Adecco Group UK&I Social Value Action Plan by Social Mobility Pledge

LEVELLING UP

Value Action Plan

Social

FOREWORD 01 Foreword: Rt Hon Justine Greening Alex ExecutiveFlemingSummary 02 Introduction: Levelling Up in the context of COVID 03 The Journey to the Levelling Up Goals 04 Talent Advisory & Recruitment: The recruitment industry The Impact of COVID-19 05 Best Practice: Shaping corporate strategy Boosting RecruitingUpskillingemployabilitycandidatesandretaining colleagues Improving the internal talent pipeline Shaping inclusion and diversity UK-focused DestigmatisingEmpoweringLongHomelessnessprogrammesTermUnemployedyouthdisability 06 Insight 07 Next Steps and Recommendation 3 SeparatelyAppendix:a shorter accessible version of the report will be produced for all employees. CONTENTS

The Levelling Up Goals do the same. Some cover life stages, for example during childhood when gaps can open up even at an early stage. Some relate to people’s lives as they move into work - getting the right advice and experience or businesses having fair and open recruitment systems. Some address other parts of people’s lives which can be barriers to getting on, such as good housing, the digital divide or poor infrastructure. They provide a common language for organisations to identify gaps in access to opportunity as well as solutions to remove those barriers. They also provide the means to be able to benchmark progress going forward.

FOREWORD:

RT HON JUSTINE GREENING Founder of the Levelling Up Goals; Former UK Secretary of State for Education

Inequality

“ofworsebeenopportunityofhasmademuchasaresultthepandemic01

As one of the world’s leading recruitment companies, with more than 100,000 clients,

For some, getting a job and having a career will be an easy journey, helped by family connections or a more privileged background. For others from less advantaged communities, despite their talent, it will be a far more challenging road. This inequality of opportunity has been made much worse as a result of the pandemic, with the young and those on low incomes the hardest hit. That matters for the individual whose life chances are more limited but it also matters for the country - the cumulative economic impact of that lost opportunity is huge - and it is clear we need a fresh, more strategic approach to providing a clearer path to employment in its broadest sense.

Having a job is about so much more than paying the bills. It’s about learning, having new experiences, building relationships and teamwork. It’s also about self-respect and self-worth, feeling that what you are doing is making a difference - to your life, to your family or to your community.

Levelling up is a term we’ve heard a lot about but it seems that there is now a real consensus among our political leaders, businesses, universities, local authorities and community groups to take effective and urgent action. There is also a greater expectation from the public that these organisations will not only deliver social good but will deliver it in a way that is transparent and measurable. It is crucial, therefore, that we have a systematic and inclusive approach to addressing the challenges of social mobility and the 14 Levelling Up Goals developed by the Purpose Coalition, a group of leading businesses, universities and other organisations, will enable us to scale up that action. They are based on the UN’s Sustainable Development Goals which I helped to develop as International Development Secretary and which provided a framework that allowed lots of different partners to collaborate on the complex issue of development by breaking it down into its constituent parts.

The Adecco Group is working to make that pathway clearer for everyone, acknowledging that there is a huge range of individual journeys - from those who may have lost their job or who may never have had one to those whose family responsibilities may now demand a more flexible way of working. It works upstream to ensure that, whatever an individual’s employment story, they are equipped with the right skills. That ambition also extends to preparing individuals for their journey at a much earlier stage in life. The Adecco Group is working with schools and colleges on its Brighter Futures programme to bridge the gap between education and the world of work, laying the groundwork for a motivated, confident and adaptable workforce.

The Levelling Up Goals will provide a framework against which the Adecco Group can measure its impact, enabling it to close the gaps to opportunity that exist in many communities. As this report shows, it is already providing targeted solutions to human resource issues to allow its clients, candidates and colleagues to fulfil their potential. I am looking forward to continuing to work with it, as a member of the Purpose Coalition, to develop a more sustainable world of work.

A focus on developing and protecting skills, and making them transferable, so that access to opportunity is as wide as possible is crucial at a time when the pandemic has had such a significant effect on the jobs market.

the Adecco Group provides access to work and employment opportunities for more than 3.5 million people each year. It is therefore in a unique position to set the standard as a purpose-led business and, under the leadership of Alex Fleming, Adecco’s Region President of Northern Europe, is already demonstrating a clear commitment to leverage that scale for social good.

Integral to its agenda is sustainability. In the same way that businesses are now expected to operate with an authentic social purpose, they also need to consider a more sustainable future. The Adecco Group is advocating for a green transition that addresses the negative impact that climate change will have on labour markets, protecting workers rather than jobs through the maintenance of a mobile and flexible labour market.

ALEX

At the Adecco Group UK and Ireland we have three key stakeholders: Clients, Candidates and Colleagues and we added a fourth ‘C’, ‘Community’ last year. We are passionate about giving everyone a voice and empowering communities and it’s this that creates a powerful narrative. Our Community strategy is focused on Creating Brighter Futures for everyone. Our UK and Ireland Community and Social Impact team is a social innovation lab, focused on making the world of

RegionFLEMINGPresidentof Northern Europe, Adecco

Purpose has never been more important than it is today. It is the social conscience of a company and it should be placed at the core of the strategy, it’s the “philosophical heartbeat.”

FOREWORD: 01

We have followed four key steps in developing our social impact strategy: sizing up where we are now, including our vulnerabilities; clarifying how our purpose connects with our company’s “superpower” which is placing people in meaningful jobs; organising with purpose in mind; and measuring and managing purpose so that it really becomes part of our core DNA.

Our organisational identity has three key elements: our clear purpose, our strong brand and our widely recognised culture. We have developed this by making things personal. Purpose-driven change isn’t just intellectual, it’s emotional. People ultimately need to understand your purposewhere you are going, why you are going there and, of course, how they fit in – if this is clear and consistent and you are passionate about the approach, people will want to be a part of it.

Driving purpose means embedding reflection, exploration, discussion and action at the heart of an organisation. At the Adecco Group, our purpose is: to make the future work for everyone McKinsey states that only 7% of Fortune 500 CEOs believe their companies should “mainly focus on making profits and not be distracted by social goals.” The Adecco Group’s research Resetting Normal: Defining the new era of work found that 82% of employees feel that purpose is important but only 42% believe their organisations drive impact. This shows that purpose-driven companies are top of mind right now but only a few companies are truly walking the talk. A common thread among companies that continue to weather the storm most successfully during the pandemic, is an authentic and integrated commitment to purpose, larger than profitability or growth. This is because purpose-driven organisations are fast and efficient at innovation, have flattened hierarchy and flexible roles whilst constantly striving to do the right thing for everyone. Joining the Purpose Coalition under the leadership of Justine Greening and Seema Kennedy will further support the Adecco Group UK and Ireland’s efforts to drive social impact. We are looking forward to working with other organisations that are also driving this critical levelling up agenda.

The year of 2020 brought another wake-up call and opportunity for us to stand up against discrimination of any kind, and to re-commit ourselves to helping build a better, more equitable and inclusive society. This won’t happen on its own, so decisive steps must be taken. At the Adecco Group, we are on a journey to ensure that every person is judged by the quality of their skills, experience and potential. We also strive for our opportunities and services to be accessible to everyone and that we have a culture that provides the training, support and engagement to our leaders and colleagues to drive forward inclusive processes and decision-making.

FOREWORD 7 work a fairer, more accessible place through targeted projects. Our vision is a world where all people are enabled to reach their full potential. Our mission is to leverage the power of the Group and other stakeholders to drive social value creation in the field of employment and skills.

Globally, the Adecco Group helps people fulfil their potential by improving employability and providing access to work. Each year we support approximately 3.5 million individuals to find work and provide training for hundreds of thousands more. Our solutions enable clients to optimise their talent needs and their organisational models to achieve their goals. Our advocacy and thought leadership aim to build a better world of work for all. We are a leading voice in the need for workforce upskilling and reskilling at scale, and a vocal advocate for a new social contract that provides adequate social protection for all, pointing the way towards a future that works for everyone. As the crisis continues to impact people’s lives in significant ways, the Adecco Group is playing a key role in supporting employability and Withemployment.ournewglobal strategy Future@Work, we are putting long-term, shared value creation at the centre of our vision, embedding environmental, social and governance (ESG) considerations at the heart of what we do across our organisation. This integrated approach to doing business sustainably is mirrored in the way we report, reflecting our holistic understanding of value creation. We know that adaptability lies at the heart of career resilience. COVID-19 has further exacerbated the necessity for continuous learning to stay up to date in a rapidly evolving and unpredictable labour market. In 2020, we supported thousands of people in transitioning to new careers and companies, including providing pro-bono career transition services for those most affected by COVID-19-related job losses, and by making many of our training offerings freely accessible to the public. At the Adecco Group, we work closely with our clients to help address skills imbalances, looking for upskilling and reskilling opportunities and creating pipelines via trainee and apprenticeship programmes. We remain steadfast in our global commitment to upskill and reskill five million people by We2030.have the opportunity to change things; we don’t have to go back to how things were before the crisis. We can rebuild our economy and society to make it fairer and more equal. Through our flagship programmes and local initiatives, we seek to ensure our social values are consistently reflected in our decision-making, operations, partnerships and culture.

I wholly believe businesses have a strong role to play in this; and that’s why I’m determined that we lead from the front. We are looking forward to driving our partnership with Justine Greening and Seema Kennedy as part of the Purpose Coalition. After all, the Adecco Group’s purpose, making the future work for everyone, is one that transcends borders and governments. We are a business that is determined to lead the way with action.

Secondly this Action Plan considered the Adecco Group’s impact in communities. It has consequently identified 10 of the widest opportunity gaps across he UK for the Adecco Group to focus its community and social impact towards.

EXECUTIVE SUMMARY 01 9 SUMMARYEXECUTIVE

The Adecco Group’s Levelling Up Action Plan sets out how the company is delivering on being purpose-led, contributing to the levelling up agenda and having a positive social impact on people and communities. This Action Plan sets out how The Adecco Group has already demonstrated significant best practice in boosting opportunity and tackling inequality of Thisopportunity.includes its leadership in delivering the Kickstart programme, one of the government’s flagship projects in response to the socioeconomic crisis following the pandemic; its Creating Brighter Futures programme which improves outcomes for young people through wide engagement; and delivering on connecting people from all backgrounds to opportunities everyday through its business operations.

The Adecco Group has also set out how it intends to build on its future commitment to the levelling up agenda in the United Kingdom specifically, which have been outlined in this Action Plan. It firstly has considered how it can operationally contribute to the levelling up agenda. It has made a new commitment of 15% of its placements going towards those who are Not in Employment, Education, or Training (NEET) by 2025, which exceeds the 11.6% that are presently NEET within the UK.

The COVID-19 pandemic has made many of the previously existing inequalities of opportunity deeper and more pronounced. The Adecco Group is leading a call to action to address many of the challenges the United Kingdom now faces.

Finally, this Action Plan has also considered the aspect of thought leadership and wider policy solutions to the levels of inequality of opportunity in the UK. This ranges from the impact that all stakeholders can have on the levelling up agenda, from policy makers directly, to businesses and educators. All of these stakeholders have a strong influence on the delivering of levelling up, tackling inequality of opportunities, and boosting opportunity; and the Adecco Group recognises how crucial it is to have joined up efforts in achieving all those ambitions.

15,

¹www.socialmobilitypledge.org/news/2019/2/2/class-diversity-at-work-worse-now-than-decades-agonbsp

Coronavirus_reference_scenario_commentary.pdf. INTRODUCTION 02 LEVELLING UP IN THE CONTEXT OF COVID

In the UK, a lack of social mobility has been a persistent problem and, even before the COVID-19 pandemic, it was still too often the case that how well a person did in life depended on where they started.

Justine Greening first used the phrase “levelled up Britain” in 2015 to set out her view that equality of opportunity should be achieved not by taking opportunity away from those who already have it, but by giving the same access to opportunities to people and communities without them. Elected on a manifesto which vowed to ‘level up every part of the UK’, in his first speech as Prime Minister in 2019 Boris Johnson identified the need to ‘unleash the potential of the whole country’ and close the opportunity gap as one of the biggest challenges for his government. He included not only education and increased productivity as solutions, but improved infrastructure and giving people the chance to own their own home. That ambition is now being more widely reflected across government, industry and civil society as the profound impact of the pandemic across locations, ages and education levels has become clear. COVID has shone a spotlight on many of the inequalities that already existed but its effects have undoubtedly made the task of levelling up the country a much more difficult one. A report by the think tank, Centre for Cities, estimates that the government’s plan for levelling up the country has become four times harder because of the damage the pandemic has inflicted on the employment market².

Across every level of education, the impact of the pandemic has been severe, with the digital divide emerging as a key barrier from primary school through to university. An Institute for Fiscal Studies report assessed that the cost of lost learning could translate to as much as £350bn in lost earnings, with an estimation that pupils stand to lose an average of £40,000 in lifetime earnings, with children from disadvantaged backgrounds most

²www.centreforcities.org/publication/cities-outlook-2021/ Government. Spending Review Speech. UK Government. [Online] November 2020. https://www.gov.uk/government/speeches/spending-review-2020-speech. for Budget Responsibility. Coronavirus analysis. Office for Budget Responsibility. [Online] April 14, 2020. [Cited: April 2020.] https://cdn.obr.uk/

The Social Mobility Pledge’s own research had indicated that young people in the UK were finding it harder to progress in the workplace than their parents or grandparents had. It also asked workers aged 18 to 64 how easy it was to get on in life in the UK, regardless of background, and a quarter rated it ‘hard’ or ‘very hard’¹.

