Corporate Social Responsibility - Ow.ly
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Corporate Social Responsibility
Contents
Message from our CEO 3
Intro to CSR 4
At CCS our Corporate Social
Diversity 5-6 Responsibility agenda is what we think of as
Advancement 7 01 our ‘North Star’. All our key
decisions are guided by it; it keeps us on course
LGBT Support 8
03 and ensures that we arrive where we want to
Faces of CCS 9 be.
Talent 10
05 CCS believes that through our respect for the
Training 11
people and environment around us, we can
Succession Planning 12 make our corner of the world a better place.
07
Values 13-14 We demonstrate this through our
Health & Safety 15-16 business practices from our people manage-
09
ment to our environmental
Modern Slavery 17
approach.
Marketplace 18 12
Environment 19 This report outlines what we do and the impact
Frank Cullen Bursary 20 15 it has made so far.
Charitable Donations 21
17
Positive Ability Program 22
COVID-19 Response 23-24
19
2019 Statistics 25
are in and treating our environment and planet
A Message from our CEO David with care and appreciation.
Cullen
Having a CSR policy that we stand behind,
means that we can leave a legacy we are
proud of.”
“One of the great pleasures of running a business
is enacting a robust CSR policy that you believe in.
For us, CSR is an indispensable part of our business
strategy; all our decisions are influenced by it.
We see it as a way that we can improve our busi-
ness for everyone from the stakeholders, clients and
employees to the wider communities we are in.
The CCS CSR policy is divided into four key points;
workplace, marketplace, community and environ-
ment. Under each of these points, we implement
specific initiatives that uphold our values.
One common thread running through each of our
pillars is respect; this means creating a positive
company culture, being accountable for our busi-
ness decisions, giving back to the communities we
3
Indroduction to CSR A Message from Ciaran Condren,
our Manager Responsible for CSR
Corporate Social Responsibility (CSR) has be-
come one of the standard business practices of “At CCS we want to make a difference. We’re lucky to
our time. Committing to CSR is to be conscious have a strong company culture of respect, inclusion and
of the social and environmental impact of busi- a forward-looking approach to the environment and
ness operations on the world. It also means workplace. We wholeheartedly believe in the people who
understanding the benefits businesses can bring work with us and support them through our CSR policy
to their surrounding communities. to make their communities a better place.”
CSR is a thoughtful and pragmatic way for busi-
nesses to integrate social and
environmental goals into business
operations.
Working with CSR in mind is to recognise that
our actions have an
impact on society and that developments in soci-
ety, in turn, affect our ability to
pursue business sustainably.
Hence, CSR generates shared value for business-
es, employees, shareholders, clients,
communities and other stakeholders.
Making Diversity a Diversity Recruitment
Winning Ingredient With over 88 different nationalities on our
teams, we can prove that we
recruit a diverse workforce.
We do this by ensuring that our
recruitment advertisements are always placed
CCS are an Irish company of over 2,500 peo- on multiple mediums to
ple across nine European countries, with four encourage a wide range of people to apply
main operating languages and no fewer than for the jobs on offer.
88 different nationalities on our team! So, it’s
CCS believe that diversity in society should be
fair to say we’re quite a diverse
reflected in the workplace. When it comes to
organisation.
our Management Team, of the 46 people who
Diversity Training
work for us across Europe there are ten differ- To further embed diversity and great
At CCS, diversity is our way of life and is ent nationalities, not to mention a wide variety
something we take seriously. The reality is management practice in the busi-
of religious, demographic, gender, sexual ness, we run a yearly leadership
that our teams are orientation and language differences.
extremely diverse. event. During the summer of 2019 we
brought over 40 Managers together
This allows us to make diversity very real in the
They speak different languages, practice var- are we had experts talk us through
way we do business, the
ious religions and represent a myriad of cul- approach to our staff and how we deal with
diversity training, cultural awareness
tural backgrounds. Their histories and social our clients and suppliers. and bias training
norms are complex, yet we all get along and
work together.
Since 1966, CCS has been built on
foundations of respect, inclusion and positiv-
ity. Today we remain devoted to these values
and promote them across the business.
