OCS has won Bronze for Asia’s Best Sustainability Report (CEO Letter) at the 11th Asia Sustainability Reporting Awards. In this exclusive interview, Beni Eka Irawan, Head of PMO and ESG at OCS Indonesia, shares how the company is driving sustainable change across the facility management industry.
Irawan discusses how OCS Indonesia has evolved from compliance-driven reporting to purpose-led storytelling, how ESG governance is built into its operational DNA, and why sustainability must be a shared discipline that unites people, partners, and clients across every site.
Congratulations on winning at the 11th Asia Sustainability Reporting Awards. What does this recognition mean for your sustainability team and your organisation?
We’re truly honored to receive this recognition, it marks a deeply meaningful milestone for the entire OCS Indonesia family. It’s a testament to the dedication and hard work of everyone across the organisation who has helped embed ESG principles into our facility management practices.
This achievement strengthens our commitment to being transparent, accountable, and continuously improving our sustainability performance. It also energizes us to keep innovating and setting new standards within the Facility Management industry and promoting greater awareness of how this sector, which plays an essential role across all industries, can drive positive environmental and social impact.
Most importantly, this recognition celebrates the passion of our people and our commitment to doing business in the right way. At OCS Indonesia our mission is making people and places the best they can be, we aim to weave sustainability into everything we do assure that our actions today help build a stronger, more resilient future for our people, our clients, and the communities we serve.
Sustainability reporting has evolved rapidly. How has your reporting approach matured over the past few years, and what were the biggest lessons from this journey?
Our reporting journey has evolved from compliance-driven disclosures to purpose-led storytelling. Initially, we focused on meeting standards; now, we aim to inspire trust and drive impact. The biggest lesson has been that transparency builds credibility. By embedding ESG into our operational DNA, through tools like the ESG Playbook and ESG Site Ratings, and integration with our core Facility Management processes, we’ve seen how data can transform into action, and action into culture.
At OCS Indonesia, this evolution mirrors our broader mission: making people and places the best they can be. Facility Management touches every sector, from healthcare and education to industry and infrastructure, and through transparent, purpose-driven reporting, we aim to show how our daily operations contribute to a more sustainable, inclusive, and resilient future for Indonesia and beyond.
The ASRA judges emphasise rigour, transparency, and impact. Which parts of your report do you feel best demonstrate these qualities?
Our Sustainability Report reflects our commitment to action, not just words. We have built it on a foundation of rigour, transparency, and impact by aligning with international frameworks such as GRI and IFRS, ensuring that our disclosures meet the highest global standards.
To strengthen credibility, we introduced external assurance and embedded ESG governance directly into our operational ecosystem. The result is a report that doesn’t just inform but demonstrates how sustainability is lived across our sites and teams every day.
Our initiatives from advancing circular economy practices to empowering communities through VOCIFY (“Vocational Amplify”) Green Skills & Apprenticeship show how measurable impact and social inclusion can coexist with operational excellence.
At OCS Indonesia, we believe that sustainability is not a separate program but a shared discipline that unites our people and partners. As part of the Facility Management industry which touches every sector of the social economy, we see it as our responsibility to set new benchmarks of integrity, innovation, and purpose, all in service of our mission: making people and places the best they can be.
Could you walk us through the process of materiality assessment — and how you are now integrating double materiality or value-chain impacts into your reporting?
We conduct a comprehensive materiality assessment every two years, engaging both internal and external stakeholders through surveys, interviews, and workshops. This helps us identify and prioritise ESG issues that are most relevant to our business and stakeholders. Recently, we’ve started incorporating double materiality, assessing not only how sustainability issues impact our business, but also how our operations impact society and the environment, especially across our value chain. This includes value-chain assessments in procurement, waste management, and community empowerment through MSME.
How do you ensure data accuracy and credibility across complex topics such as GHG emissions, supply-chain sustainability, and human rights?
