The Romford-based company, which owns the Ocean Florida, Ocean Beds and Winged Boots travel brands, said it was committed to “making strides in balancing people, planet and profit” as the business continues to grow following a record-breaking year in 2021.

Harry Hastings, Ocean Holidays’ co-chief executive, said: “We start 2022 having had a record-breaking year for new bookings in 2021 and bold ambitions for the future. 

“We are the largest growth travel group in the UK and our commitments are not only good for business but also ensure we continue to do the right thing by our staff, our customers, partners and wider society.”

The company has already made significant progress, including being awarded Good To Work For accreditation by Best Companies, and has started working with mental health partner everymindatwork.

Ocean Holidays has also introduced a series of family-friendly policies for its 150 staff, such as pregnancy loss and parental bereavement leave, and menopause support.

“Family-friendly policies help ensure employees can take leave, work from home and pursue other options when necessary, in order to take care of family needs,” said Hastings.

“Reducing team members’ stress enhances job focus and allows us to retain employees who may otherwise resign to take care of family matters. 

“It also helps us maintain employee satisfaction because of the focus we place on family and work-life balance, as well as demonstrating the value we place on our team, of course.”

‘Action rather than words’

The company has created three separate programmes looking at how to improve diversity and inclusion, sustainability and community across its business.

Hastings said this was just the start of its ESG (environmental, social and governance) developments with more plans due to be unveiled later this year.

Specialist consultant Compelling Culture has been appointed to advise on diversity and inclusion, working alongside Ocean’s head of people Karen Sheehan.

“We feel their expertise will ensure we build the foundations for learning, developing and importantly taking meaningful action that ensures long-term impact,” added Hastings.

Three teams of employees, covering diversity and inclusion, sustainability and community work, have been formed to look at how to integrate environmental and social impact policies into day-to-day operations. This includes a three-year road map of measurable goals to be achieved by 2024.

“It’s about action rather than words – and meaningful action,” said Hastings. “We’re committed to starting to balance our people and planet with profit. 

“We’re making financial compromises in the short-term but those who are purpose-led and care will end up becoming the most successful.”