₄Office

³UK

In his 2020 Spending Review, the Chancellor of the Exchequer confirmed that unemployment rose by 300,000 in 2020 and that the fall in output would be the largest for over 300 years. While it is not expected to recover to pre-COVID levels until late 2022, the economic damage is likely to be lasting³. The Office for Budget Responsibility provided a reference scenario in which the UK economy would contract by 35%, with unemployment peaking at 10 percent as a result of COVID. Some sectors such as finance will emerge relatively unscathed with a contraction of just -5%, while others like retail and hospitality will contract by -50% and -85% respectively₄ That difference in impact across sectors has already resulted in a difference in impact on people. Fifteen percent of workers in shut-down sectors are from a BAME background compared to 12% of all workers, 57% are women compared to a workforce that is 48% female and those who are low paid are more likely to work in shutdown sectors, as well as less likely to be able to work from home. Young people are particularly impacted, with one in three young people under 25 employed in the three sectors most affected by the pandemic - travel, hospitality and retail. While employment levels for those aged 25-64 have fallen by 0.5%, employment levels amongst 16-24 year olds have fallen by 7%₅. ONS figures reviewing the labour market in February 2021 showed that three fifths of the fall in number of employees came from the under-25s₆

₇

To have a successful purpose, business leaders need to consider their corporate identity - what makes their company unique, how that can link to their purpose, where they can have a positive impact on society - and then embed it rigorously into the heart of their business. It should focus not just on strategy but on measuring social and environmental impact, including its supply chain.

INTRODUCTION 11

Against this challenging background, there is now wide recognition that an organisation’s social impact is a crucial part of its governance. The Government has introduced a social mobility agenda into each of its departments and has included the Social Mobility Commission at the centre of government, acknowledging the need for levelling up to be at the heart of its plans. It recognises that does not just extend to jobs and education but also, for example, to extending enterprise, health and infrastructure.

Johnson, Paul, Joyce, Robert and Platt, Lucinda. The IFS Deaton Review of Inequalities: a New Year’s Message. s.l. : IFS/Nuffield Foundation, 2021₈ Alan Murray, “The 2019 Fortune 500 CEO survey results are in,” Fortune, May 16, 2019, fortune.com.

For business, the shift in consumer expectations towards making a positive impact has also increased and so too should the need to build a business strategy around meaningful purpose. In a 2019 survey, only seven percent of Fortune 500 CEOs believed their companies should focus mainly on making profits rather than be distracted by social goals.₈ That is driven by a recognition of the huge challenges society needs to meet, including climate change, income inequality and the employment implications of artificial intelligence. However, businesses also have to try to solve the competing interests of employees, communities, suppliers, customers, shareholders and the environment.

₆

In research carried out by the US Trust as part of the Bank of America Private Bank, 93% of millennials believed that social or environmental impact is important in investment decisions. That requires a clear and wide-ranging set of objectives which can form the basis of an organisation’s environmental, social, and governance (ESG) criteria and shape their focus.

It is critical that organisational purpose also connects with its people’s individual purpose so that leaders bring their employees with them. Most employees want to contribute to society and do meaningful work and those priorities need to be reflected in their companies’ purpose statements.

affected₇. The impact on the health and wellbeing of our children is immense and the threat of a lost generation is very real.

Businesses, universities and other organisations are also moving towards delivering a more authentic socially responsible agenda, away from purely corporate governance. Polling carried out by the Social Mobility Pledge reflects what has become much clearer as a result of the pandemic: that the public now expect higher standards of social impact from the organisations that they work for or do business with. The majority also believe that their performance on improving social mobility should form part of how their success is measured.

The potential for business to serve as a force for good is huge. It can continue to use corporate social responsibility initiatives as a lever for change, going beyond the traditional to include the use of digital tools and advanced analytics, as well as mobilising diverse organisations to achieve results that an individual business could not do on its own. That is the right thing for the country but it is also the smart approach for businesses. There is increasing evidence across markets and sectors of the intrinsic role that having a clear purpose has in underpinning long-term commercial success. Deutsche Bank evaluated 56 academic studies on environmental, social and governance (ESG). Organisations with the highest ESG ratings were found to have a lower cost of debt and equity. Eighty-nine percent of the studies analysed showed that companies with the highest ESG ratings outperformed the market in the medium (3-5 years) and long (5-10 years) term.

₅ Powell, Andy, Francis-Devine, Brigid and Foley, Niamh. Coronavirus: Impact on the labour market. London : House of Commons Library, 2020. www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/latest#main-points

The Levelling Up Goals are intended to guide how the urgent ambition to level up the UK can actually be achieved. The impact of the work carried out to do this can, and should, be Sub-goalsmeasurable.with quantifiable targets and measurements against which progress can be charted within the 14 goals are being developed by the Purpose Coalition in partnership with Purpose Coalition universities,

The Purpose Coalition, of which the Adecco Group has been a key member, aims to improve social mobility in the UK and responded to this challenge with the launch of their own Levelling Up Goals in February 2021.

These new Goals build on the foundations laid by the UN’s SDGs by outlining 14 clear goals, and draw on expertise provided by academia and businesses which has been applied to the unique challenges facing the UK in levelling up. They focus on key life stages and highlight the main issues that need to be resolved in order to create a level playing field for all in this country.

₉ Resolution adopted by the UN General Assembly, 6 July 2017 JOURNEY 03

In 2017, the SDGs were made more ‘actionable’ by a UN resolution adopted by the General Assembly which identified specific targets for each goal, along with indicators used to measure progress towards each target. These 17 interlinked, global goals were designed to be ‘a blueprint to achieve a better and more sustainable future for all’ . They marked a shift from the previously established Millennium Development Goals (MDGs), following the Millennium Summit of the United Nations in 2000. In contrast to the MDGS, the SDGs were nationally-owned, country-led and targeted wealthy, developed nations as well as developing countries. The SDGs emphasised the interdependent environment, social and economic aspects of development by centralising the role of sustainability. As Secretary of State, Justine recognised how useful a common set of accessible but ambitious objectives could be in galvanising action to effect change. Since then the COVID-19 pandemic has only exacerbated many of the problems relating to social inequality in the UK. The recovery is a chance for the United Kingdom to address these issues and level up but that requires updated and specific goals in order to outline, inspire and measure progress.

THE JOURNEY TO THE LEVELLING UP GOALS

The UK played a major role in securing the SDGs which were a landmark moment in the fight against global poverty. Through the wider adoption of a common approach and language, we can have a greater and more sustainable impact on opportunity for those furthest away from a level playing field.

In 2015, as Secretary of State for International Development, Justine Greening MP led the UK delegation to the United Nations (UN). Along with 184 international partners, she helped to establish the UN’s Sustainable Development Goals (SDGs).

“

JUSTINE GREENING

PostdestinationsPositive16+3 schoolSuccessfulyears2infoundationsStrongEarlyYears1 Right advice and experiences4 Fair progressioncareer6recruitmentOpen5 Good health and well-being8savingsaccessWideningto& credit 7 Closing the digital divide10enterpriseExtending9 Building homes & communitiessustainable12forInfrastructureopportunity11 Achieve equality, through diversity & inclusion 14transitiontheHarnessenergy13

including the University of York and the University of Lincoln. This will create a more transparent and mensurable framework with which to monitor and subsequently address problems of social mobility and inequality. The Levelling Up Goals are designed to look at the outcomes of CSR strategies and measures that organisations operate. Many organisations are doing outstanding work and making important contributions to society but are still measuring this via inputs rather than the real impact on human lives.

13 JOURNEY

ALEX FLEMING

Justine and the wider Purpose Coalition believe that with a common understanding and objectives, there can be action that drives change on the ground. Distinct entities, including universities, businesses, policy-makers, communities and NGOs, can work together, with the shared Goals being a uniting and motivating foundation for progress. As the problems which cause social inequality in the UK are interlinked, it seems that the response to these problems must also be collaborative. The Purpose Coalition has encouraged businesses and universities to share their own best practice with other organisations so they are not only demonstrating their own commitment, but creating a shift towards purpose-led organisations. The Goals can encourage an extension of this co-operative exchange of information which can be used to help level up Britain.

We are putting long term, shared value creation at the centre of our vision, embedding environmental, social and governance (ESG) considerations at the heart of what we do across our“organisation.

14 10 Recruitment and Employment Confederation, ‘Recruitment and recovery: How we can create a more productive and inclu-sive labour market’, (Online) 2021 cited by https://www.rec.uk.com/our-view/research/industry-analysis/recruitment-and-recovery

The Recruitment and Employment Confederation (REC) published a report in February 2021, Recruitment and Recovery,10 which considered recruitment as a major driver of UK productivity, giving workers new opportunities and supporting a more inclusive labour market. This highlighted the importance of the recruitment sector in today’s labour market, with someone finding a permanent role through a recruitment agency every 21 seconds and over 300,000 unemployed people using a recruiter to find a permanent job every year, more than twice as many as go through the JobCentre. For example, improvements in the quality of job matching as a result of agency talent matching resulted in an increase in productivity of approximately £7.7 billion every year.

Furthermore, one in five (19%) companies that use temporary workers report that they could not operate at all without them, meaning that temporary recruitment agencies directly enable 3% of the economy, which is worth £61 billion in GDP. The report also demonstrated the positive impact that the sector can have on diversification in business, with two thirds (63%) of businesses stating that the use of a recruitment agency helped them increase the diversity of new recruits. This demonstrates that the recruitment sector has significant benefits not just for the talent market, but for the wider economy and in reducing inequalities of opportunity by boosting the diversity within businesses.

TALENT ADVISORY & RECRUITMENT 04 THE ADECCO GROUP AND THE ROLE OF RECRUITMENT IN LEVELLING UP IN THE UK 4.1 The recruitment industry in context

The most recent quarterly labour market report carried out by the Chartered Institute of Personnel and Development (CIPD) with the Adecco Group in Summer 2020 featured a number of key indicators from employers on recruitment, redundancy and pay intentions.11 It highlights the uncertainties caused by the impact of the pandemic for employers who are now reticent about recruiting compared to recent years but also concerned about the possibility of having to make current staff redundant. The net employment intentions figure for Q3 2020 was –8, a fall from –4 in the previous quarter and considerably worse than the +21 recorded in the winter, due to an increase in redundancy intentions which offset the increase in recruitment intentions.

11 CIPD and The Adecco Group, Labour Market Outlook Summer (Online) 2021 cited by https://adeccogroup.co.uk/wp-content/uploads/2020/10/ADG-LMO-Summer-2020.pdfCOVID-19hashadamarked effect on the labour market.

It is clear that the COVID-19 pandemic has forced change into all aspects of everyday life. While much of this has been difficult and negative, the recruitment industry is ideally placed to help bring about positive change.

RECRUITMENT&ADVISORYTALENT 15 Image source: Shelter, 2020

4.2

There is a real opportunity for the recruitment industry to be part of the solution to the levelling up agenda in this country. As evidenced in the best practice featured in this report, the Adecco Group has already embarked on that journey, providing and sustaining talent in the world of work in both a global and UK context. It views the pandemic and its economic repercussions as an opportunity to reset the labour market and, as part of the Purpose Coalition, will be leading the way in delivering outcomes that make a difference. The Impact of COVID-19 on the labour market

While over two-fifths (45%) of organisations surveyed said they would maintain total staff levels, only 21% said recruitment and redundancies would increase staff levels and 29% said their intention was to decrease staff levels, a rise of 7% from the spring survey.

With the ability to impact clients, candidates, colleagues and community, the potential for the Adecco Group’s social impact is huge. Its aim is to influence the future of talent pools, help people whose working potential is currently under-realised and improve diversity and inclusion for everyone. It reaches into those left behind communities who do not have a voice - the homeless, the long-term unemployed, young people and the differently abled. It encourages employers to recognise the hidden potential of these underserved groups and challenges them to see outside conventional education qualifications.

Above all, the Adecco Group promotes the need for everyone, at any stage of their employment journey, to up-skill and to maintain and develop their skills throughout their working lives. Given the way in which the labour market has changed in recent years, that should also include those in the gig economy in temporary or short-term contract work although issues with social protection remain and should be addressed.

BEST PRACTICE 05

The Group states that its purpose is “…to make the future work for everyone, ensuring that people across the globe are inspired, motivated, trained and developed to embrace the future of work. To be in environments where they are empowered to thrive, stimulated to succeed and given every chance to make their individual futures better and brighter than ever before.’’

The Adecco Group is at the heart of trends driving fundamental changes in the ways organisations everywhere are rethinking how they develop and optimise their workforces. Employers now have to gain access to everevolving skills and leadership capabilities, and they need a flexible workforce for business agility. At the same time, employees demand greater freedom in when, where, and how they Severalwork.megatrends are increasingly affecting the way that people choose to work and the way that organisations think about human capital. The Adecco Group identified six which describe the context in which its business operates and which shape its strategy:

Every day, the Group has approximately 600,000 associates on assignment. It has 30,000 full-time equivalent employees who are experts at finding talent across a broad range of sectors and in almost 60 countries and territories. In 2020, it provided coaching and training to 500,000 people, enhancing their employability and accelerating their careers. The Group also placed 80,000 people into permanent employment placements. Its revenues last year came to €19.6bn.12

12 www.adeccogroup.com/investors/annual-report-2020/

The Adecco Group is the world’s leading talent solutions and advisory company. It is a business driven by strong values and a sense of purpose to deliver social impact in all its work.