5
Diversity in Actionm
As part of our Diversity Program, we diversity. In 2019 we concentrated on
have introduced ‘Diversity in Action’. This Germany and The Netherlands.
is an opportunity for us to advocate for We delivered diversity packs to each
and celebrate diversity across CCS. It’s site, held poster competitions,
important to us that we are a welcoming presented diversity toolbox talks, host-
and supportive environment for all of our ed team breakfasts and shared some
people. stories from our teams.
Annually we focus on a different region We received excellent feedback from
and plan several activities across the lo- our people and were able to promote
cations to promote and rejoice in our diversity strongly within the region and
each of our sites.
6
Advancement and Progression “Being able to work with Senior Management learning; we learn something new all our life.
in CCS: Meet Brygida Szeliga helped me gain a lot of knowledge and to
learn from their experience. Soon we built
I’m happy that I am an HR professional with
inside knowledge of the business and under-
trust and the ability to rely on each other. I standing of the job our Cleaning Operatives
CCS promotes from within and nurture a cul- think any development is down to teamwork and Supervisors are doing every day.”
ture of advancement and continuous learn- and based on respect towards your col- Brygida exemplifies the culture of continu-
ing. This allows people to move up the ca- leagues and Manager’s experience.” ous learning and advancement at CCS. We’re
reer ladder if they want to. proud to have her on our team and wish her
Stepping up to the Challenge every success in the future
Brygida is one of the many team members
who quickly progressed within CCS. While working with Operations, Brygida be-
Brygida began working for CCS at the end of gan attending an HR course. Through her
2016 as a cleaning operative on one of the hard work and dedication, she received all
biggest retail stores in Ireland. From the out- her qualifications. Shortly after she moved to
set, it was clear that Brygida was diligent and CCS Head Office and started working on the
enthusiastic. Within a matter of weeks, Brygi- HR Team as an Administrator.
da was promoted to be a Site Supervisor. She This was challenging at times, Brygida ex-
stayed in this role for a year and a half during plains;
which time she managed a busy team of 20 “It wasn’t easy to manage a full-time job,
people. complete course and prepare to exams at
nights usually and still have some private life.
Making a Good Impression In Head Office I got the opportunity to dis-
cover new skills and learn from the HR team.
What made Brygida stand out was her will- I’ve a lot of respect for their experience and
ingness to help and to go the extra mile. She knowledge. We complement each other
was driven and was always trying to upskill. very well, knowing I can rely on my team has
Brygida really embraced the advancement helped me build confidence.”’
culture and demonstrated her eagerness to
progress working alongside our Senior Man- Brygida is now an HR Advisor and is thriving
agement Team. in her role. She also still helps on sites from
Brygida sees this as being essential in her time to time.
career progression, saying: “I am now ready to complete another course
within the HR field. I suppose you never stop
7
LGBT Support
In 2019 during June we
launched a Pride video to es-
pecially welcome all our LGBT
staff to CCS.
This video was made by mem-
bers of our
Management Team. It was
shown to all staff in the organi-
sation with subtitles available in
their selected language.
We are aware that across the
nine countries we work in and
within the wide range of cul-
tures who work with us, that
being LGBT can often be
hard.
The video was our way of
showing our
support for the LGBT com-
munity. We also wanted to
let our LGBT members know
that they are welcomed and
valued members of the CCS
team and that we do not
tolerate discrimination of any
kind.
8
Faces of CCS
Sitting Down With Alexandra
The ‘Faces of CCS’ is a cam- Alexandra is one of the many people we interviewed for the ‘Faces of CCS’,
below she shares her story.
paign to showcase the amaz-
ing diverse people we have “I’m from Romania and I love my country”, is how she starts
working for us. It’s an oppor- off the conversation and her eyes light up. She’s been living in
tunity to learn more about Germany for almost 7 years and has been working for CCS for
their rich histories and who 6 years. When asked what she loves most about her country,
she tells us “everything”. She doesn’t like big cities and misses
they are. So far over 20 peo-
living in the countryside and having her family around her.
ple have featured in the Fac-
es of CCS. Their stories were Alexandra hasn’t been able to fully adapt to Germany and
then shared on our Facebook thinks this is one of the reasons she misses home so much. The
page and in the staff newslet- German language has proven difficult for her to learn, but, on
the other hand, her Turkish is perfect. “How come?”, I’m cu-
ters. This rious to know. “I learned Turkish with my husband. If you are
initiative celebrates our surrounded by Turkish speaking people all the time, you listen
differences and reminds peo- to the language a lot and don’t realise that at one point you
ple that we are all unique and start speaking it.” To my question whether they met in Ger-
have a story to tell. many, she said: “No, we met in Romania.
