. It is no longer just about spotless surfaces, it is about responsible leadership and lasting impact.
Download the full OCS ESG here: https://ocs.com/nz/2024-esg-report/