5.1 Shaping corporate strategy in a changing world

• geopolitical and economic uncertainty • the gig economy • skills imbalances • the new demographic mix • automation, AI and machine learning • digitisation, big data and analytics As a result, flexible ways of working are becoming more common. Individuals are increasingly looking for portfolio careers, made up of shorter gigs and assignments, with more variety of work experiences and greater flexibility over how, when and where they work. Meanwhile companies, recognising that agility is key, are organising their workforces in more flexible structures that emphasise having the right skills on demand.

EMPLOYER OF CHOICE: setting the standard as a world-class employer by creating a positive, respectful and healthy work environment that inspires and enables a diverse, inclusive, engaged and talented team united by one purpose.

The Adecco Group, as a leader in flexible employment solutions, has an important role to play in facilitating this transition.

SOCIAL PROTECTION FOR ALL: it believes in the value of adequate social protections and decent work for all, regardless of the type of employment contract a person has, to ensure the prosperity of a society that thrives on the value of work, leaving no one behind.

CLIMATE PROTECTION : it believes in safeguarding the planet for future generations as a core pillar of its way of doing business.

TRUSTED PARTNER TO CLIENTS: working hand-in-hand with businesses worldwide to provide tailored workforce solutions, built on a deep understanding of their needs and challenges and a shared commitment to responsible business conduct.

It believes that this decade will be defined by a reskilling revolution and is committed to supporting individuals and companies to navigate the unprecedented rate of change and make the future work for them. The work-related needs of its core stakeholder groups - candidates and associates, clients, colleagues and the wider community - are met by five strategic sustainability goals:

The Adecco Group is a vocal advocate for a new social contract, highlighting the need for social security systems to catch up with the way that people work in the 21st century, to guarantee appropriate protections for all workers – permanent, temporary or freelance. It is also leading the debate on how companies and governments should rethink workforce investment and account for human capital, to incentivise organisations to address skills shortages and employability challenges.

17 PRACTICEBEST

EMPLOYABILITY AND ACCESS TO WORK: unlocking human potential to achieve equal ac cess to decent work for all, by working to lower and remove barriers to work, providing training and career advice, and matching people with quality jobs.

The objective is to enable more individuals, regardless of their background, to learn 21st century digital skills such as coding, data science and machine learning, to help secure their future

The Adecco Group believes that it is not a lack of jobs that is the issue but ensuring that the workforce is ready for them. It is stepping up to meet this challenge with its commitment to upskill and reskill five million people by 2030.

The Adecco Group plays an increasing role in helping candidates to boost their employability, with a focus on training, development and coaching. Pessimism about future employment levels has become commonplace but the Adecco Group believes this is misplaced. While tasks become automated and roles change, millions of new jobs are created by new technologies. It points to a 2018 report from the World Economic Forum forecast that 133 million jobs would be created in emerging IT and technology roles by 2022, significantly more than the 75 million jobs that would be lost to automation.

Modis VSN in Japan trains hundreds of engineers every year who are then placed with clients. This model was replicated in the US with the launch of Modis Academy, drawing on the up/reskilling capabilities of General Assembly (GA. It has now launched in several US cities in development and related fields to increase employability and create a supply of in-demand candidates for clients.

Modis Academy offers candidates with a passion for technology the opportunity to upskill and be matched with potential employers. With a mandate to advance employment opportunities, build talent pools in areas of skills scarcity and support candidates to the next level of their careers, it enrols high-potential individuals to be trained for real-life roles through either a virtual “Remote Flex” programme, or the full-time “Immersive” experience. Training programmes are tailored for the types of positions that businesses are seeking so graduates can immediately step into in-demand roles. This talent incubation model enables Modis to support clients in finding talent for hard-to-fill positions in areas such as data science, coding and software development and artificial intelligence. The programme is testament to the potential of the Adecco Group’s ecosystem, and the Group’s focus on harnessing portfolio synergies to create value for its stakeholders.

“

5.2 Boosting employability and access to work 5.2.1 candidatesUpskilling

The Adecco Group prides itself on providing rewarding employment for its own employees, enabling them to achieve their career goals, supported by continuous investment in training programmes through the Adecco Academy and in cooperation with renowned institutions INSEAD and IMD. It has been voted 11th in World’s Best Multinational Workplaces Great Place to Work. Talent scarcity is the result of rapid technological progress and an ageing workforce. Reskilling and workforce transformation services will continue to be in high demand as it becomes more challenging to find scarce talent. It is estimated that 375 million employees – 14% of the global workforce – will need to switch roles by 2030. The Adecco Group’s General Assembly, LHH and Modis are on the frontline of addressing this challenge and driving synergies across these three businesses is an important part of the Group’s strategy.

PRACTICEBEST 13 future-skilling.adeccogroup.com/downloads/Adecco_bridging_the_skills_gap_report-(WEB)v4.pdf

The Adecco Group also focuses on its own people, recognising that its success and business prospects are significantly influenced by its ability to hire, grow and retain the right people in the right jobs. It works closely with its candidates, associates and colleagues to anticipate and address their needs, recognise and reward them for their commitment and dedication and provide them with a career path. It promotes an open, fair, efficient and collaborative way of working and strives to create a culture that encourages initiative, empowers personal development and inspires continuous improvement. Its ambition is to create an inclusive, positive, respectful and healthy work environment. The Adecco Group wants everyone who works with, through or for it to be engaged and feel valued, inspired and empowered to thrive, united by its purpose of making the future work for everyone. It seeks to foster a culture of belonging and purpose, an environment where everyone can thrive and feel engaged, and where difference is respected and valued.

Rapid technological progress, social developments and environmental challenges create substantial talent shortages and require new skills that are in short supply. The Adecco Group’s clients turn to the company as they look to improve their access to talent and skills, and to successfully navigate changing needs. It puts a strong focus on training and educating and it is expanding its capabilities in up-skilling and re-skilling and work-based learning in general. It leverages the knowhow and resources of the Group and works in partnership with global organisations to lower and remove barriers to Furthermore,work. it believes that investment in training and skills development should be seen as less of a cost and more of an enabler of better staff retention and long-term success. Employers need a supply of trained, multi-skilled workers and employees must develop their capabilities to remain relevant in a labour market that is being constantly changed by technology. In its report Bridging the skills gap: Rethinking workforce investment , the Adecco Group sees accounting as a key part of the solution. Acknowledging that initiatives for encouraging employers to invest in staff are low, resulting in less availability of qualified labour and a widening skills gap, it suggests a number of approaches where accounting rules recognise staff training as an investment in an asset, allowing companies to treat it as a capital cost. In this way, businesses can construct their own talent base and the perception of up-skilling and re-skilling is made more attractive from the corporate perspective.

5.2.2 Recruiting and retaining colleagues

The Group has a particular focus on apprenticeships to support young people entering the workforce and, in many countries, provides training to experienced workers through the Adecco Group temporary staffing business. It is part of the Global Apprenticeships Network (GAN), a coalition of companies seeking to address global skills shortages through a greater commitment and investment in work-based training based on better strategic links between the world of work and education. It aims to improve the status of apprenticeship programmes and to share best practice with other companies.

In 2019, the Adecco Group hired about 10,000 new staff across the 60 countries in which it operates. It launched an award-winning career portal, leveraging new technology to differentiate the candidate journey and colleague experience to ensure it is attracting the right skills.

The Adecco Group’s ability to meet its strategic goals is contingent on the retention of talented people and ultimately helping them reach their full potential. Building a culture in which its people feel highly valued and have opportunities to learn, grow and progress their career is critical to its success.

The Adecco Group continues to foster a culture where colleagues are empowered, encouraged and supported to look internally for personal growth and new possibilities. This allows its people to deliver in times of change, meet skills shortages, identify future competencies that it is not yet able to define and ultimately fuel a virtuous talent cycle by preparing its next generation of leaders. The Group embraces data analytics to both monitor and improve its performance in talent retention across the business. This internal analysis gives it the information to build on a retention rate of 72% to ensure it always has capable and passionate talent on board to deliver its strategy.

It is redefining its recruitment processes to drive efficiencies, higher-quality and more tailored experiences and to ensure that it has the right talent for business growth. Moreover, it is establishing future-focused ways of working to reflect the needs and wants of the next generation’s workforces. For example: “portfolio careers’’ enable more flexible and agile working solutions such as project participation, job shadowing and role sharing to ensure a more sustainable work-life balance. To further improve understanding of its strategic goals and agenda, the Adecco Group is refreshing its onboarding offering, making use of technology, and sharing its employee value proposition and people stories to create a community of loyal and engaged colleagues from the start.

The Adecco Group’s focus on the personal and professional development of its people ensures they have what they need to progress and succeed. As the world of work evolves, investing in the skills of people has never been more important. It does this by leveraging a range of initiatives across its local and global networks, expert HR guidance and training options. Its ‘AIM’ platform matches mentors to mentees; through ‘Speexx’ it provides language training for those who would like it; it offers ‘Digital Foundation’ courses through General Assembly (GA) to prepare its people for digital transformation; and for colleagues interested in deepening their digital skills and capabilities even further it offers access to the wider portfolio of courses offered by GA.

5.2.3 Improving the internal talent pipeline With Great Place to Work and Peakon the Adecco Group embraces open feedback through a yearly engagement survey alongside more regular pulse checks, giving valuable insights. Cultivating an environment where the company gives its people a voice to express their experiences creates transparency, openness and insight-led decision making. These insights inform its future talent agenda, with a focus on strengthening career paths, better reward transparency and more communication of its strategy.

The Adecco Group has enhanced its global leadership programmes at manager, senior manager and executive levels by introducing functional and technical global offerings with its IT, Finance and Sales Academies. During 2020, it launched a new digital global learning platform where its people can access courses, content and experiential learning designed to further enhance their growth and Throughdevelopment.GlobalTalent Reviews the Adecco Group has an insight into the health of its talent pipeline. It is strengthening processes and embedding new ones, identifying its critical talent and skills gaps and, more importantly, addressing them. Its International Future Leaders programme is one example of where it is focusing on the development and growth of early-in-career, high-potential talents, further strengthening its future leaders’ talent pool.

The Adecco Group is committed to nurturing a culture of innovation, inclusion and opportunity and to connecting its people to its purpose. It knows that its core business of enabling people to succeed in the world of work resonates with its colleagues and motivates them. By fuelling their inspiration, Adecco Group will generate the people power needed to achieve and accelerate transformation, both culturally and digitally. This includes the articulation, validation and upskilling of capabilities needed for the future and agile career paths enabling portfolio careers.

As a people business, the Adecco Group puts its expertise and energy into improving everyone’s chances of being part of the world of work. It believes that the path to inclusion starts with a single-minded focus on skills: on what each candidate or employee can do, rather than, for example, their nationality, gender, race, age, background, religion, physical ableness, or sexual orientation. Its commitment is to equal opportunity for everyone working with or through the Adecco Group. To achieve a fully effective Engagement and Inclusion strategy it is deliberate in how it shapes its culture and operations, supporting a fully inclusive culture for all groups of

5.2.4 Shaping inclusion and diversity at the Adecco Group

It sees digitisation as an opportunity to grow employment, improve working conditions, enhance matching and reduce frictions that prevent individuals from entering the labour force. At the same time, it recognises potential risks and challenges, such as those linked to AI decision making or data privacy. It is committed to driving the adoption and usage of AI in an ethical manner and treating the security and privacy of data entrusted to it as top priority. By combining the best of the HR solutions industry with the best of the technology industry in a responsible way, the Adecco Group seeks to become a more valuable service partner for companies and individuals.

21 PRACTICEBEST

individuals. It seeks to establish and sustain a culture that powers belonging, trust and participation, recognising and valuing differences.

The Adecco Group also engages with employers to develop programmes and pathways that embrace diverse talent and promote more inclusive employment worldwide through partnerships and other initiatives.

With INSEAD, the Adecco Group has developed the Global Talent Competitiveness Index (GTCI), designed to benchmark achievements in terms of talent management and competitiveness and inform future strategy.

The 2018 GTCI focussed on the importance of diversity and how it can be leveraged as a tool for competitiveness, using data from 119 countries. It considered how diversity could be generated, enhanced, and leveraged by governments, regions, cities, corporations, teams and individuals to design and implement the talent strategies required in an uncertain future.

The report found that diversity plays a critical role in linking talent policies to innovation strategies. For example, paying attention to demographic diversity develops a sustainable and innovative future and can help organisations to retain and develop their talent. It is a unique resource for decision makers to understand what talent competitiveness is like on a global scale and to create strategies for boosting their competitiveness. It reveals that diversity is not an end in itself, but has to be accompanied by a culture of inclusion in order to flourish and have real impact. GTCI findings, however, do show that there is no absolute model for diversity and inclusion.

