Looking back at 2025, I feel genuinely proud of what we’ve achieved together as a business.
The year began with Jamie and I stepping into our roles as Joint Managing Directors. It was a big moment, and one we approached with a lot of care. With my father, Lee, and my uncle, Danny, moving into Chairman roles, their experience and values continue to provide important guidance as we take DOC forward together, building on the path they set and one we have both been part of for almost two decades.
That sense of continuity and care shaped the way we thought about our people. Over the course of the year, we made the move from HR to a People and Culture approach, which felt like a more honest reflection of who we are as a business. DOC has always been about its people, and this shift helped put greater focus on how we support, listen to and value colleagues at every level.
We also took positive steps in how we support our teams day-to-day through the launch of Facility Apps. The rollout of the platform has helped improve communication, visibility and connection across sites, making it easier for colleagues to access information and stay informed while on the move. The early response has been encouraging, with strong uptake across teams and managers, and it’s been good to see how quickly people have embraced the system and made it part of their everyday working lives.
Bringing people together featured strongly throughout the year. Our third annual conference and awards ceremony gave us the opportunity to step back, reconnect and celebrate the progress made towards our Beyond Cleaning strategy and objectives, as did our charity golf day which invited numerous suppliers and clients to join us in raising vital funds for our local charity partner.
While supporting our teams remained a priority, we were equally focused on doing what was right for our clients. One of the most significant steps we took in 2025 was the launch of our in-house window cleaning division, bringing this service fully into DOC. Window cleaning has always been part of the service we provide, but the decision to bring this in-house has enabled greater control over standards and delivery, strengthening the service we offer our clients. Gareth and his team have made an excellent start, establishing strong foundations and clear standards from the outset.
The launch of the window cleaning division encouraged a broader focus on the impact our decisions have beyond day-to-day operations. This was particularly evident in how we approached our fleet, with 80-85% of all vehicles now electric. Our commitment to responsible delivery has remained central and continues to form a core part of the way we work.
Our focus on responsible delivery, going above and beyond expectations, and putting clients first has supported countless renewals over the year, while also helping us secure some important new partnerships. Key contract wins included Greenwich Market and the National Theatre, both of which reflect the trust placed in DOC and the consistent work delivered by teams across the business.
The progress made across the business is reflected in our accounts, showing a year of steady growth and stability and providing reassurance that DOC remains in a strong position as we look ahead. None of this would be possible without the hard work, commitment and pride shown by Team DOC throughout the year, and I’m grateful that we’re entering 2026 with stability, a clear sense of direction and real purpose.
Discover what’s next for DOC Cleaning
Lee’s reflections highlight just some of the progress made across DOC Cleaning during 2025, from our People and Culture approach to service development, sustainability and client partnerships.
If you would like to find out more about any of the initiatives mentioned, explore how we work, or understand what lies ahead for DOC Cleaning in 2026, we would love to hear from you.
Get in touch with our team today to start the conversation.