Volunteering That Builds Opportunity: Highlights from ‘The HR Director’ Publication

UK & Ireland ESG Director, Jacky So, recently featured in The HR Director with an article titled “Volunteering opportunity creation outshines traditional support methods”. The piece explores how organisations can move beyond conventional volunteering models to create meaningful, long-term opportunities for individuals and communities.

Volunteering for us is not a one-off activity; it’s a way to build skills, confidence and pathways into employment. We design our programmes to create real social value, especially for those facing barriers to work.

Creating pathways, not just placements

The article highlights how we embed volunteering initiatives into broader social impact programmes such as People into Work, a mentoring scheme that supports individuals from marginalised backgrounds to gain experience and access employment opportunities.

Structured placements, mentoring, and real-world experience foster growth in confidence and skills. This people-focused approach moves volunteering away from acts of charity towards creating long-term opportunities.

Volunteering with purpose

Volunteering is one of the ways OCS advances its ESG objectives. It also adds social value directly on the ground. Whether through local clean-up drives, employability workshops, or community partnerships, colleagues dedicate their time and effort where it counts most.

These efforts strengthen communities and support individuals, while also helping to shape a positive, values-led workplace culture. Colleagues who volunteer often develop new skills, build relationships across teams, and take pride in being part of a business that gives back.

According to Glassdoor, 57 per cent of UK workers value company culture more than salary. Allowing colleagues to support causes they care about fosters a shared sense of purpose that extends beyond roles and responsibilities.

Creating a culture of volunteering

A strong culture of volunteering requires more than just encouragement. It needs time, structure, and clear leadership backing. Volunteering at OCS isn’t confined to specific campaigns or single days of action. Instead, it is ingrained in policies and supported by partnerships that offer opportunities to give back in meaningful ways.

From mentoring young people to supporting local charities and sustainability initiatives, colleagues are encouraged to engage with causes they feel connected to. Social value champions across the business promote opportunities and gather insights that inform future action.

Volunteering is also recognised as a benefit in itself. It helps colleagues grow personally and professionally while making a tangible impact on society.

Creating opportunities for marginalised groups

Social value cannot be delivered without inclusion. Supporting marginalised groups is a key part of OCS’s volunteering and employability approach. This includes individuals from different ethnicities, women and girls, people with disabilities, neurodivergent individuals, LGBTQI groups, ex-offenders, veterans, and those living in poverty.

There are a range of ways organisations can support greater access and opportunity. These include:

• Partnering with charities and community groups to offer opportunities that may otherwise be difficult to access
• Introducing flexible, inclusive policies that go beyond just meeting targets, focusing on ability and potential rather than qualifications alone
• Creating clear pathways into employment for ex-offenders and apprentices, making roles accessible to a broader talent pool
• Encouraging employee volunteering by removing barriers and recognising it as a meaningful benefit of working for the organisation
• Building relationships with schools, colleges and alternative education providers to open career pathways for young people who may not thrive in traditional education settings

Every initiative is backed by impact data. The Social Value TOMs framework helps track outcomes, improve programme design and ensure accountability across delivery teams and partners.

Driving authentic community engagement

The feature also highlights the significance of genuine, community-led engagement. Volunteering is most effective when organisations listen, collaborate, and design with purpose. Long-term partnerships with grassroots groups and social enterprises are essential for delivering meaningful results.

For example, during a recent Social Value roundtable hosted by OCS, several organisations shared successful initiatives focused on supporting local communities and encouraging employee volunteering. These included Sunbelt Rentals’ “Forests with Impact” programme, which creates commercial tree nurseries inside prisons; Delta Airlines’ community strategy built around education, equity, environment, and wellbeing; and Everton in the Community’s place-based model, supporting thousands across the Liverpool City Region.

Each example illustrates how strategic collaboration, cultural alignment, and reinvestment can generate long-term social value. OCS implements these principles through its own partnerships, such as supporting local organisations like Pecan Food Bank in Peckham via colleague-led fundraising and volunteering

Building long-term value

Creating meaningful community engagement is not about ticking boxes or meeting targets. It is about making a real difference in people’s lives and fostering a culture of care, respect, and empowerment across the organisation.

Volunteering strengthens communities, connects colleagues to purpose, and builds trust through shared action. It brings our TRUE Values to life in practical ways by supporting unity through collaboration, showing respect for people and places, and empowering individuals with the tools to thrive.

By continuing to invest in volunteering and social value, OCS helps shape a more inclusive, resilient, and responsible future. These efforts demonstrate who we are, how we operate, and our dedication to helping people and places the best they can be.