The GTCI report ranks countries and major cities on their abilities to develop, attract and retain talent: talent competitiveness. Based on the four pillars of attracting talent, growing talent, retaining talent and enabling talent, it aims to provide governments, businesses and other stakeholders with a quantitative instrument that will help design and implement better policies in areas including education, employment and immigration.

ILO Global Business and Disability Network (GBDN): promotes the inclusion of people with disabilities in workplaces. The Adecco Group sits on the Steering Committee. Its Modis brand in France for example, in collaboration with Grenoble EM Business School, developed a programme to train Asperger-diagnosed students for the positions of data analysts and data coders.

European Network Against Racism’s Equal@work Platform: brings together businesses, social partners, NGOs, public authorities and academics committed to diversity and inclusion, to find solutions for the participation of ethnic minorities and migrants in the labour market.

Paradigm for Parity: a business coalition focused on eliminating the gender gap in corporate leadership. The Adecco Group has agreed to achieve gender parity in leadership levels by 2030. Currently, 66% of employees are female, representation at global leadership level is 25% and female representation at the Board of Directors level is 37.5%.

Valuable 500: a global movement putting disability inclusion on the global business leadership agenda. The Adecco Group joined in 2019 and continues to champion the integration of people with a disability in the labour market, adapting its own employment policies and practices to reduce barriers to the world of work.

23 PRACTICEBEST

Through the ‘CEO for a month’ programme, the Adecco Group offers young people the opportunity to increase their employability and work-readiness through work-based learning opportunities. At the national level, the programme selects one successful candidate from the applicant pool to shadow the Adecco Group’s country-level CEO for one month, gaining an insight into the business and the challenges faced by top executives. Since inception, more than 250 candidates have benefited from this opportunity.

The Foundation seeks to accelerate the creation of social value specifically in the fields of workreadiness for underserved populations and workforce vitality. Through its flagship programmes the Foundation drives inclusive, social value creation at the local and global levels. Its social innovation projects then leverage the knowhow of these programmes to pioneer practical solutions to thorny problems in the employment space. They act as incubators to design, build, test and roll out new models and ways of doing business with the goal of creating lasting systemic change and social impact.

24 5.3 Community Impact through The Adecco Group Foundation

The programme is complemented by Experience Work Day, when offices across the Adecco Group open their doors to thousands of young people to receive real work experience that can kick start their careers. In 2019, 3,000 Adecco Group employees shared their expertise with more than 6,000 young people across 46 countries.

Wherever possible, the Adecco Group and its Foundation work in consortium to amplify their impact. Partners include global and regional organisations, networks and platforms aimed at furthering policies, programmes and practices that support employment and skills across specific communities, following an approach of co-creation and shared value.

Each year, ten outstanding national participants are then selected for a global bootcamp and one is chosen to work as Global CEO alongside the Adecco Group CEO, Alain Dehaze, for one month. Since 2014, the programme has grown from 32,000 to over 200,000 applicants in 2020. It is designed to increase the employability of all who apply, not just those who reach the final rounds. All applicants benefit from a range of advice and information through the Foundation’s Career Centre. A number go on to positions in the group, or with the Adecco Group’s partners or clients.

With the Lucerne and Davos Festivals it pilots workshops to help young musicians to develop the skills and confidence to increase their employability within and beyond the arts world.

With Plan International as the Win4Youth NGO partner, it is developing ways for young people in marginalised groups to acquire the skills and confidence they need to be workready. The programme was launched in 2019 and, to date, it has supported 181 disadvantaged young people who have benefitted from training, mentoring, coaching, and job placement in the technology sector.

With the International Committee of the Red Cross’s Physical Rehabilitation Programme (PRP) it supports individuals with physical disabilities through its co-developed Career Development Programme. It focuses on increasing the employability of people with disabilities while increasing the awareness of employers of the benefits of inclusive employment practices.

With the Global Alliance for Youth it works with other corporate partners to prepare young people to enter the world of work and improve their opportunities in the marketplace, offering significant work experience through on-the-job training, apprenticeships and traineeships.

FOREWORD 25

With the Global Apprenticeship Network it is promoting and facilitating apprenticeships in response to youth unemployment and seeking to bridge the skills gap.

Like athletes, they can struggle with career transition and it is also developing a project with academic institutions to change how academic institutions prepare them for the world of work.

The housing emergency effects everyone. The reality is that much of homelessness is hidden, out of sight. The lack of a safe and stable home is affecting millions of people across the country. That includes the people you work with. In fact, even before the pandemic, over half of homeless families were in employment. This has been made worse by the pandemic. Now, two million working renters are more worried about losing their home and more families than ever are choosing between paying their mortgage and getting dinner on the table. This has a huge impact on people’s mental, physical and financial wellbeing and their ability to perform at Somework.55% of homeless families in England are working. Two million working renters say they are worried about losing their home. This has a direct impact on productivity and wellbeing. The Adecco Group has teamed up to create the first ever support package for UK employers and tracking the first National Housing Wellbeing Index. It will be equipping organizations with the tools they need to protect their colleagues from homelessness and improve wellbeing.

The GROW (Getting Real Opportunities of Work) programme gives people with real experience of homelessness and other complex issues the opportunity to work. The reality is that for many people with experience of homelessness, abuse, adverse mental health and addiction, finding a job or place of work that understands them as individuals can prove impossible. The stigma that can follow individuals after experiencing these hurdles can make the workplace seem alienating. It’s no surprise many people feel disillusioned, even afraid of judgement, stemming from a lack of understanding. Work that is tailored to the needs of those with real experience of complex issues is hard find. When you’ve had a difficult past, it can be hard to find the right way to move toward the future. Adecco Group, in partnership with Shelter, want to change this because anyone can make their own way when given the right tools and opportunities.

26 5.4 UK-focused programmes

5.4.1 Homelessness

As the world’s leading recruitment company, The Adecco Group has a significant footprint across 129 locations in the UK & Ireland. In the UK, its mission is to build its internal and external purpose for creating brighter futures for all. It aims to do this by helping influence the future of talent pools, helping people whose working potential is currently under-realised and by improving diversity and inclusion for everyone. Its ambition is that by 2025 15% of candidates placed will be from NEET (Not in Education, Employment or Training) Backgrounds. Areas it is currently focusing on include homelessness, the long-term unemployed, empowering youth and removing barriers to work, and de-stigmatising disabilities and removing their barriers to entering the Adeccoworkplace.Group’s public affairs engagement focuses on removing barriers to employment. By campaigning for changes to the apprenticeship levy we seek to enable all of its candidates to access funds to upskill and enable all workers to access training and development opportunities and achieve their full potential. Equally, by campaigning for changes to allow secure digital technology to replace the legal requirement for physical face to face checks of right to work documents and DBS checks, it can speed up access to work and drive digital transformation. The Adecco Group aims to support homeless individuals on their work journey & de-stigmatise in-work homelessness in partnership with Shelter, a leading homeless charity. It is supporting the placement of 500 homeless people back into the world of work over three years. Some 55% of homeless families in England are working. Two million working renters say they are worried about losing their home. This has a direct impact on productivity and wellbeing. The Adecco Group has teamed up to create the first ever support package for UK employers and tracking the first National Housing Wellbeing Index. It will be equipping organizations with the tools they need to protect their colleagues from homelessness and improve wellbeing.

I’ve been homeless several times in my life. Eventually, I reached a place of recovery, but I still faced huge barriers to employment. There were large gaps in my work history, and I felt far too ashamed of my experiences to even think they could be useful to anyone.

TRAINEE PRACTICEBEST 27

A safe and stable home is central to all aspects of wellbeing 1 in 5 people have mental health problems due to their housing situation. 1 in 4 people are now working from a sofa or bed, and often in unsuitable, cramped conditions. 63% of renters have no savings at all, and two million working renters are worried about becoming homeless following the pandemic Image source: Shelter, 2020

“ EMMA,

Housing problems impact employee wellbeing and performanceMentalFinancialPhysicalwellbeingwellbeingwellbeing

When I heard about Shelter’s GROW traineeship, I was immediately interested. It was the first time I’d seen a role where lived experience of the issues I’d faced was desired and valued. I soon realised that this role could potentially be life-changing for me, and that I’d be passing up a huge opportunity if I didn’t apply. I passed the interview and got the role, and the benefits to my life have been immeasurable ever since. The impact on my confidence, mental health, and sense of purpose have been huge, and the experiences and insights I’ve gained have been invaluable. SHELTER GROW

There is a need for more empathy, more creativity, and more collaboration going forward.

28 5.4.2 Long Term Unemployed Kickstart

Creating Brighter Futures programme

More will need to be done to invest in people’s skills both hard and soft skills.

In partnership with the Federation of Small Businesses, the Adecco Group is helping small employers access the Government’s Kickstart scheme which aims to create thousands of six-month work placements for unemployed people aged 16-24. The partnership brings together national and local expertise, underpinned by an understanding of small businesses, technology, job search capability and an employment-focused training offer. The Adecco Group will also provide the wages, wraparound support and the administrative requirements. for underserved youth and a talent pool that is not diverse enough. Through this programme, it aims to offer youth empowerment and employability to give young people access to information, advice and opportunities, creating cross-industry experiences for talent that is often hidden. It is building a talent collective of employers who support youth empowerment while future proofing its talent pool.

The Adecco Group has recognised that there is often a lack of connection between young people and employers, resulting in a lack of opportunity

Some 80% of jobs that we will do in 2030 are yet to be invented and reskilling and upskilling of workers is indispensable.

With its considerable international experience in large-scale back-to-work services and 100,000 employers in its network, the Adecco Group’s ambition is to assist 500,000 people into meaningful, secure jobs over the next five years. It can also provide a gateway service to bring infrastructure and flexibility to a range of services, including finance, marketing and technology.

ALAIN DEHAZE, CEO, THE ADECCO GROUP

3.4.3 Empowering youth and removing barriers to work

The Adecco Group is working to support the recovery and rebuilding of the workforce affected by the COVID-19 crisis, with a focus on social mobility and those in long-term unemployment.

“

ofofofpeopleyoungyoungpeopleyoungpeopleyoungpeople

Think Bright Through Insight Days students between the ages of 11 and 15 learn how to develop the essential skills that will be beneficial in the world of work. Students also receive mentorship from Adecco Group

Shine Bright Aimed at 18+ students, this builds on the Adecco Group’s existing programmes for empowering young adults which include the Kickstart scheme, apprenticeships, internships, traineeships and CEO for One Month. It focuses on early talent development for young people regardless of their education level.

PRACTICEBEST

The programme is currently delivered in eight regions in the UK and Ireland and in the last year has reached 5000 students in 25 schools with an average of 40% of students per school on free school meals. It is already seeing success, with 70% of schools having made progress on achieving Gatsby Benchmarks as a result. It can be delivered online, in the classroom or a combination of the two. The programme has three stages which aim to build eight essential skills: listening; speaking; problem solving; creativity; staying positive; aiming high; leadership; and teamwork.

How do young people value the essential skills? think essential skills are important for employment opportunities and recruitment think essential skills are important to oversome difficulty and adversity in wider life think essential skills are important for academic performance (e.g. exams, coursework, essays etc.) in employment don’t believe their employers provide regular opportunities to build essential skills in employment of

colleagues, learning about the recruitment industry and many other industries throughout the day.

45%77%90%93%

Plan Bright Students between the ages of 16 and 18 participate in a two-week cross-industry work experience programme, learning many of the essential skills they need to flourish in the world of work. They can practise these in work experience placements, with mentorship aiding their learning. Students leave the programme with tangible examples of their skills and experiences of work.

30 (source: www.skillsbuilder.org/better-prepared) One-third of young people strongly agreed with the statement “I feel confident that I can use the skills I selected in a range of situations.” One-third in annual income An increase from the 1% value of skills score on this subsample (5) up to the median (72) is associated with a The skillsbetweenrelationshipessentialandincomeis strongermuch What impact can the essential skills have on income? TEAMWORKCREATIVITY PROBLEMSOLVING AIMINGHIGH POSITIVESTAYING LISTENING LEADERSHIPSPEAKINGGrowthSalary Socialefficacyself competencyProfessional SocialefficacyselfReduction in bullyingattainmentAcademic attainmentAcademic SatisfactionCareer competencyProfessional efficacySocialselfReduction in incidents?bullying MathsProgressReadingand MathsProgressReadingandcompetencyemotionalSocial Psychologicalwellbeing

Despite the Government’s pledge to get one million differently-abled people into work by 2027, analysis by the charity Scope shows more differently abled people are currently leaving employment than moving into jobs.

The Adecco Group offers advisory and placement services for Disability Confident employers and its current database has more than 5,000 differentlyabled individuals, predominantly National Athletes. It has expanded existing partnerships with International Olympic Committee and International Paralympic Committee whilst forming new partnerships with national sports federations as well.

PRACTICEBEST 31

5.4.4 De-stigmatising disability with clear routes to hiring the differently abled In the UK, only 46.5% of working-age people with a disability are employed. With the figure for adults with learning difficulties, it is just 6%.

The Adecco Group recognises that the world of work changes constantly and that people’s expectations of how they work are also changing.

The Adecco Group has demonstrated an ambitious and determined intent to make the world of work open to everyone, with opportunities for all no matter where they are on their employment journey. With a clear purpose that brings its colleagues along with it, its leadership team empowers people within the organisation to succeed. Mapped against the framework of the Levelling Up Goals, it is already meeting a number of them in its work to close the gaps in opportunity. and how The Adecco Group is making a real and tangible social impact throughout its everyday business operations.

