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Behaving with integrity and treating people with respect

What behaving with integrity and treating people with respect means to us

Across all our regions, we aim to meet the high moral and ethical standards we have set ourselves, within the bounds of expected individual and corporate behaviour, with regard for relevant laws and regulatory requirements, with sensitivity to local cultures and with the utmost respect for human rights.




Our policy and commitment

Our commitment to business ethics and human rights is defined within our Business Conduct and Ethics Policy Statement, supporting standards and related operating procedures. We publish an annual Modern Slavery Statement on www.serco.com/slaverystatement.

In summary, we:

  • have zero tolerance for any form of corrupt behaviour or activity that breaks any law relating to human rights, either directly or indirectly, anywhere in the world;

  • recognise our obligations under the UK Modern Slavery Act 2015 and will not engage in any form of human trafficking or use forced, bonded, illegal or child labour, nor knowingly work with anyone who does;

  • use international human rights standards as a framework to assess, monitor, mitigate and remedy any actual or potential adverse human rights impacts (AHRIs) that may affect our business;

  • provide guidance and support to all employees to help them identify, manage and respond to any risk or issue;

  • maintain confidential reporting resources for anyone concerned about violations of our Values, policies or Code, whilst ensuring there is no need for them to fear the consequences of doing so; and strive to

  • record and report information about our business accurately, honestly and transparently.

Key components in our governance

  • Our Corporate Responsibility Committee (CRC) provides formal oversight of business ethics and human rights strategy and performance against agreed objectives and targets. The CRC, Executive Committee and Divisional Executive Management Teams (EMTs) review quarterly operational and strategic performance reports.

  • Our Group Business Compliance and Ethics Lead is responsible for developing and maintaining associated policy and governance, and chairs the Group Ethics Oversight Committee (including Divisional Ethics Leads), which meets regularly to discuss strategic and operational performance and share best practice.

  • Divisional EMTs are responsible for appropriate Divisional adherence to policy and standards and managing associated risks, while Divisional Ethics Leads are responsible for implementing policy and governance across the Division.

  • Depending on the context and scale of any ethical dilemmas or suspected AHRIs, our position will be determined by Divisional EMTs, the Executive Committee, Investment Committee or plc Board.

  • Our Business Lifecycle governance process ensures due diligence, review and oversight of related risks throughout bidding and operations.

  • Our human rights assessment and decision tree enables us to evaluate any AHRI caused or contributed to by our operations, or linked to them through our business partners and related third parties.

  • Our ‘Speak Up’ whistleblowing process is available to all employees, supported by an online case management system provided by an independent third party.

Our progress and performance in 2017

We have:

  • refreshed our human rights assessment and decision tree process, strengthening its coverage of slavery and human trafficking;

  • improved our Speak Up programme by implementing an enhanced case management system, provided as before by an independent third party, to make the system more accessible and easier to use;

  • refreshed mandated ethics and compliance training with a new suite of courses ready for 2018, including modern slavery;

  • updated our online gifts and hospitality register to enable approval as well as registration of items, helping to ensure compliance with the UK Bribery Act;

  • undertaken further reviews of anti-bribery and corruption (ABC) adequate procedures in our Divisions, completing UK & Europe, Middle East and Asia Pacific; and

  • piloted our new tool for assessing contract ABC adequate procedures in the UK.

Key performance indicators

For additional data and performance commentary, see all our corporate responsibility key performance indicators.

  Key performance indicators:




Viewpoint Ethics and Integrity Index




Upheld cases of corrupt behaviour




Upheld cases of human rights violations




Upheld Speak Up cases




Our next steps

We will:

  • complete our review of ABC adequate procedures in our Divisions (Americas);

  • apply elements of the UK ABC assessment toolkit across other Divisions to drive benefit and value; and

  • continue working to increase employee trust in the Speak Up process.