My husband had been dreaming about coming to Germany for
a long time. We came over only
to visit somebody we knew. On
the second day of our stay, my
husband found a job. And we
stayed. That was almost 7 years
ago.”
9
Talent
Without a doubt, our Health and Safety modules, in-
people are the most formation about CCS, our com-
important asset in our pany policies, and gives them a
business. CCS treat our people feel for the culture at CCS.
with respect and dignity and
offer them a safe place to work The training is
and grow. When people feel available with subtitles to en-
like they belong somewhere, sure the learning is
they want to stay. accessible.
Many of our people have Generally, the new team mem-
worked with us for several years ber can complete the learning
in various roles. Their diligence using the on-site tablet, this
and loyalty is the core of our allows them to ask their Super-
success. To nurture our people visor any questions they may
and facilitate their growth CCS have.
have several
initiatives in action. The modules are also
available for use on any
online device, meaning the new
Online Learning team member can carry out
the training in their own home
Learning at CCS is straight for- if they prefer. Their Supervisor
ward and accessible to all of our will also take the new colleague
team members. When a new through site-specific training.
person joins us, they are sent a
link to their online learning.
This training encompasses
10Supervisor Training and
Development My Personal Best
My Personal Best is CCS’
Over 235 of our Supervisors have now attend-
performance management process. It is open
ed face to face Supervisor
to all Managers, Head Office Staff and Super-
training. We introduced this in 28
visors. It concentrates on continuous improve-
locations in Europe. It was an excellent oppor-
ment and goal setting.
tunity for our Supervisors to come together
and perfect their people management, health
Unlike other performance systems, there are
and safety and process
no rating scales, We focus on constant im-
skills.
provement and real conversations. CCS be-
The results of this have been fantastic and
lieves that focusing on the positives rather than
have allowed us to reduce absenteeism, in-
the negatives is a more productive approach.
crease retention rates and improve staff
engagement.
My Personal Best is an ongoing process
throughout the year and consists of three for-
Online Supervisor Training: For malised meetings. At the beginning of the year
supervisors who have not been able to attend employees and their Managers define their key
the face to face Supervisor Training, we also goals. Next, there is an opportunity for them
have an online version of the training which to catch up and see how they are getting on.
they can view in segments on their company
tablet Finally, at the end of the year, there is an op-
portunity for them to discuss their end of year
Supervisor Development Program:
performance.
The Supervisor Development program was
launched in 2019 and rolled out to all of Eu-
rope in 2020. This is for all new supervisors Personal Development: Coming out of the
whether they are new to the business or have My Personal Best process, or at any time of the
been promoted from within. Each year, people my have personal development
supervisor has their competencies mapped requirements. These are catered for on a per-
against a pre-set list of son by person basis and can range from IT
competencies. After this, a plan is put in place skills courses to professional
to support them to reach qualifications and one to one
proficiency in each competency. coaching.
11Succession Planning and Career A word from our Germany
Progression
Country Manager:
Of our senior management team, 60% have been
promoted from within the business. This is achieved through
yearly succession planning and “My name is Jonah and I have been working with CCS
supporting people through the My Personal Best Program. for over 14 years. I think people are truly at the heart
Within this, people are encouraged to be their best and we of CCS. The owners and the Management Team
support them to achieve it through training, coaching and pro- believe that if you expect the best from people and en-
fessional qualifications. courage them to be their very best, then you always get
better outcomes with your teams.
Flexibility and career mobility:
Treating people with respect and having belief in what
We all work best when we are doing a job we enjoy, and that they can do makes people want to do their best for the
matches our skills. This sounds obvious; however, in many or- company.
ganisations, people can feel confined to the role they began in. I started with CCS as a cleaner in
Dublin many years ago.
At CCS, we go to great lengths to be a flexible organisation and 15
allow for movement between departments. We understand From the start people believed in
that many skills are transferrable; we also think that movement me and what I was able to do. I
between departments can be hugely beneficial. It can bring a was supported to become a Su-
fresh outlook and allow individuals to thrive. pervisor, then Manager and now
Country Manager.