As the world’s leading recruitment company, it is using its huge scale and experience to drive through change so that left-behind communities have the same access to equality of opportunity as everyone else. It employs a thorough and holistic approach to providing solutions that will facilitate meaningful work for people, regardless of their previous employment history, and can be rolled out Wecountrywide.haveoutlined

key insights and analysis of The Adecco Group’s work in the way they contribute to the Levelling Up Goals in the UK and beyond;

It views the pandemic as a time to challenge many of the norms we had before that were not beneficial to achieving equality. It wants to use this period of change to review and reset the way in which the recruitment sector operates.

schoolSuccessfulyears2 PostdestinationsPositive16+3

INSIGHTS

The Adecco Group understands that the pathway into work begins at school - not just at 16 when pupils are choosing their sixth form subjects but as early as 11 when they are transferring to secondary school. Its Creating Brighter Futures programme aims to bridge the gap between education and work so that children are familiar with the working world, including the skills they will need, and have experience of being in the workplace. The programme covers the whole journey across secondary school and beyond, making them more self-aware of the skills they are accumulating and building intellectual confidence as well as

The impact of COVID-19 has had a huge impact on the labour market, presenting significant economic and social challenges.

With the intention of making sure that everyone who wants to work has the opportunity to do so, the Adecco Group works hard to create a level playing field by ensuring that people of all backgrounds are equipped with the updated and relevant skills that employers need across the sectors, but particularly in new industries. It is challenging those employers to see potential outside conventional educational qualifications, closing the entry access gap. Its apprenticeship programme provides local opportunities to support young people entering the workforce. As a company, the Adecco Group focuses on providing rewarding employment for its own employees, enabling them to achieve their career goals, supported by an investment in training programmes through the Adecco Academy. It also works with other institutions such as INEAD and IMD to promote opportunity within its own business.

Given the digitalisation of the programme and Adecco’s knowledge and experience in running it, it would be possible for it to roll the framework out further across the country, particularly in more deprived communities where there is not always experience of employment within a family, sometimes for several generations. It creates connections for those who often do not have any.

commitments, or simply prefer to work as part of the gig economy. The retention and development of skills, especially digital skills in emerging green industries, are therefore key in being able to access the right opportunities.

It aims to be a company where an investment in the business’s purpose is shared by everyone and which results in a successful and collaborative approach. Through feedback mechanisms, data analytics and a range of training and development options, the Adecco Group can recruit and retain the best talent. Its Future Leaders programme is one example of how it strengthens its talent pool and motivates those who want to progress.

knowledge. The importance of mentoring and role models so that young people can hear about others’ lived experiences going into work is particularly acknowledged and this is extended as far as CEO level in the UK with its popular CEO For A Day initiative.

recruitmentOpen5 Fair progressioncareer6 INSIGHTS 33

The work that the Adecco Group is carrying out with its Creating Brighter Futures initiative clearly ensures that the right advice and experience is accessible as early as possible to empower young people to make informed decisions about employment. Crucially it extends past that first step after leaving school. However, providing the right advice and experience is also about it being available at other stages in an individual’s life to unlock opportunity. It is particularly crucial as the country recovers from the pandemic when so many have lost their jobs and are seeking to re-skill. The involvement in leading on the Kickstart programme also demonstrates how the Adecco Group successfully works in partnership with other organisations to reach out to, and manage, more people more Iteffectively.hasresponded robustly to the demands of a changing labour market, enabling employers to flexibly manage their workforces and employees to flexibly manage their careers. It recognises that individuals may now change jobs and sectors more often or return to the labour market after a period of caring responsibilities or family Right advice and experiences

The Adecco Group uses its digital expertise to bring more opportunity to more people. The pandemic has accelerated an approach to online activity that allows the business, with its huge reach, to deliver its programmes more extensively to some people who may have been difficult to reach previously. It is also aware, however, that there are some sections of the population which are not able to engage online and the Group is working to address that.

The Adecco Group has created a positive, respectful and healthy work environment where talent is encouraged to flourish, evidenced by its position as 11th in World’s Best Multinational Workplaces Great Place to Work. A purposeful workforce is more likely to feel engaged and motivated, with a better sense of well-being.

It participates in a wide range of schemes targeted at specific groups - Paradigm for Parity to address the gender gap in corporate leadership, Valuable 50 and the ILO Global Business and Disability Network to address disability inclusiveness and the European Network Against Racism’s Equal @ Work Platform. Achieve equality, through diversity & inclusion 14

More broadly, the provision of opportunity, particularly in the least advantaged communities, is likely to result in better health outcomes and increased resilience. Regional offices are likely to be familiar with local issues and the training and placement of people in the same areas is a virtuous circle of improved physical and mental health. Good health and well-being8 Closing the digital divide10

Thetechnology.AdeccoGroup

For its candidates and clients, it helps close the progression gap by ensuring that people have the in-demand skills that are being sought by employers and by highlighting the importance of reviewing these on an ongoing basis throughout a career. Its Modis Academy’s programme to up-skill candidates in software and related fields to increase employability as well as the supply of in-demand candidates is smart targeting of a new Additionally,sector.

It is also closing the gap on digital skills, encouraging people to continually review their skill set in the light of the demands of new industries, much of which are centred on

sees diversity as a necessity for an innovative and creative workforce that reflects the world in which it operates. It seeks to provide opportunities for all, irrespective not only of background but also of gender, sexuality and ethnicity. As demonstrated in many of the preceding goals, it is working hard to ensure that those who have no connections or privilege can still access the same opportunities.

it runs training programmes for individuals with potential tailored to the positions that businesses are seeking so they can onboard these roles quickly and effectively. It helps incubate talent for employers with hard to fill roles, especially in new technology sectors.

1. Operational Impact

The Adecco Group will build on the best practice it has demonstrated as a purpose-led company to date; and play a further leading role in the levelling up agenda across the UK.

As one of corporate Britain’s purpose leaders, The Adecco Group knows that operating as a business with purpose requires the operational impact to come first. It means ‘walking the talk’ and being a force for good through the intrinsic nature of how the company does business in making the future work for everyone.

35 STEPSNEXT

This paper has outlined how The Adecco Group shift the focus of its social impact and community programmes towards the communities that face the toughest challenges and the deepest inequalities of opportunity. This is particularly important for businesses to consider in the aftermath of the Covid-19 pandemic.

The recommendations centre around three key areas that the Group will focus on in line with its purpose and strengths, including external community impact, its operational impact through recruitment, and wider advocacy to solve systemic problems the UK faces.

As a recruitment and human resources company, The Adecco Group is at the nexus of the debate on levelling up and inequality of opportunity; and this is a responsibility it has long taken incredibly seriously. This is why The Adecco Group is ensuring it connects opportunities to those who are traditionally the furthest away from them; with a new commitment 15% of its placements going towards those who are Not in Employment, Education, or Training (NEET) by 2025. This is a bold ambition, and significantly exceeds the 11.6% of people that are presently NEET within the UK; but reflects The Adecco Group’s commitment to improve life outcomes for those who need the support most. The Adecco Group will track, measure and report against its delivery against this target and the progress it makes by 2025. & RECOMMENDATIONS

NEXT STEPS

The community gap analysis in this paper has used a method of generating an aggregate opportunity gap ranking through analysis of both the Government’s social mobility cold spot data and the OBR’s geographic analysis of Covid-19’s socioeconomic impact.

It specifically identified the areas of Corby, South Derbyshire, Wellingborough, Rutland and Melton, North Warwickshire, Tamworth, South Suffolk, Clackmannanshire, Neath Port Talbot and Mid Ulster for The Adecco Group to shifting community impact resources towards. This analysis has been further outlined in more detail within the appendix. The Adecco Group aims to use this analysis to focus their efforts around these areas across the UK.

2. Community Impact

It has consequently identified 10 of the widest opportunity gaps across the UK for The Adecco Group to focus its community and social impact towards.

The UK is facing not only a widening skills gap but also a talent mismatch. This is both deepening and hardening in the context of the challenges the country faces as a result of the Covid-19 pandemic and its economic implications.

3. Thought Leadership

But one thing is clear, all three trends are systemic challenges that require systemic approaches and solutions. This requires businesses such as The Adecco Group and wider business networks to engage with policy makers on the path forwards. That is why The Adecco Group has committed to helping shape the thought leadership on Open Recruitment, the wider Levelling Up Goals, and working with policy makers and key stakeholders to help shape the systemic solutions for the systemic challenges.

This may, as the Covid recovery progresses and we emerge out of the immediate public health crisis, result in a once in a generation opportunity to tackle preexisting inequalities.

For example, there have been at least three major economic shifts emerging, namely in technology, the energy transition and in remote working as a result of the Covid-19 pandemic.

The first two, on technology and energy, require an urgency on the re-skilling of workers to ensure the smooth transition towards jobs for the future. This is a crucial national and global priority to avoid the mistakes of the past, such as the displacement of jobs and communities witnessed in the last major economic shift in the 1980s. It therefore requires thought leadership from not just Government, but businesses large and small too to form comprehensive plans for the transition of skills and re-skilling. The third trend, remote working, requires a re-thinking of where and how job opportunities are targeted and/or placed. While the immediate impact of the pandemic has had significant and damaging socioeconomic implications; the breakthrough emergence in remote working signals an opportunity to pause and reconsider how opportunities might be spread more evenly and fairly in terms of geography.

The Adecco Group has shown it understands that many of these challenges are of a greater scale than what even the entire recruitment sector can help to address. It requires helping and working with Government and wider policy stakeholders to result in positive systemic and policy solutions.

Having outlined its next steps above, The Adecco Group therefore make the following recommendations to policy makers, businesses, and educators and will lead these discussions going forward:

Because of the wider benefits to individuals, companies, and society, these individual learning accounts should be tax efficient for all to contribute to, similar to pension funds, and further consideration could be given toward how to encourage uptake during labour market transitions. Reform of the Apprenticeship Levy to increase access for temporary workers is also an area that has huge scope for improvement.

FOR BUSINESSES: Businesses must target their social impact efforts towards those communities that face the toughest challenges and deepest inequalities of opportunity. With the rise of remote working, there is a unique ability for businesses to hire from places they would not or could not normally, and invest in training and onboarding packages to fill in skills and equipment gaps where needed.

Given the disproportionate impact of the pandemic on sectors likely to employ young people, educators should focus their employer outreach on firms such as recruitment firms, who are able to advise a larger number of students on employability generally.

FOR EDUCATORS :

FOR POLICY MAKERS:

Longer term, governments should conduct wide-ranging skills reviews similar to the UK’s Integrated Review of Defence. In addition to plotting what skills will be needed in the future, the reviews ought to be solutions focused and factor in the role that organization such as Adecco have and can play in levelling up the workforce.

Given that Covid-19 has resulted in large amounts of unemployment, businesses should invest in work-based training solutions to allow people to re-train while earning a source of income that may have been lost due to the pandemic.

Talent is everywhere but opportunity isn’t and the pandemic has made transitions into the world of work harder than ever. Directing students to areas where they can receive meaningful advice and be placed in careers that suit their interests and their skills no matter their background is very critical over the next 5 -10 years.

In the short term, as job protection schemes wind down, governments should shift focus to active labour market policies that protect skills and allow for re/up-skilling of large numbers of workers.

37 STEPSNEXT

The Adecco Group also lobbies the transitioning to a permanent system of digital Right to Work checks which benefits candidates by enabling them to access work more quickly.

In the medium term, governments should also begin to explore shifting funding from niche up-skilling programmes (such as the UK’s Help to Grow: Management) into creating individual skills accounts for all citizens.

38 06

The Social Mobility Commission has created a ranking of Scottish and Welsh local authorities, but it is important to note that as they use different measures they are not comparable between themselves or England. It is equally difficult to compare social mobility in Northern Ireland with the rest of the UK, owing again to a devolved government with its own measures and policies –and which has only recently become operational.

Northern Ireland operates its own statistical agency which complicates the usage of data further.

Scotland, Wales, and Northern Ireland

The Social Mobility Index is a measure of social mobility across England only. One of the key demographics that the Social Mobility Index measures attainment and progression for is those eligible for Free School Meals. This is because there is no agreed definition of deprivation, but Free School Meal eligibility is noted as being a “very good indicator” of socio-economic disadvantage (1). However, in Scotland, there is a universal entitlement for school pupils from Primary School Year 1 (P1) to Primary School Year 3 (P3). It is therefore not possible to track how the ‘most deprived’ people perform, and the Scottish data can only therefore highlight the place based differences in outcomes for all residents.

Social Mobility research conducted in 323 local authorities in England shows the top 20% of local authorities are labelled as ‘hotspots’, areas where social mobility is good, and the bottom 20% of local authorities are identified as ‘coldspots’, areas where social mobility is poor.

In this section of the Opportunity Action Plan we analyse the challenges individual communities face in terms of social mobility and the impact of COVID-19. The combined and interlinking impact of those two elements enable us to see a community’s “Opportunity Gap”. Reflecting Adecco’s nature as a large, UK-wide company, we have performed analysis on the seven areas with the biggest Opportunity Gaps in England, the worst area in Scotland and in Wales for social mobility, and the area with the biggest economic decline in Northern Ireland. This also sets an example for how Adecco can target its community impact efforts across different regions throughout the UK.

