Our commitment to ESG

Our first public impact report: the difference our services make across Health, Care, Justice and Insight, the commitments we choose to make beyond them, and where we’re still improving.

Progress, not perfection

FY2026 was a milestone year for RCI Group: the first year of our refreshed three-year ESG strategy, and the year we published our first public impact report.

Across the year, around 1,700 colleagues in nine businesses supported people at some of the most vulnerable moments in their lives – in custody suites and courtrooms, in supported homes and secure transport, and through the data that helps the NHS and local authorities put care where it is most needed.

“This report is an honest account: it reflects progress, not perfection. From FY2027, we step more deliberately from ESG into impact – measuring and telling the story of the difference we make for the people and communities we serve.”

Helen Jones, Chief Executive, RCI Group

FY2026 at a glance

Six things we’re proud of this year.

We cut our independently calculated Group emissions by 18%

Total Group emissions fell from 3,817 to 3,129 tCO₂e – achieved while integrating a newly acquired business. Our carbon intensity fell by 14%, too. ClimatePartner, appointed for the third year running, calculated our footprint for every operating business, giving us one consistent baseline on the way to net zero by 2045.

We more than doubled our trained Mental Health First Aiders

Including 35 at Marcus & Marcus, ten more at Mountain Healthcare, and one in five of the Communicourt workforce now qualified. We also made an Employee Assistance Programme available to every colleague and signed the Mental Health at Work Commitment.

Satisfaction with mental-health support rose year on year

This was the strongest improvement of any of our wellbeing measures, and colleagues told us they felt more supported, more appreciated and more connected. Where scores dipped in individual businesses, that’s where we’re focusing next.

We invested more in our people through training and development

Practitioners at Communicourt alone logged over 5,300 training hours. We rolled out trauma-informed training for frontline teams, added eight new apprenticeships at Mountain Healthcare, and filled a number of team-leader and clinical roles from within.

We established our first Group-wide Quality Assurance Framework

Led by our new Group Director of Quality and Care, the framework sets one standard for quality, compliance and risk – a two-year plan to bring every business up to it – with Group quality objectives built into every 2026/27 business plan.

We embedded ESG due diligence into every acquisition

New businesses now join the Group through due diligence that spans quality, governance, data protection, ESG and impact – so risks and responsibilities are clear from day one.

The scale of what our services do

Our inherent impact is the difference we make simply by doing our work well.

• 11,200+ survivors of sexual assault supported across our services
• 73,025 custody detainees provided with healthcare
• 5,600+ assessments, legal conferences and court hearings supported
• 4,680 people with mental-health needs securely transported
• 300+ adults with mental health and complex needs supported every day
• 30 years of benchmarking health data across the UK

Four sectors, one purpose: Health, Care, Justice and Insight.

Where we’re still improving

We’re a group of businesses at different stages of maturity, with real work still to do. We’d rather say so.

Maturity varies by business

We grow by acquisition, and bringing every business up to a consistent standard takes time. A Company Level Impact Action Plan for each new business sets its baseline, targets and progress.

Carbon data quality

Some emissions still rely on estimates or on data held by third parties such as landlords and utility providers. Improving coverage and quality is a priority.

Consistent impact measurement

We don’t yet measure annual reach and outcomes consistently across every business. Our Quality Outcomes Framework is designed to change that.

Looking ahead to FY2027

FY2027 is where we step from outputs to outcomes – reporting the change we help create, not just the scale of what we do.

Environmental

Delivering our Carbon Reduction Plans through greener travel, environmental management certification and supplier carbon-reduction commitments.

Social

Deepening wellbeing support where scores dipped, growing training, work opportunities and volunteering, and expanding charity partnerships.

Governance

Rolling out a Group quality management system, pursuing further security certification and embedding responsible AI governance.