CCS also believe that allowing our people flexibility in terms of
working around family and other work commitments is essen- CCS have invested time in
tial. my personal development in
terms of courses and coach-
Many of our people have moved from the front line to Head ing to develop the skills I need
Office positions and vice versa. We have also supported peo- to do my job. I have always
ple moving from functions such as Administration to Sales. Our found that I can rely on them
flexibility has meant that we get the very best from our people, as employers and they have never let
while also building real trust and bond between them and CCS. me down!”
12Leadership & Values Awards
Development
Each year we conduct a
Leadership and Development Program. Over 45
managers from across Europe come
together for two days to focus on
S M A R T
leadership development and strategy.
For 2019 we focused on Diversity within our teams,
Safety Make it Simple Advancement Respect Teamwork
how to be brilliant managers and also to be aware
of our biases to ensure we always get the best
outcome for our people and the business. These five values underpin who CCS are and how we behave as an organisation.
To make them real we consistently promote them to our people. We print our
values on each person’s lanyard, they are on the walls of the rooms our teams
work in, and we introduce every single person to the values with a training vid-
eo.
We focus on values at each of our Management and Supervisory training days
which also allows us to encourage making them real in our workplaces. This en-
sures that they remain front of mind.
To further strengthen our values, we hold monthly Values Awards, which recog-
nise individuals or entire teams that embrace the CCS company values.
We publicise the winners of Values Awards on our Facebook page and hold a
celebratory Values event each year to show our appreciation to these people.
Since we established the Values Program, over 100 people have received a Val-
ues Award. Every staff member knows the company values and is enthusiastic
about them. It’s wonderful to hear our Managers and Supervisors talk about the
company values and send us photos of people who have received the awards.
Our values help us to create and maintain a positive company culture. CCS
teams believe in and embrace our values and that’s what makes them such a
success!
13Values
Recognition
Ceremony
Throughout the year we acknowl-
edge the superb work that some
of our Values winners have carried
out by hosting value celebrations
across Europe.
One particular ceremony was
held in Dublin where we invited
six people who had won values
awards during the year. They came
together to celebrate in a Dublin
hotel, along with their Area Man-
agers. It was wonderful to get to-
gether. Our people all have busy
lives, but still make time to carry
out amazing work for us while at
work. These people care about
what they do and make CCS a
better place!
14Health and Safety Culture supplemented by online training programs.
Along with training, it’s also essential to engage with our cli-
Compliance to the highest standards of Health and Safe- ents about potential slip, trip, falls risks. Delivering a quality
ty is essential to the way CCS work. All our people receive clean for a customer should encompass a sparkling site as
full Health and Safety Training within one week of starting. well as a safe environment for clients and visitors.
Training is primarily delivered via online training videos. Our
EHS and ISO
Supervisors and Area Managers are responsible for any addi-
tional training.
After every shift, our Supervisors complete an end of shift
audit. Here, they can detail any accidents or incidents that CCS provide our customers with a quality cleaning service and
have occurred. This is then automatically sent to our Health a safe working environment across the nine countries we work
and Safety Team, who will investigate what went wrong and in. Each of these jurisdictions has local regulations which we
how we can improve. must adhere to, this can be a challenge, so having robust En-
Safety is a key part of our Values. Periodically we run a cam- vironmental Health and Safety practices is essential.
paign to nominate staff for a Values Award under the Value
of Safety. A complete understanding of local regulations is paramount
for delivering a high standard product to customers.
What might be the best practice or legislation in one country
Workplace Health and Safety
might be different in another country.
Having certified ISO Management Systems that scope covers
A big challenge in the cleaning industry is mitigating the haz- all countries can be very beneficial; as the local auditors not
ards that arise on-site each day. These hazards fall under four only audit you to the specific ISO standard but also the local
main categories: chemical, biological, physical and occupa- regulatory requirements. This highlights how important having
tional. Physical hazards, in particular, the dreaded slips, trips these standards in place is for CCS. Having ISO Management
and falls accidents are a persistent issue in the industry. Systems means that we always remain compliant with the spe-
cific laws of each jurisdiction.
Every working day in Ireland six people are hurt in work-re-
lated Slips, Trips and Falls (STF). STF are the second greatest
single cause of workplace injuries. (source HSA 2017)
CCS have addressed this issue through hands-on training
15Safe Environments
CCS are pleased that last year saw
many improvements in terms of
Health and Safety across the busi-
ness. Below are some examples.