ADECCO ANALYSISDATAPARTA-SOCIALMOBILITY

It is important to note that just because an area is designated a hot or cold spot based on the current rankings, that is not the complete picture. An area which is a social mobility hotspot for most indices can also mask a sharp decline in social mobility at different life stages, such as early years. These complexities highlight that social mobility cannot be tackled with a ‘one size fits all approach’. Therefore, a thorough understanding of the challenges those individual communities face is vital and we assess social mobility below through those different life stages.

Constituency SouthCorby RutlandWellingboroughDerbyshireandMelton (Melton) North MidNeath(Clackmannanshire)SouthTamworthWarwickshireSuffolk(Babergh)PortTalbotUlster Ranking/533 constituencies (-45.36%)(22/22)(32/32)378429416267489460488RankingOverall 39 ANALYSISDATA

Youth Life Stage The youth stage sees Corby rise to rank at 301/533. Ninety percent of young people who were eligible for FSM find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. Twenty-five percent of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 25. Corby ranks at 456 and 322 for these measures respectively.

40 Early Adulthood436YearsSchools520Youth301257 Life Rank/533NationalStage Corby Analysis Corby England

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

Percentage of families with children who own their home 4438302565

Percentage of people that live in the local area who are in managerial and professional occupations

Median weekly salary of all employees who live in the local area

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted Average Attainment 8 score for pupils eligible for FSM

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

4892 5393 37362966 39723983 252590 882634 6626276419

Adulthood Life Stage At the adulthood life stage, Corby ranks best at 257/533. With 26% of jobs paying less than the real living wage, average earnings are £419 weekly – the English average is £443. Housing is 6 times the annualised salary, cheaper than in England as whole (where houses are eight times the annualised salary), and home ownership is slightly higher at 66%. The percentage of jobs in the area that are managerial and professional stands at 27%, ranking Corby at 333/533 for this measure.

Percentage of Nursery providers rated outstanding or good by Ofsted

Early Years Life Stage At the early years life stage, Corby performs poorly at 436/533. Ninety-two percent of nurseries in the constituency are rated as good or outstanding by Ofsted, slightly worse than the national average of 93% and ranking Corby as 330/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, Corby is ranked 443/533; 48% of those children achieve a good level compared to the national average of 53%. School Life Stage Ranking at 520/533 at the school stage, Corby is the 13th worst constituency. Sixty-six percent of pupils eligible for free school meals attend good or outstanding primary schools, with 29% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 36%, making Corby the 45th worst constituency, and an average Attainment 8 score of 37 places Corby at 344/533.

Percentage of children eligible for free school meals achieving a good level of development

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

Average house prices compared to median annual salary of employees who live in the local area

With none of its indicators in the top 100 rankings and five in the bottom 100, across all life stages, Corby ranks at 488/533 on the Social Mobility Index. Corby is a social mobility coldspot.

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

41 ANALYSISDATA Life Rank/533NationalStage Early Adulthood494YearsSchools504Youth295104

Early Years Life Stage

At the early years life stage, South Derbyshire performs poorly at 494/533. Ninety-percent of nurseries in the constituency are rated as good or outstanding by Ofsted, worse than the national average of 93% and ranking South Derbyshire as 432/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, South Derbyshire is ranked 457/533; 47% of those children achieve a good level compared to the national average of 53%.

The youth stage sees South Derbyshire rise to rank at 295/533. Ninety percent of young people who were eligible for free school meals find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. 24% of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 26. South Derbyshire ranks at 478 and 288 for these measures respectively.

Adulthood Life Stage At the adulthood life stage, South Derbyshire ranks highly at 104/533. Although 26% of jobs pay less than the real living wage, average earnings are £472 weekly – the English average is £443. Housing is 6 times the annualised salary, the 157th cheapest area in England (where houses are eight times the annualised salary), and home ownership is at 76%, the 60th best area for this measure. The percentage of jobs in the area that are managerial and professional stands at 31%, ranking South Derbyshire as slightly higher than the average.

Percentage of Nursery providers rated outstanding or good by Ofsted

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage

South Derbyshire Analysis South

With only one of its indicators in the top 100 rankings and four in the bottom 100, across all life stages, South Derbyshire ranks at 460/533 on the Social Mobility Index. It is a social mobility coldspot.

Percentage of children eligible for free school meals achieving a good level of development

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted Average Attainment 8 score for pupils eligible for FSM

Percentage of families with children who own their home 6525308443

Youth Life Stage

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19 Median weekly salary of all employees who live in the local area

Percentage of people that live in the local area who are in managerial and professional occupations

School Life Stage Ranking at 504/533 at the school stage, South Derbyshire is in the bottom 30 of constituencies – its worst performance. Eighty-two percent of pupils eligible for free school meals attend good or outstanding primary schools, with 34% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 13%, making South Derbyshire the 6th worst constituency, and an average Attainment 8 score of 35 places South Derbyshire at 449/533.

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

Average house prices compared to median annual salary of employees who live in the local area

4790 5393 35133482 39723983 242690 342688 7626316472

Derbyshire England

Percentage of people that live in the local area who are in managerial and professional occupations

Adulthood Life Stage At the adulthood life stage, Wellingborough ranks at 312/533. With 26% of jobs paying less than the real living wage, average earnings are £421 weekly – the English average is £443. Housing is 6 times the annualised salary, the 189th cheapest area in England (where houses are eight times the annualised salary), and home ownership is higher than average at 67%. The percentage of jobs in the area that are managerial and professional stands at only 22%, ranking Wellingborough at 466/533 for this measure.

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

Wellingborough Analysis

Median weekly salary of all employees who live in the local area

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

Percentage of Nursery providers rated outstanding or good by Ofsted

Wellingborough England

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted Average Attainment 8 score for pupils eligible for FSM

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

Percentage of families with children who own their home 6525308443

Youth Life Stage

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage

Average house prices compared to median annual salary of employees who live in the local area

The youth stage sees Wellingborough rise to rank at 424/533. Eighty-five percent of young people who were eligible for free school meals find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. Twenty-one percent of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19 and those that do take A Levels will have an average points score per entry of 27. Wellingborough ranks at 520 and 202 for these measures respectively.

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

42 Life Rank/533NationalStage Early Adulthood255YearsSchools526Youth424312

With none of its indicators in the top 100 rankings and five in the bottom 100, Wellingborough ranks at 489/533 on the Social Mobility Index. Wellingborough is a social mobility coldspot. Early Years Life Stage At the early years life stage, Wellingborough performs best at 255/533. Ninety-five percent of nurseries in the constituency are rated as good or outstanding by Ofsted, better than the national average of 93% and ranking Wellingborough as 152/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, Wellingborough is ranked 357/533; only 51% of those children achieve a good level compared to the national average of 53%. School Life Stage Ranking at 526/533 at the school stage, Wellingborough is the seventh worst constituency. Only 46% of pupils eligible for free school meals attend good or outstanding primary schools, with 30% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 50%, making Wellingborough the 93rd worst constituency, and an average Attainment 8 score of 36 places Wellingborough at 374/533.

5195 5393 36503046 39723983 212785 342688 6726226421

Percentage of children eligible for free school meals achieving a good level of development

At the early years life stage, Rutland and Melton performs slightly worse than average at 281/533.

Ninety-four percent of nurseries in the constituency are rated as good or outstanding by Ofsted, better than the national average of 93% and ranking Rutland and Melton as 184/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, Rutland and Melton is ranked 365/533; 50% of those children achieve a good level compared to the national average of 53%.

Percentage of Nursery providers rated outstanding or good by Ofsted

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

Percentage of people that live in the local area who are in managerial and professional occupations

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

Average house prices compared to median annual salary of employees who live in the local area

73% of pupils eligible for free school meals attend good or outstanding primary schools, with 32% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 72%, matching the average, but an average Attainment 8 score of 43 places Rutland and Melton at 86/533.

Youth Life Stage The youth stage sees Rutland and Melton rank highest at 150/533. Eighty-seven percent of young people who were eligible for free school meals find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. Twenty-eight percent of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 33. Rutland and Melton ranks at 330 and 19 for these measures respectively.

With two of its indicators in the top 100 rankings and three in the bottom 100, across all life stages, Rutland and Melton ranks at 267/533 on the Social Mobility Index. The area is average for social mobility.

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

Percentage of families with children who own their home 6525308443

Early Years Life Stage

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted Average Attainment 8 score for pupils eligible for FSM

School Life Stage Ranking at 338/533 at the school stage, Rutland and Melton is in the bottom 40% of constituencies.

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

5094 5393 43723273 39723983 283387 342688 7334278421

Adulthood Life Stage At the adulthood life stage, Rutland and Melton ranks at 377/533. A large number (34%) of jobs pay less than the real living wage, and average earnings are consequently low at £421 weekly. Housing is 8 times the annualised salary, matching the average, but home ownership is at 73%, the 107th best area for this measure. The percentage of jobs in the area that are managerial and professional stands at 27%, ranking Rutland and Melton at 329/533 for this measure.

Percentage of children eligible for free school meals achieving a good level of development

Rutland and

Melton Analysis andRutland Melton England

43 ANALYSISDATA Life Rank/533NationalStage Early Adulthood338Schools281YearsYouth150377

Median weekly salary of all employees who live in the local area

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage

The percentage of jobs in the area that are managerial and professional stands at 24%, ranking North Warwickshire at 417/533 for this measure.

4594 5393 39853378 39723983 242684 342688 7323246426

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

North Warwickshire Analysis North Warwickshire England

Early Years Life Stage

At the early years stage, North Warwickshire performs poorly at 430/533. Ninety-four percent of nurseries in the constituency are rated as good or outstanding by Ofsted, better than the national average of 93% and ranking North Warwickshire as 204/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, North Warwickshire is ranked 493/533; 45% of those children achieve a good level compared to the national average of 53% School Life Stage Ranking at 323/533 at the school stage, North Warwickshire is in the bottom 40% of constituencies. Seventyeight percent of pupils eligible for free school meals attend good or outstanding primary schools, with 33% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 85%, making North Warwickshire the 172nd best constituency, and an average Attainment 8 score of 39 matches the average.

Percentage of Nursery providers rated outstanding or good by Ofsted

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

Average house prices compared to median annual salary of employees who live in the local area

Percentage of people that live in the local area who are in managerial and professional occupations

Life Rank/533NationalStage

Percentage of children eligible for free school meals achieving a good level of development

Youth Life Stage

Adulthood Life Stage At the adulthood life stage, North Warwickshire ranks best, at 197/533. Although 77% of jobs pay at least the real living wage, average earnings are £426 weekly – lower than the average. Housing is 6 times the annualised salary, the 155th most affordable area in England and home ownership is therefore higher at 73%, the 121nd best area for this measure.

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

Median weekly salary of all employees who live in the local area

With none of its indicators in the top 100 rankings and three in the bottom 100, across all life stages, North Warwickshire ranks at 416/533 on the Social Mobility Index. Although poor for social mobility, North Warwickshire is not a social mobility coldspot.

The youth stage sees North Warwickshire rank most poorly, at 450/533. Eighty-four percent of young people who were eligible for free school meals find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. 24% of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 26. North Warwickshire ranks at 465 and 286 for these measures respectively.

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

Percentage of families with children who own their home 6525308443

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted Average Attainment 8 score for pupils eligible for FSM

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage

44 Early Adulthood430YearsSchools323Youth450197

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

Percentage of families with children who own their home

Tamworth England

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

Early Years Life Stage At the early years stage, Tamworth performs best at 112/533. Ninety-six percent of nurseries in the constituency are rated as good or outstanding by Ofsted, better than the national average of 93% and ranking Tamworth as 108/533 for this measure. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, Tamworth is ranked 217/533; 55% of those children achieve a good level compared to the national average of 53%.

45 ANALYSISDATA Life Rank/533NationalStage

Adulthood Life Stage

Percentage of Nursery providers rated outstanding or good by Ofsted

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

Tamworth Analysis

The youth stage sees Tamworth rise to rank at 414/533. Ninety-one percent of young people who were eligible for free school meals find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4, a top 100 ranking. However, only 26% of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of just 19. Tamworth ranks at 405 and 515 for these measures respectively.

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted Average Attainment 8 score for pupils eligible for FSM

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

Percentage of children eligible for free school meals achieving a good level of development

Percentage of people that live in the local area who are in managerial and professional occupations

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

Youth Life Stage

With one of its indicators in the top 100 rankings and five in the bottom 100, across all life stages, Tamworth ranks at 429/533 on the Social Mobility Index. Tamworth is a social mobility coldspot.

Early AdulthoodSchools112Years519Youth414297

Median weekly salary of all employees who live in the local area

5596 5393 34353467 39723983 261991 342688 7034306426 6525308443

At the adulthood life stage, Tamworth ranks at 297/533. With 34% of jobs paying less than the real living wage, average earnings are £426 weekly – the English average is £443. Housing is 6 times the annualised salary, a relatively cheap area, and home ownership is subsequently higher at 70%. The percentage of jobs in the area that are managerial and professional stands at 30%, ranking Tamworth at 263/533 for this measure.

