When UHY launched their CSR and ESG programme, their aims and goals were clear: to embed sustainability, social value, and ethical governance into the fabric of their operations and decision-making. 

Their first goal was to define the framework that would provide focus and ensure accountability. UHY established 3 central pillars in line with their ESG framework and their desire to keep purpose at the core of everything they do:

• A prosperous planet

  • Understanding and reducing the company’s environmental footprint, which included improving waste management, tracking and lowering Scope 1, 2, and 3 carbon emissions, and engaging employees in everyday eco actions to collectively create a significant impact.

• A prosperous community

  • Enriching the lives of the people and communities UHY serves, which means championing EDI, supporting charitable initiatives, promoting employee wellbeing and career development, and creating opportunities for young people through programmes like Future Frontiers.

• A prosperous business

  • Underpinning everything the business does, with a focus on governance, ethics, and long-term prosperity, including operating with transparency, maintaining high ethical standards, aligning with SDGs, and transparently measuring progress through resources like their Sustainable Business Report.

These central pillars make up their ongoing commitment to shaping a more sustainable and equitable future for their employees, their clients, and their communities. They each represent a core area where UHY wanted to make a measurable difference.

When launching their programme, UHY’s 5 goals were:

• Reduce their environmental impact in measurable ways

• Create a more diverse and inclusive workplace with equitable pay and progression opportunities

• Foster a culture of learning and development with sustainability embedded into daily business life

• Strengthen connections with local communities through volunteering, mentoring, and fundraising

• Play an active role in proving that sustainability and business go hand in hand

Through their 3 impact pillars and their 5 programme goals, UHY has been able to build the foundations for lasting change.

In their first year, UHY’s approach to engagement was built on one core belief: sustainability and social value can only succeed if they are embraced across the whole firm. To make their CSR programme credible and impactful, they needed a structure that encouraged participation, empowered their employees, and celebrated collective ownership.

UHY began by establishing an in-house ESG action group, involving representatives at all levels across their offices and services levels. This group was created to oversee the strategic direction of UHY’s CSR programme and ensure that all actions aligned with their 3 pillars for prosperity. They also served as a vital link between employees and facilitated the movement of ideas and feedback.

Next, they ensured their programmes were accessible by placing training and skills development at the heart of their engagement. In their first year, UHY employees completed over 50,305 hours of training, from professional qualifications to ESG topics to EDI training.

UHY also used technology to boost employee engagement with sustainability schemes. Through the OnHand platform, UHY employees could track the impact of their actions, including tree-planting and CO2e reductions. Since partnering with OnHand, UHY has recorded:

• 2,105 actions completed

• 1,311 hours volunteered

• 2,228 trees planted

• 5mt CO2e reduced

To drive engagement for local communities. UHY brought volunteering and mentoring opportunities to the forefront. Across their offices, teams engaged in community-based activities, such as delivering skills-based mentoring, taking part in charity fundraisers, and offering support to local initiatives. 

Lastly, the organisation recognised the importance of communication. Regular updates, accessible platforms, and continually celebrating employee achievements kept momentum alive and ensured sustainability and community impact remained part of the everyday. Through this approach, UHY laid the groundwork for even deeper CSR and ESG engagement moving forward.

Launching their first formal ESG policy and programme was as much a cultural shift for UHY as a strategic one. While their people have always cared deeply about doing the right thing, moving from ad-hoc efforts to a structured, measurable programme required careful planning, communication, and change management.

One of the first hurdles was building a baseline of reliable data. To make informed decisions and set meaningful targets, UHY needed to know where they stood on everything; from electricity consumption to emissions, recycling rates to pay equity and training investment. Establishing standardised processes and tools was essential, so the organisation invested time in gathering accurate Scope 1, 2, and 3 emissions data, introducing the OnHand platform to track individual and team sustainability contributions, and implementing waste measurement systems for a clear recycling baseline.

UHY then had to look towards creating consistent engagement across their multiple offices and service lines. It was crucial that UHY’s ESG priorities resonated with employees across locations, which involved creating locally relevant communications while also demonstrating how each action feeds into overall impact. Likewise, the organisation had to balance ambition with practicality. They wanted their goals to be meaningful while also recognising the importance of achievable actions.

Another challenge for UHY was to integrate ESG into daily operations without it feeling like an add-on. They didn’t want CSR to be seen as a separate project, but rather part of how they work. This required leadership buy-in at every level and the reinforcement of centralised ESG messages.

Finally, maintaining momentum beyond the launch phase was always going to be a challenge. Enthusiasm for a new programme can quickly fade without ongoing engagement. UHY would have to build in regular communication, progress updates, and celebrations.

Ultimately, these hurdles shaped a stronger, more inclusive programme. The lessons learned from overcoming them have created a solid foundation for even greater future progress.

UHY quickly saw several early wins and some unexpected successes that demonstrated the power of collective action. Employee participation in the new CSR programme picked up at great speed and scale; from the outset, employees embraced the opportunity to get involved, whether through volunteering, mentoring, sustainability, or professional development. Employees actively sought out ways to contribute, leading to a deeper level of engagement than expected from the off-set.

Since joining the OnHand platform, UHY employees have registered:

• 2,105 actions completed

• 1,311 hours volunteered

• 2,228 trees planted

• 5mt CO2e reduced

Likewise, UHY’s focus on waste-reduction quickly paid off, and baseline audits prompted small but impactful changes in recycling behaviours, resulting in immediate results in the organisation's waste-to-recycling ratios.

UHY’s ‘prosperous business’ pillar also saw early wins in governance and transparency. Their Sustainable Business Report quickly became an internal and external engagement tool. Clients and contacts responded positively to its content, recognising UHY’s transparency in sharing achievements and areas for improvement. The Sustainable Business Report created a common reference point and sparked ideas for further business action.

Community-wise, UHY saw strong demand for skills-based volunteering, particularly in mentoring and coaching. Employees reported that these activities gave them fresh perspectives and new skills, supporting professional development and community impact.

EDI training was embedded across the business, creating fast-paced cultural change. It generated deep conversations and employees began sharing experiences and ideas for improving representation, consistently demonstrating a willingness to go beyond compliance and embed inclusivity into daily working life.

UHY’s first year with a formal CSR policy and programme has been both a milestone and a learning curve. 

The first key lesson centres around embedding sustainability into everyday business, not treating it as an add-on. Early in their journey, UHY saw that, when ESG principles are woven in their culture and daily operations, they gain real momentum. Initiatives like waste reduction, hybrid working, and mentoring programmes succeeded because they were relevant to both UHY’s purpose and employees’ day-to-day experience. Going forward, UHY plans to integrate ESG further, from client service delivery to internal policymaking, ensuring it remains part of their business DNA.

UHY also learned the value of clear, consistent measurements. Establishing firm-wide baselines for carbon emissions, waste, and community impact gave them the ability to set informed targets and track meaningful change. As they move forward, UHY plans to extend measurements across more operational areas and use this insight to focus their efforts where they can make the greatest impact.

Another lesson has been the power of collective energy. UHY’s successes, such as through the OnHand platform, completing their second Gender Pay Gap report, or securing top rankings in charity and academy trust services, have only been possible because of widespread engagement across their offices. They’ve learned that ESG is most effective when employees see it as a collective journey, not just the responsibility of ESG-focused groups.

Perhaps UHY’s most important lesson is that progress is a process, not a straight line. What matters most is remaining transparent, willing to adapt, and committed to continuous improvement. Their journey ahead will be about building lasting change, ensuring their subsequent years are defined by the choices they make today.