• 20% reduction in reportable acci-
dents over last 12 months. “At CCS, our staff on the ground are our most important asset. As a
• 50% increase in near-miss report- result, we endeavour to provide a healthy, safe and happy working
ing. environment for all staff that goes beyond all statutory health and
• 21% reduction in 3/7 days of oc- safety regulations.
CCS is an equal opportunity employer and promotes and supports
currences over the last 12 months. diversity in all areas of our business. Our company culture ensures a
• 25% reduction in major injuries positive working environment for our people and this is why we have
over the last 12 months. such a reliable team..
We train our people in the area of corporate social responsibility to
ensure they carry out their day to day activities to the highest ethical
standards and minimise the impact they have on the environment.”
Agnieszka Jakubczak, Group & EHS Compliance Manager
16Modern Slavery
Modern-day slavery is more ubiqui- Verified Bank Accounts
tous than we may think. It can ex-
ercise different forms and may not CCS only make payments into bank accounts that are in the name of the individ-
always be that obvious. Therefore, it’s ual working with us. This safeguards our employees and ensures that they have
so important to be aware of the sub- access to the money they have earned.
tle signs of modern-day slavery.
CCS are acutely aware of our respon- Open Door Communication Policy
sibility to ensure our people are not Respect and open communication are fundamental at CCS. We train our Super-
subject to any form of abuse and take visors and Managers on how to respectfully deal with our people. Part of this is
this responsibility very seriously. Tack- establishing an open-door communication policy across the business. This allows
ling modern slavery is inbuilt to our our employees to discreetly highlight any risks they may be facing.
hiring processes, and we have en-
sured safeguards are in place to pro-
tect our new employees.
Key to this protection are the follow-
ing points:
Visa and identification
verification
Each new staff member must pres-
ent a valid working visa and a form of
approved identification to their Hir-
ing Manager. These documents are
studied and verified on-site. After this,
a copy is sent to HR who conduct a
second verification. This ensures that
the person has all the required docu-
ments and that they are who they are
purporting to be.
17Marketplace companies. ISO offers assurance that manage-
How we interact with our clients, suppliers and ment systems are continually assessed and ap-
competitors is a measure of the kind of people proved; meaning customers know they are get-
we are. ting exceptional service
CCS have strong values, and we want these to
be evident in every interaction we have. Audits
We believe in fair pricing that adds values, eth-
ical competition based on quality and delivera- CCS regularly review and audit our procedures
bles and transparent interactions with our clients to ensure full compliance. CCS is proud of the
that adds value at every stage of the process. quality of service we deliver to all our custom-
ers. Our bespoke IT systems help us to achieve
Legislative Review and Conformity service we can stand behind. AMIE is one of our
IT systems that we developed to catalogue site
CCS works closely with authorities, legal advisors, data and to offer full transparency to our clients.
Health and Safety consultants and employers’ AMIE allows us to monitor audits, site issues,
bodies of all nine jurisdictions we operate in. safety data sheets, training records, machine
We remain transparent and fully adhere to the data, machines services. Our customers also
unique regulations of each market. have access to their unique site data. CCS use
both internal and external auditing structures to
ISO Certification guarantee the service we provide customers is
of the best standard.
As a company working across various regions in
Europe, we must have a consistent process for
maintaining Quality Environmental and Health
standards. CCS are certified to the internation-
al standard organisations (ISO) for Quality (ISO
9001), Health and Safety (OHSAS 18001) and En-
vironmental (ISO 14001) in eight countries. These
ISO standards are globally recognised, and cus-
tomers understand the benefits of working with
a company with an ISO certified company. These
standards are so well regarded that some organ-
isations will only do business with ISO certified
18Environment
CCS see our commitment to sustainability and greener
cleaning as not only the responsible way to clean but the
right thing to do. Sustainable cleaning is part of our
company ethos, and we always look for the safest solutions
for our people and our environment. Many of our sites are
now chemical-free and cleaned using effective, sustainable
solutions.
Green Office
At CCS sustainability is deeply ingrained in our company cul-
ture. This of course extends to our offices, where
operating sustainably and caring for the environment is our
priority.