We apply a multi-layered approach: standardized data collection tools, third-party validation, and internal control (Mandatory Control Standard). Our digital ESG platform enables collection, calculation and tracking of carbon, energy, and water data. For supply-chain and human rights, we align with global frameworks and conduct regular risk assessments through social review assessment by third party. Embedding ESG into daily operations ensures that data reflects actual performance, not just policy.
What new sustainability frameworks (for example, ISSB or TNFD) are you preparing to align with, and what challenges or opportunities do they bring?
We are actively aligning with ISSB, GRI, and TCFD frameworks. These bring opportunities for global benchmarking and strengthen our risk management and investor communication, though they also require significant capacity building and data readiness. That’s why we advocate for capacity-building through regulators, chambers and industry bodies. For us, these frameworks are not just compliance tools, they’re strategic enablers of excellence.
Reporting aside, which sustainability initiative or achievement from the past year are you personally most proud of?
The expansion of our VOCIFY Green Skills & Apprenticeship Programme stands out. It’s more than a training initiative; it’s a long-term investment in breaking the cycle of poverty and building Indonesia’s green workforce. We designed it to reach underrepresented youth, women, and people with disabilities, offering them vocational training accredited by UK TVET institutions.
What makes VOCIFY special is that it’s not CSR, it’s core to our business strategy. It reflects our belief that sustainability must include social mobility. Seeing our frontline colleagues evolve into future leaders through this programme has been deeply inspiring. It’s a reminder that real impact starts with empowering people.
How do you engage internal teams and business units in the sustainability agenda so that reporting reflects genuine performance, not just compliance?
We embed ESG into every business function through our ESG Playbook and ESG Site Ratings. Regular training, internal campaigns, and recognition programs like our TRUE Star and TRUE Champion Awards initiative help foster a culture of ownership, ethical behavior and purpose-driven impact. We also use storytelling to highlight teams whose actions deliver both commercial and social value, making sustainability a shared culture, not a siloed function.
Our Green Skills training program empowers our frontline teams including cleaning service officers, security officers, gardeners, and technicians to apply circular economy principles in their daily work. Beyond technical upskilling, these programs reflect our commitment to social circularity supporting our project employees throughout their journey from hire to retire through meaningful employment, career development, and well-being initiatives.
With our customers, we embed ESG within the very solutions we deliver from sustainable cleaning and waste management to energy efficiency, workforce inclusion, and community impact programs. Our goal is to co-create value and help our clients achieve their sustainability ambitions through practical, measurable actions at every site we serve.
With our vendors and partners, we uphold strict selection and collaboration standards that require demonstrable commitment to ESG principles. We work only with those who share our values in ethics, safety, and environmental responsibility creating a responsible and resilient supply chain that advances our shared sustainability agenda.
Many companies are still struggling to link sustainability KPIs with business results. How has your organisation made that connection visible in its strategy and disclosures?
We’ve reframed ESG from being a reporting obligation into a true business performance driver. Our approach ensures that sustainability is not an external expectation, but a core enabler of growth, efficiency, and long-term value creation.
For example, we’ve introduced initiatives such as the elimination of warehouses by strategically utilizing partnerships with key vendors optimizing storage capacity, improving logistics flow, and reducing both delivery distances and fixed operational costs. These actions reflect the principle of circularity, where smarter resource management not only lowers costs but also strengthens community and supplier partnerships.
We’ve also made ESG performance visible and measurable across our management system. ESG KPIs are reviewed regularly in Country Executive Committee meetings and Monthly Business Reviews, side by side with financial metrics. More importantly, ESG performance indicators are now integrated into our sales targets and commission parameters, ensuring that commercial success is directly linked to sustainable outcomes.
Finally, what advice would you give to other sustainability professionals aspiring to reach ASRA-winning standards in their reports?
Lead with authenticity. A great sustainability report is not just about ticking boxes, it’s about telling your story with honesty, backed by data and real impact. Engage your stakeholders, invest in robust data systems, and don’t shy away from disclosing challenges. Transparency builds trust, and continuous improvement is key. Most importantly, align your sustainability efforts with your core business strategy and effective execution to achieve business objectives and drive long-term value.