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

Average house prices compared to median annual salary of employees who live in the local area

School Life Stage Ranking at 519/533 at the school stage, this is Tamworth’s worst life stage. Only 67% of pupils eligible for free school meals attend good or outstanding primary schools, with 34% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 35%, making Tamworth the 38th worst constituency, and an average Attainment 8 score of 34 places Tamworth at 490/533.

Percentage of children eligible for FSM achieving at least the expected level in reading, writing and maths at the end of Key Stage 2

Median weekly salary of all employees who live in the local area

5693 5393 39813467 39723983 262487 342688 6933308420 6525308443 Life Rank/533NationalStage

Early Years Life Stage

At the early years life stage, South Suffolk performs decently at 169/533. Ninety-three percent of nurseries in the constituency are rated as good or outstanding by Ofsted, matching the national average. In the other measure for this life stage, the percentage of children eligible for free school meals achieving a ‘good level of development’, South Suffolk is ranked 143/533; 56% of those children achieve a good level compared to the national average of 53%.

Youth Life Stage The youth stage sees South Suffolk rank most poorly at 428/533. Eighty-seven percent of young people who were eligible for free school meals find themselves in a positive destination (defined as being in education, employment, or training) after completing Key Stage 4. Twenty-six percent of FSM-eligible young people will achieve two or more A Level or equivalent qualifications by age 19, those that do take A Levels will have an average points score per entry of 24. South Suffolk ranks at 428 and 420 for these measures respectively.

School Life Stage Ranking at 396/533 at the school stage, South Suffolk is nearly in the bottom quarter of constituencies. Only 67% of pupils eligible for free school meals attend good or outstanding primary schools, with just 34% of them achieving the expected level in reading, writing, and maths at the end of Key Stage 2, the national average being 39%. At secondary level, attendance of FSM eligible pupils at good or outstanding schools is 81%, higher than average, but this does not translate into better outcomes, with an average Attainment 8 score of 39 matching the average.

Percentage of Nursery providers rated outstanding or good by Ofsted

Adulthood396169YearsSchoolsYouth428375

Having none of its indicators in the top 100 rankings and two in the bottom 100, across all life stages, South Suffolk ranks at 378/533 on the Social Mobility Index. The area is below average for social mobility, but is not a coldspot.

Percentage of people that live in the local area who are in managerial and professional occupations

Average house prices compared to median annual salary of employees who live in the local area

Average Attainment 8 score for pupils eligible for FSM

Percentage of children eligible for free school meals achieving a good level of development

Percentage of children eligible for FSM attending a secondary school rated outstanding or good by Ofsted

Percentage of families with children who own their home

South Suffolk Analysis

Adulthood Life Stage At the adulthood life stage, South Suffolk ranks at 375/533. Thirty-three percent of jobs pay less than the real living wage, and so average earnings are low at £420 weekly – the English average is £443. Housing is 8 times the annualised salary, matching the England-wide cost, but home ownership is at 69%, higher than average. The percentage of jobs in the area that are managerial and professional stands at 30%, matching the average.

Percentage of young people eligible for FSM that are not in education, employment or training (positive destination) after completing KS4

SuffolkSouth England

Early

Percentage of children eligible for FSM attending a primary school rated outstanding or good by Ofsted

Average points score per entry for young people eligible for FSM at age 15 taking A-level or equivalent qualification

Percentage of young people eligible for FSM at age 15 achieving two or more A-Levels or equivalent by the age of 19

Percentage of jobs that are paid less than the applicable Living Wage Foundation living wage

School Life Stage Clackmannanshire is ranked 32nd out of 32 for its School indicators. Almost a third of pupils in Clackmannanshire do not achieve expected levels across the board. The biggest discrepancy is at secondary level and particularly in numeracy, where 28% less pupils achieve the expected level compared to the Scottish average.

wage 86848668657284788125.125.45.4410.3358.068.871.354.558.068.522.479.387.276.873.276.7

Clackmannanshire is the overall worst ranked local authority in Scotland for social mobility. It ranks poorly at every life stage.

Youth Life Stage Clackmannanshire is again ranked 32nd out of 32 for its Youth indicators. The differences are sometimes stark – with a third as many school leavers entering higher education in Clackmannanshire when compared with East Renfrewshire. Some positive news is that in most of Scotland, the percentage of young people not participating has declined in recent years, and Clackmannanshire follows this trend (2).

Percentage of school leavers going on to higher education

Early

Adulthood Life Stage Clackmannanshire is ranked at 23/29 for the Working Lives life stage, narrowly avoiding being a coldspot. Although a similar number of jobs in Clackmannanshire pay at least the real living wage as in England (74.9% in Clackmannanshire compared to 75% in England, wages are below the average English wage, at £410.33 compared to £443. Houses are much cheaper, at just 5.4 times the annualised salary, although the % of people in managerial or professional occupations is just 25.4% compared to 30% in England.

Percentage of jobs that are paid less than the applicable Living Wage Foundation living

Early Years Life Stage Clackmannanshire is ranked 26th out of 32 for its Early Years indicators. A lower number of early years pupils in Clackmannanshire achieve the expected levels in reading, writing, and numeracy than in Scotland as a whole: Clackmannanshire’s figures are 76.7%, 73.2%, and 76.8% compared to the Scottish average of 81%, 78%, and 84%.

47 ANALYSISDATA

Percentage of school leavers achieving awards at SCQF 5 or better

Median weekly salary of all employees who live in the local area house prices compared to median annual salary of employees who live in the local area

Working32/3232/3226/32YearsSchoolsYouthLives23/29 Clackmannanshire Analysis AuthorityLocalClackmannanshire P1 Reading P1 Writing P1 Numeracy P7 Reading P7 Writing P7 Numeracy S3 Reading S3 Writing S3 PercentageNumeracyof 16-19 year olds participating (three-year average)

Average

Percentage of people that live in the local area who are in managerial and professional occupations

The area has a higher weekly salary than the Welsh average (at £399 weekly compared to £393 weekly across Wales) but this is still below the English average of £434. Unlike in England, where houses are more expensive in the cities, houses are cheap in Welsh cities and more expensive in rural Wales; in the city of Neath Port Talbot, houses are just 4.2 times the average salary.

Percentage of people with managerial and professional occupations

Percentage of jobs that are paid less than the real Living Wage

Median Weekly Salary

Not being included in any Social Mobility Index and data collection being subject to a different statistical agency presents a challenge for examining how best to improve social mobility in the Mid Ulster area. Many measures are not directly comparable due to differences in the exact data that is collected.

Percentage of children eligible for FSM achieving Level 4 or above in the CSI

Percentage of Jobs that are paid less than the applicable Living Wage Foundation living wage

Number of non-maintained nursery providers rated ‘excellent’ or ‘good’ by Estyn

Percentage of people in managerial and professional occupations

Average house prices compared with median annual salary

PortNeath Talbot

2224.84.2399.703.633.869.869.300

Percentage of % children eligible for FSM achieving the equivalent of A*-C GCSE in the CSI

Neath Port Talbot Analysis Mid Ulster Analysis

Percentage of children eligible for FSM achieving outcome 5 or above in PSD, LCE/LCW and MDT in combination the FPI

The two pieces of data that are directly comparable show that the area has fewer people in managerial and professional occupations, and there are slightly more jobs which pay at least the Real Living Wage.

48 Early Working20/2220/22YearsSchoolsYouth22/22Lives4/22

Total number of non-maintained nursery providers

The UK government’s Social Mobility Barometer 2018 report also revealed that people in the UK feel there is an urgent need to ensure people can improve their social mobility. When questioned on whether social mobility is a postcode lottery, respondents in Northern Ireland ranked joint first in believing that it is (7).

* but not comparable as the NI data includes only full time employees and the English data contains full time and part time ** but not comparable as the Northern Ireland data includes the annualised salary data of full time employees only and the English data contains full time and part time

Neath Port Talbot is the worst local authority in Wales for social mobility. It has a higher concentration of deprived places. At the early years life stage, it is a coldspot, ranking at 20/22. None of its nursery providers are non-maintained and only 69.3% of children eligible for free school meals achieve outcome 5 or above. The area does not improve at the schools stage, remaining ranked at 20/22; this is in contrast to areas such as Denbighshire which were able to move from poor performance in Early Years to strong performance at the schools stage. At the youth stage, Neath Port Talbot is again a coldspot and is in fact the worst area in Wales, with 3.6% of Year 11 leavers becoming NEET. However, by the working lives stage, Neath Port Talbot is in fact a hotspot, the fourth best area in Wales.

Percentage of of Year 11 Leavers from schools in Wales known to be NEET Median weekly salary Average house prices compared with median salary

SouthCorby MeltonWellingboroughDerbyshire(Rutlandand

But just like the issue of social mobility, the impact of the coronavirus pandemic is varied across the UK. While the 35% national average figure is high in itself, it is the case that some areas – predominantly in the North West and Midlands –will see their economic growth reduce by almost 50%. Only one of the twenty hardest hit areas are in the South East or London (9).

The health impacts for the coronavirus pandemic show that it is more likely to kill people from Black and minority ethnic backgrounds, but the economic impacts are disproportionately hitting BAME people as well: polling done by BMG for the Independent has also shown that people from Black and minority ethnic households are almost twice as likely as white Britons to report that they have lost income or jobs. Lord Woolley, the Chair of the Race Disparity Unit, has pointed out that while “the virus itself doesn’t discriminate, the system does, and that has left BAME communities extremely vulnerable both on health and economic grounds” (11).

So the data suggests a varied and profound impact across locations, ages, education levels, and ethnicity. This has a worrying impact for social mobility in the United Kingdom, as we predict that 8 out of 14 measures used to calculate social mobility will be impacted. We have combined existing place based social mobility analysis with the predicted impact of coronavirus to estimate the size of a communities developing “Opportunity Gap” and ranked these throughout England.

From our analysis we believe that there are 16 areas in England at risk of a ‘double opportunity hit’: already amongst the worst areas for social mobility, they are going to be particularly badly hit by the COVID-19 pandemic. These areas are Babergh, Bolsover, Broxtowe, Cannock Chase, Corby, Crawley, East Cambridgeshire, East Northamptonshire, Erewash, Melton, North Warwickshire, Norwich, Rutland, South Derbyshire, Tamworth and Wellingborough. Melton)

In addition to the significant diversity of geographic impact estimated by the Centre for Progressive Policy, the Resolution Foundation points to previous data suggesting that there is likely to be a large impact on those leaving full time education and graduating into an economy in the midst of turmoil. In the 2008 Recession, the unemployment rate across the whole population rose from 5.2% in 2007 to 8.5% in 2011; for those with GCSE equivalent qualifications the unemployment figures were 23% in 2007 and 32% in 2011 (10).

The Office for Budget Responsibility’s Covid Reference Scenario predicts that the economy of the United Kingdom will contract by 35%, with unemployment potentially peaking at 10% (8).

An exacerbating factor for those leaving full time education without a degree is the varied impact of the virus on different sectors of the economy. While sectors such as financial sectors will emerge from the coronavirus pandemic relatively unscathed, with a contraction of just -5%, sectors like retail and hospitality, which have a higher proportion of workers who haven’t completed higher education, will contract by -50% and -85% respectively (8).

North MidNeathClackmannanshireBaberghTamworthWarwickshire(SouthSuffolk)PortTalbotUlster N/AN/AN/A290294.5296306308310318 -45.36%-34.38%-37.06%7654321 Local Authority (Constituency) Opportunity Gap Ranking BANALYSIS

As well as considering the social mobility baseline for a community, our analysis also reflects the developing impact of Coronavirus on opportunity.

Adecco Analysis Part B - Covid-19

Taking into consideration the economic reduction in South Derbyshire as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 310 will arise, the second largest in England.

Taking into consideration the economic reduction in Corby as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 318 will arise, the largest in England. South Derbyshire’s biggest sectors are manufacturing, wholesale and retail, real estate, education, and construction.

Three of these, manufacturing, education, and construction, are also in the worst impacted sectors, while only one, real estate, is in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVIDinduced shocks in the economy; in South Derbyshire the health sector makes up 2.2% of the economy. In South Derbyshire, economic growth is predicted to decline by 48.0% - this is worse than the 35% contraction across the UK as a whole.

Two of these, manufacturing and construction, are also in the worst impacted sectors, while one, real estate, is in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in Corby the health sector makes up 3.4% of the economy. In Corby, economic growth is predicted to decline by 46.6% - this is worse than the 35% contraction across the UK as a whole.

50 DeclineDeclineGVAGVAGVAGVAGVAGVASectorSectorSectorSectorSectorSector(%)(%)(£m)(£m)(£m)(£m)PredictedDeclinePredictedDecline(%)(%) Corby’s Economy South Derbyshire’s Economy Largest Sectors Largest Sectors Biggest Impacted Sectors Biggest Impacted Sectors -851.4221 -70%ConstructionRealestate143513Manufacturing Other services -60%-90%Education 101andTransportationstorage297andWholesaleretail -55%Manufacturing 112Construction Real estate 266959Manufacturing 104Construction483andWholesaleretail 128Education -85%andAccommodationfood -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood5996.2-90 -20143128.9-172.7433 -401.71027+503.4557 18.629714-50-405.5882 32.15139-550.6106-5 -35101136.3-7011247.0 -202.13411-450.8128 -602.84415 -854011.7 -9012855.4 2661211.2-20-172.1503 -402.41057+502.2517 20.448314-50-401.9442 40.49599-550.367-5 -353.5821310444.4-70 -201.74111-450.6148 -601.94515

Corby’s biggest sectors are manufacturing, wholesale and retail, real estate, construction, and transportation and storage.