All of the work with our clients is focused on reducing and
eliminating the environmental impact. The same goes for our
Head Office building. There are a number of simple changes
we have made to ensure every part of our business is reducing
its carbon footprint.
Going Paperless
With over 2,500 staff there is risk of generating large amounts
of wasteful paper. From a HR point of view we currently do
not receive or store any hard copy documents for our people.
All employees’ documents are received in soft copy and stored
on our HR system hence greatly reducing the need for paper.
Our AIME system allows all store compliance and health & safety
documents to be electronic removing the necessity of any hard
copy transfer of forms
19Frank Cullen Bursary Teenage Cancer Trust
The Teenage Cancer Trust is a charity that provides life-changing
Frank Cullen was one of the founders of our business and someone
care and support so that young people don’t have to face cancer
who lives in the hearts of many of our people. Frank instilled in CCS alone. One of our wonderful Supervisors in the UK decided to a
the value of teamwork, the benefits of skydive in aid of The Teenage Cancer Trust. CCS was delighted to
working hard and the importance of giving back to our be able to contribute towards her sponsorship for this through the
communities and looking out for each other. Frank Cullen Bursary Fund.
To honour his memory, we have established the Frank Cullen Bur-
sary. If a member of our team has a cause they wish to raise mon- “We want every
ey for, they can apply for the bursary. As part of the bursary, CCS
will match any money that is raised and offer practical support and
community we
encouragement! Below are just a couple of the causes that we sup- operate in to be
ported through the Bursary in 2019. better by us being
The Irish Heart Foundation there. We want to
give positive
The Irish Heart Foundation is a charity that raises awareness and of-
fers support to people fighting heart disease and stroke. Our head flexible
office staff wore red for the Irish Heart Foundation and raised some employment
much-needed funds in the process. CCS was pleased to match this sum
through the Frank Cullen Bursary Fund. opportunities and
also support
specific
endeavours within the
communities.”
20Charitable
Donations
Each year CCS donates a percentage of profit to char-
ities that mean something to us. One of the bene-
ficiary’s during 2019 was the Hope foundation that
supports children living on the streets and in slums in
India. CCS took part in a charity auction and bought
Sponsorship
Barnhall Rugby club is a long-time friend of the Cul-
len business. We have been a sponsor of the club
for several years, and many of our people are directly
several pieces in aid of the charity. involved in the club. Barnhall brings so much to the
community and is an amazing asset for both adults
In addition to The Hope Foundation, CCS has also and children. Sport is a great way to get involved with
supported charities we admire such as As I Am, CMRF your local community and can enhance people’s lives.
Crumlin, Make a Wish and Ronald McDonald House.
21Positive
Ability
shelter. During the workshop, we talked about a typical cleaning shift, had some
demonstrations of cleaning equipment and offered some tips on succeeding in an
Program
interview.
It’s superb to be able to say that so far three people have begun working with us
as part of the Positive Ability Program. We hope that this is just the beginning of
The Positive Ability Program allows CCS to
something special and that we can help many people return to the workforce. In
support people from
2020 we are focusing on Germany and Netherlands and linking with charities to
marginalised communities or
support marginalised people returning to the workforce.
people with additional needs to
re-join or enter the workforce. We concen-
trate on what people can do rather than
what they can’t, and work with them to
overcome barriers to entering work. CCS
also link with specific charities such as ‘Busi-
ness in the Community’ to support people
with additional needs to enter the work-
force.
We offer coaching, mentoring and work ex-
perience, helping them to take the first steps
towards
employment. Each person has a
specific buddy to work with, who supports
and guides them through the process.
This program began in 2019 across Europe.
In Ireland we organised a day-long work-
shop for people who were living in a long-
term homeless
22COVID-19 Response Our People
Covid-19 was a worrying time for everyone; there was no work for
Covid-19 has been an undeniably strange, worrying, and unprece- most of our people. We needed to ensure our teams were safe, had
dented time for us all. It’s an experience that will be forever imprint- jobs to come back to and had an income while there was no work.
ed in our memories. We worked diligently with the government departments of each of our
Business owners in all walks of life have been trying to look after nine countries to understand the funding and welfare options in each
their staff and customers, while also trying to keep their business jurisdiction.
afloat. For CCS, we had to act quickly, as the pandemic began to
spread across the nine countries we operate in. We focused our mo-
bilisation efforts on three key priorities: our clients, our people and
our communities.
