Mitie reporting: the future of high performing places

Reporting on a transformational technology-led strategy.

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Reporting on a transformational technology-led strategy.

Over the past five years, we’ve helped Mitie communicate their progression from a leader in the Facilities Management sector to a technology-focused Facilities Management, Facilities Transformation and Facilities Compliance company as they evolved to meet the changing needs of their private and public clients.

 

The cover presents Mitie’s positioning statement – The Future of High Performing Places – which, coupled with the continuing expression of the new brand and the CEO’s introduction, conveys the technology-driven transformation Mitie is leading in its markets to meet customers’ evolving needs.

 

 

On the opening few pages the characteristics of ‘High Performing Places’ are expanded alongside Mitie’s key pillars of growth and a snapshot of their wide range of loyal customers.

 

 

The macro trends fuelling Mitie’s growth opportunities are clearly set out, with links to the company’s key pillars of growth.

 

 

Each of Mitie’s pillars of growth is described in a comprehensive but accessible manner, covering the market’s growth drivers, size and projected growth rate, plus Mitie’s differentiating factors, market position, market share and top customer segments.

Applications of the key pillars add colour and bring Mitie’s business to life.

 

 

Mitie’s investment case is presented alongside its FY25-FY27 Strategic Plan and FY27 targets, providing further context for the CEO’s review which follows.

 

 

The CEO’s review presents progress against the pillars of the FY25-FY27 Strategic Plan, reinforced by data illustrating Mitie’s record pipeline, robust order book and sustained revenue growth. Other content includes a summary of how the company is advancing its technology leadership to position itself as a ‘frontier’ firm.

 

 

Shareholder engagement is crucial to how Mitie operates. Thorough reporting on each stakeholder group includes why and how the Group engages, how the Board is kept informed, key issues raised and action taken and measures to gauge success, supported by examples of engagement in action.

 

 

The statement also outlines a refreshed ESG strategy encompassing four pillars supported by pledges and commitments. New long‑term strategic targets for FY26-FY31 reflect the most material impacts, risks and opportunities.

As in 2025, Mitie’s 2026 Sustainability Statement is structured according to the ESRS.

 

 

Mitie provides tremendous insight to its sophisticated approach to risk management covering its risk management framework, risk appetite, time horizons and risk velocity, interconnectivity, risk profile changes and emerging risks. 

Mitie’s individual principal risks are summarised in an at a glance panel, with further valuable detail reported later on in the section.

 

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