Taking into consideration the economic reduction in Wellingborough as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 308 will arise, the third largest in England. Melton’s biggest sectors are manufacturing, real estate, wholesale and retail, admin and support, and education. Two of these, manufacturing and education, are also in the worst impacted sectors, while one, real estate, is in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in Melton the health sector makes up 3.0% of the economy. In Melton, economic growth is predicted to decline by 45.6%this is worse than the 35% contraction across the UK as a whole.

51 DeclineDeclineGVAGVAGVAGVAGVAGVASectorSectorSectorSectorSectorSector(%)(%)(£m)(£m)(£m)(£m)PredictedDeclinePredictedDecline(%)(%) Wellingborough’s Economy Melton’s Economy Largest Sectors Largest Sectors Biggest Impacted Sectors Biggest Impacted Sectors

Taking into consideration the economic reduction in Melton as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 306 will arise, the fourth largest in England.

Wellingborough’s biggest sectors are manufacturing, wholesale and retail, real estate, transportation and storage, and construction. Two of these, manufacturing and construction, are also in the worst impacted sectors, while only one, real estate, is in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVIDinduced shocks in the economy; in Wellingborough the health sector makes up 3.3% of the economy. In Wellingborough, economic growth is predicted to decline by 44.2% - this is worse than the 35% contraction across the UK as a whole.

Sector Key 1 Accommodation and food services 2 Administrative and support services 3 Agriculture, mining, electricity, gas, water and waste 4 Construction 5 Education 6 Financial and insurance activities 7 Human health and social work activities 8 Information and communication 9 Manufacturing 10 Professional, scientific, and technical activities 11 Public administration and defence 12 Real estate activities 13 Transportation and storage 14 Wholesale and retail (including repair of motor vehicles) 15 Other BANALYSIS Real estate 208355Manufacturing 165andTransportationstorage335andWholesaleretail 131Construction -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood -851.6281 -9010656.1 2081211.9-20-172.8483 -403.05310+503.3587 19.233514-50-4010826.2 20.43559-552.0356-5 165139.5-35-7013147.5 -201.52611-452.1378 -602.95115 Real estate 149474Manufacturing 68Education114andWholesaleretail Admin 73supportand -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood -851.9231 -905.7685 12.614912-20-174.8573 -403.03610+503.0357 -50114149.6-406.2732 40.14749-550.566-5 -352.42813-704.1494 -202.22611-450.586 -603.33915

Sector Key 1 Accommodation and food services 2 Administrative and support services 3 Agriculture, mining, electricity, gas, water and waste 4 Construction 5 Education 6 Financial and insurance activities 7 Human health and social work activities 8 Information and communication 9 Manufacturing 10 Professional, scientific, and technical activities 11 Public administration and defence 12 Real estate activities 13 Transportation and storage 14 Wholesale and retail (including repair of motor vehicles) 15 Other 553Manufacturing 448andTransportationstorage 218activitiesProfessional531andWholesaleretail 247Construction -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood -852.7781 -903.0875 -20182126.411033.8-17 -40218107.6+501.0297 18.653114-50-4011324.0 19.35539-5512364.3-5 4481315.7-3524748.6-70 -200.82311-452.5718 -601.64515 Real estate 193 179Construction 151Manufacturing399andWholesaleretail Admin 141supportand -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood -852.7411 -904.5695 12.719312-20-171.0153 -403.24810+503.2487 26.239914-50-4014129.3 -5515199.91.8276-5 -354.6701311.81794-70 -202.03111-453.4518 -603.85815

North

Warwickshire’s Economy Tamworth’s Economy Largest Sectors Largest Sectors Biggest Impacted Sectors Biggest Impacted Sectors

In North Warwickshire, economic growth is predicted to decline by 45.0% - this is worse than the 35% contraction across the UK as a whole.

Tamworth’s biggest sectors are wholesale and retail, real estate, construction, manufacturing, and admin and support. Two of these, construction and manufacturing, are also in the worst impacted sectors, while one, real estate, is in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in Tamworth the health sector makes up 3.2% of the economy. In Tamworth, economic growth is predicted to decline by 45.2% - this is worse than the 35% contraction across the UK as a whole.

North Warwickshire’s biggest sectors are manufacturing, wholesale and retail, transportation and storage, construction, and professional activities. Two of these, manufacturing and construction, are also in the worst impacted sectors, while none are in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in North Warwickshire the health sector makes up only 1.0% of the economy is the second smallest.

Taking into consideration the economic reduction in North Warwickshire as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 296 will arise, the fifth largest in England.

Taking into consideration the economic reduction in Tamworth as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 294.5 will arise, the sixth largest in England.

52 DeclineDeclineGVAGVAGVAGVAGVAGVASectorSectorSectorSectorSectorSector(%)(%)(£m)(£m)(£m)(£m)PredictedDeclinePredictedDecline(%)(%)

local authority in Scotland for social mobility. Sector Key 1 Accommodation and food services 2 Administrative and support services 3 Agriculture, mining, electricity, gas, water and waste 4 Construction 5 Education 6 Financial and insurance activities 7 Human health and social work activities 8 Information and communication 9 Manufacturing 10 Professional, scientific, and technical activities 11 Public administration and defence 12 Real estate activities 13 Transportation and storage 14 Wholesale and retail (including repair of motor vehicles) 15 Other 531Manufacturing Real estate 270 124Education218andWholesaleretail 124Construction -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood -852.7481 -9012457.1 15.527012-20-172.9503 -404.31075+504.7827 12.521814-50-402.5442 30.45319-550.8146-5 -353.35813-7012447.1 -201.01811-452.6468 -602.54415 167Manufacturing193activitiesProfessional Human health and social work 103 88estateRealPublic admin and defence 96 -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood -852.1201 -907.8765 -209.08812-171.6163 19.819310-4010.61037+50 -507.06814-401.1112 17.11679-550.161-5 -353.23113-707.9774 -209.89611-450.787 -602.22115

Babergh’s biggest sectors are manufacturing, real estate, wholesale and retail, construction, and education. Three of these, manufacturing, construction, and education are also in the worst impacted sectors, while only one, real estate, is in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in Babergh the health sector makes up 4.7% of the economy and is the sixth biggest sector. In Babergh, economic growth is predicted to decline by 44.7% - this is worse than the 35% contraction across the UK as a whole. Taking into consideration the economic reduction in Babergh as well as its position on the Social Mobility Index, we predict that an Opportunity Gap of 290 will arise, the seventh largest in England.

53 BANALYSISDeclineDeclineGVAGVAGVAGVAGVAGVASectorSectorSectorSectorSectorSector(%)(%)(£m)(£m)(£m)(£m)PredictedDeclinePredictedDecline(%)(%) Babergh’s Clackmannanshire’sEconomy Economy Largest Sectors Largest Sectors Biggest Impacted Sectors Biggest Impacted Sectors

Clackmannanshire’s biggest sectors are professional activities, manufacturing, human health and social work, public admin, and real estate. One of these, manufacturing, is also in the worst impacted sectors, while two, public admin and real estate, are in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVIDinduced shocks in the economy; in Clackmannanshire the health sector makes up 10.6% of the economy and is the third largest sector. In Clackmannanshire, economic growth is predicted to decline by 37.1% - this is slightly worse than the 35% contraction across the UK as a whole.It is not possible to calculate the Opportunity Gap for Clackmannanshire owing to data discrepancies, but Clackmannanshire is the bottom ranked

Port Talbot’s Economy Mid Ulster’s Economy Largest Sectors Largest Sectors Biggest Impacted Sectors Biggest Impacted Sectors

54 DeclineDeclineGVAGVAGVAGVAGVAGVASectorSectorSectorSectorSectorSector(%)(%)(£m)(£m)(£m)(£m)PredictedDeclinePredictedDecline(%)(%)

It is not possible to calculate the Opportunity Gap for Neath Port Talbot owing to data discrepancies, but Port Talbot is the bottom ranked local authority in Wales for social mobility.

Mid Ulster’s biggest sectors are manufacturing, wholesale and retail, construction, real estate, and agriculture &c. Two of these, manufacturing and construction, are also in the worst impacted sectors, while two, real estate and agriculture &c, are in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVIDinduced shocks in the economy; in Mid Ulster the health sector makes up 5.0% of the economy. In Mid Ulster, economic growth is predicted to decline by 45.4% - this is worse than the 35% contraction across the UK as a whole.

Neath Port Talbot’s biggest sectors are manufacturing, real estate, human health, transportation and storage, and public admin and defence. One of these, manufacturing, is also in the worst impacted sectors, while three, real estate, human health, and public admin are in the least impacted sectors. A large health sector has been noted as being able to provide a buffer to COVID-induced shocks in the economy; in Neath Port Talbot the health sector is large and makes up 10.8% of the economy. In Neath Port Talbot, economic growth is predicted to decline by 34.4% - this is better than the 35% contraction across the UK as a whole.

It is not possible to calculate the Opportunity Gap for Mid Ulster owing to data discrepancies, but Mid Ulster is the area in Northern Ireland with the largest COVID-induced economic decline.

Neath

Sector Key 1 Accommodation and food services 2 Administrative and support services 3 Agriculture, mining, electricity, gas, water and waste 4 Construction 5 Education 6 Financial and insurance activities 7 Human health and social work activities 8 Information and communication 9 Manufacturing 10 Professional, scientific, and technical activities 11 Public administration and defence 12 Real estate activities 13 Transportation and storage 14 Wholesale and retail (including repair of motor vehicles) 15 Other 657Manufacturing Real estate 407 Human health and social work 283 213andTransportationstorage Public admin and defence 189 -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood -851.6431 -9014055.4 15.640712-2012234.7-17 -402.0521010.82837+50 -50186147.1-401.8482 25.26579-550.5136-5 -35213138.2-7017546.7 -20189117.2-453081.1 -602.05215 960Manufacturing 468Construction Agriculture &c 192528andWholesaleretail 329estateReal -70%Construction Other services -60%-90%Education -55%Manufacturing-85%andAccommodationfood -851.5481 -9015855.0 10.432912-2019236.1-17 -401.95910+5016075.0 16.752814-50-400.9272 30.39609-550.266-5 -352.3721314.84684-70 -203.09611-450.3118 -601.75515

8. Office for Budget Responsibility. Coronavirus analysis. Office for Budget Responsibility. [Online] April 14, 2020. [Cited: April 15, 2020.] https://cdn.obr.uk/Coronavirus_reference_scenario_commentary.pdf.

1. Taylor, Chris. The Reliability of Free School Meal Eligibility as a Measure of Socio-Economic Disadvantage: Evidence from the Millennium Cohort Study in Wales. British Journal of Educational Studies. 2018, Vol. 66, 1.

2. Social Mobility Commission. State of the nation 2017. s.l. : HM Stationery Office, 2017.

6. IHS Markit Ltd. Living Wage Research for KPMG. [Online] 2019. https://assets.kpmg/content/dam/kpmg/uk/ pdf/2019/10/living-wage-research-for-kpmg-2019.pdf.

4. Northern Ireland Statistics and Research Agency. NI House Price Index Statistical Reports. Department of Finance. [Online] November 13, 2019. House%20Price%20Index%20statistics%20report%20Quarter%203%202019.pdf.https://www.finance-ni.gov.uk/sites/default/files/publications/dfp/NI%20

7. Social Mobility Commission. Social Mobility Barometer: Public attitudes to social mobility in the UK. [Online] December 2018. file/766797/Social_mobility_barometer_2018_report.pdf.https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/

5. Northern Ireland Statistics and Research Agency. Annual Report Tables 2017. Northern Ireland Statistics and Research Agency. [Online] September 25, 2018. https://www.nisra.gov.uk/publications/annual-report-tables-2017.

9. Centre for Progressive Policy. Which local authorities face the biggest immediate economic hit? Centre for Progressive Policy. [Online] April 16, 2020. [Cited: April 16, 2020.] publications/which-local-authorities-face-biggest-immediate-economic-hit.https://www.progressive-policy.net/

3. Northern Ireland Statistics and Research Agency. ASHE previous publications. Northern Ireland Statistics and Research Agency. [Online] October 25, 2018. https://www.nisra.gov.uk/sites/nisra.gov.uk/files/publications/4xuNI-ASHE-Bulletin-2017.PDF.

10. Henehan, Kathleen. Class of 2020. Resolution Foundation. [Online] May 6, 2020. [Cited: May 14, 2020.] https://www.resolutionfoundation.org/app/uploads/2020/05/Class-of-2020.pdf.

11. Woodcock, Andrew. Coronavirus economic effects hitting ethnic minorities and young people hardest. The Independent. [Online] April 13, 2020. [Cited: May 21, 2020.] coronavirus-economic-effect-uk-ethnic-minorities-young-people-a9460511.html.https://www.independent.co.uk/news/uk/politics/ BIBLIOGRAPHY

07 55 BIBLIOGRAPHY

LEVELLING UP Social Value Action Plan Proudly produced by This is Purpose