Our Clients
Many of our clients had to close their doors for a prolonged period
during the pandemic. Our challenge was to navigate the intricacies
of each country to allow us to demobilise the sites effectively, leaving
the premises safe and ready to reopen when the situation permitted.
We successfully did within a week-long period and worked flexibly
with our clients to match their closure dates.
While our clients’ sites were closed, we worked with our group com-
pany Clenli Direct to secure stock which would be required to re-
open. This included all the necessary personal protective equipment Secure Very Skilled Deep Clean Cleaning is the
for our people and sanitisation solutions to be used onsite. Supply Chain & Trained Teams Response Team First Line of Defence
Our strong supply chain meant that we were able to fulfil custom-
er requirements as well as having PPE ready and available for our
cleaning teams. This reassured our customers that we would be
ready as soon as they could safely reopen. While areas in Europe
continued to open and close, CCS remained reactive throug adapt-
Proven PPE Readily Understanding of
ing in-line with changing government protocols and legislation
hout,
People, Products Available Local Legislation
& Processes
23This was a complex task, as all countries were having to devel- Our Communites
op new approaches to deal with the situation. Over one week, we
communicated with all our 2,500 people, ensuring they were safe. Protection of our communities during Covid 19 has been key
We also set up the relevant payments for them to ensure they had for us in CCS. Working with our group company Clenli Direct
a level of income during the pandemic. we have been able to supply our clients with state-of-the-art
sanitising solutions such as Tersano that are good for the en-
While our people were not working, we kept in touch with them in vironment and ensure the most effective protection for our
the form of updates and newsletters so as they could feel connect- communities. CCS have a secure supply chain and self-suf-
ed to the company. It was imperative for us that they knew we were ficient for all supplies and equipment, meaning none of our
thinking about them. Many of our people took part in regular vir- clients experienced supply chain issues.
tual coffee mornings, meaning we had to chance to see each other
and learn how things were in their respective countries. “Since the outbreak of COVID-19, CCS has respond-
ed by ensuring we safeguard both our clients and our
Finally, we had the opportunity to remobilise all our staff. We were people. The pandemic highlighted the irreplaceable
delighted that over 95% of them were ready and wanted to return role that cleaners play in our lives, and CCS are so
to work. We assembled an extensive training program to ensure proud of our teams who are doing their part to main-
our people knew what to do when they were back on site, and how tain cleanliness and stop the spread of the virus during
to keep themselves and our clients safe. We delivered this through the crisis.
a set of online training, virtual workshops, and documentation.
Our priority has remained focused on looking after our
teams and clients. From ensuring our people receive
the correct information and benefits to enabling our
frontline teams to safely deliver clean and sanitised
buildings. CCS have acted conscientiously and dili-
gently throughout.
We’re proud of our response to the pandemic and will
continue to look after our teams, clients, and environ-
ment during this challenging time.”
Louise Cullen, Chief Operating Officer
242019 Statistics
Category Target Actual 2019
• Diversity
• Number of Countries 9
• Nationalities 94
• Diversity Charters signed up to around Europe 8 8
Social Impact
• Frank Cullen Bursary established
• Positive Ability Program established 5 people employed 3 people employed during 2019
• Charitable donations as % of turnover
Environmental
• Use of Tersano leading to the reduction of plastic 1 tonne of plastic to be removed 1.3 tonnes plastic removed
across the business
• Transportation costs saved due to the use of PVA and 15,000km 20,186km of travel saved by reducing the
Tersano deliveries to sites
• Water saved through the use of i-mops 12,000,000 litres 14,454,000 litres saved since the introduction
of the I-Mop to our fleet
• Using AMIE we have been able to reduce paper usage 70% reduction 85% reduction in paper usage
across all markets
Modern Slavery
• Number of Managers trained 100% 100%
• Number of files new starters audited to ensure details 100% 100%
are correct
Talent
• Managers trained on Diversity 100% 100%
• Succession planning from within the business 5 people
• Staff Training available on line 90% of training available on line by the end 90% of training now available online
of 2019
• Supervisor Training 100% of Supervisors trained in people man- 235 supervisors trained
agement
• Leadership team 50% female by 2025 40% female
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