Breaking Down Barriers Magazine Issue 1

SECURING FUTURE SKILLS WITH NORTHERN GAS NETWORKS

BREAKING DOWN BARRIERS WITH NICK FORBES CBE

PURPOSE COALITION X THE FIRST EVER PURPOSE POWER LIST WHY STARMER’S BIGGEST CHALLENGE IS YET TO COME

Northern Gas Networks: Your Safety, Our Priority

At Northern Gas Networks (NGN), our commitment to keeping you warm and safe is at the heart of everything we do. Our Priority Services Register (PSR) and Carbon Monoxide (CO) awareness initiatives are just two of the ways we strive to protect and support our customers. Here's how we're making a difference:

The Priority Services Register is designed to provide extra support to those who need it most, ensuring that in the event of a gas or electricity outage, you’re not left in the cold. Whether it’s during a power cut or when there's a gas emergency, we’re here to help you stay safe and comfortable.

• Referrals since 1st April 202331st March 2024: 10,003

• Total referrals since GD2 (1st April 2021 – 31st March 2024): 23,841

• Percentage of NGN customer base registered on the PSR: 21%

• CO Alarms issued (1st April 2023 31st March 2024): 2,719

• People educated on CO dangers (1st April 2023 – 31st March 2024): 17,862

• Customers reached via CO awareness initiatives (1st April 2023 – 31st March 2024): 10,665,683

• CO awareness visits conducted (1st April 2023 – 31st March 2024): 18,410

By partnering with trusted organisations, we actively promote and enrol customers onto the PSR, ensuring that you receive the support you need when it matters most. Remember, all our services are free and confidential.

Carbon Monoxide Awareness

Carbon Monoxide (CO) is a silent threat, often referred to as ‘The Silent Killer.’ This poisonous gas, produced by the incomplete burning of carbon fuels, can cause serious illness and even death within minutes. At NGN, we are dedicated to educating and protecting our communities from this invisible danger.

To ensure everyone can access this life-saving information, we’ve developed CO leaflets in the top 10 languages spoken across our network, and we provide accessible CO alarms for the deaf. Additionally, our leaflets are available in braille, and our website features the Recite Me toolkit, offering an accessible browsing experience for all customers.

We’re proud to be one of the first 10 organisations to pilot and earn the ISO22458 accreditation, demonstrating our ongoing commitment to excellence in customer service and support.

At Northern Gas Networks, your safety is our top priority. We’re here to ensure you feel supported and secure, no matter the circumstances.

We’re always on hand to keep our customers safe and warm.

Guest Editor

MARK HORSLEY, CEO, NORTHERN GAS NETWORKS

Welcome to this special edition of the Breaking Down Barriers Magazine, which I am pleased to have guest edited. As CEO of Northern Gas Networks, my 40 years in the energy sector have been driven by a deep commitment to people: our customers, colleagues, and the communities we serve.

So working with the Purpose Coalition on this magazine felt like the perfect opportunity to further that mission.

Because at Northern Gas Networks, we’re not just in the business of distributing gas. We’re in the business of making a difference.

Since becoming CEO in 2011, my vision has been to ensure that our company is not only a top performer in the industry but also one that treats customers with care and supports our communities. Customer satisfaction, safety, and sustainability have always been our focus. But it’s our commitment to inclusivity that I’m most passionate about.

I’m especially proud of our work to break down barriers for our vulnerable and disadvantaged customers.

We’re fully committed to the Priority Services Register. That means we ensure that customers with additional needs get the support they require. And we partner with local charities to help those affected by fuel poverty, ensuring that energy is accessible to everyone regardless of their circumstances.

Because it’s crucial that our services are accessible to all, we’ve invested in digital solutions to make

managing energy needs easier for customers, from user-friendly online platforms to real-time support. It makes interacting with us simple and stress-free.

And our commitment to inclusivity extends to our workforce. I believe that a diverse workforce is key to our success.

So at Northern Gas Networks, we’ve worked hard to create a culture where everyone feels valued, regardless of their background.

Through comprehensive training, mentoring programmes, and flexible working arrangements, we empower our colleagues to reach their full potential. This inclusive culture has led to high levels of employee engagement and has made Northern Gas Networks an employer of choice.

But our responsibility goes beyond providing essential services—we are committed to playing an active role in the communities we serve. From local regeneration projects to educational initiatives aimed at inspiring the next generation, we work to make a positive impact.

And having grown up in communities where supportive networks were vital, I’m making sure that Northern Gas Networks continues to be a force for good.

Looking back, I’m proud of what we’ve achieved, but I’m even more excited about the future. My commitment remains the same: to break down barriers for our customers, colleagues, and communities, and to ensure Northern Gas Networks continues to make a difference.

By Nick Forbes CBE, Chair of the

Danny Davis, Director of

By Liz Bromley, CEO of NCG

Making a Difference

Locally

With Nisa

What role can universities play in a Mission-led government?

With the University of Salford

Raising aspiration, attainment, and success: unlocking potential through partnership working in the Liverpool City-Region

With Liverpool John Moores University & Liverpool Hope University

University of Chester’s ‘Power of 3’ supports government’s key missions

How the Purpose Lab will incubate talent by building connections between universities, colleges, and businesses

By the Rt Hon Justine Greening, Chair of the Purpose Coalition

Dismantling barriers, empowering futures: how Aldermore is supporting young people today

Breaking down the barriers to law needs action and measurement

Why is there a need for growing collaboration between higher and further education in delivering the skills Britain needs?

By Dr Shaid Mahmood, Pro Vice Chancellor of EDI at Durham University

Reeves’ move beyond greenwashing will reignite trust in business

By Lord Walney, former Labour MP and adviser to Prime Minister Gordon Brown

Where you live shouldn’t dictate your destiny

With Karbon Homes

Rail sector jobs are an exciting, positive destination With Southeastern Railway

The Equality Act’s socioeconomic duty brings opportunity into sharp focus

By the Rt Hon Anne Milton, former Skills Minister

It’s time to break the silence around periods

By Alice Template, Transport Planner at Curtins

Staffordshire University at the Labour Party Conference

By Dr Annabel Keirnan, Pro Vice Chancellor - Academic at Staffordshire University

How Ramsay Health Care UK is solving the UK’s skills shortage

How the new National Lottery operator is breaking down barriers to sport With Allwyn UK

Britain needs a long-term plan for energy security: an E.ON call to action

The University of Southampton at Labour Party Conference

Later life is for living: how can more homes for our ageing population benefit us all?

By Sarah Jones, Chief Executive of Anchor

“You have to give people a chance” - how Sodexo is improving the justice system

Open access operators show how purpose-driven companies are unlocking rail’s potential

With Lumo and Hull Trains

College is the most costeffective option when it comes to real-world success

By Angela Joyce, CEO of Capital City College Group

Optegra’s state of the art treatments reduce NHS waiting lists and restore patients’ vision

A new deal for Britain’s builders

By Ian Anfield, Managing Director of Hudson Contract

Leonardo in the UK: a blueprint for inclusive growth and community empowerment

Partnership is the only way to meet the net-zero skills challenge

By Donna Murrell, Managing Director at Reed in Partnership

UK Power Networks: Power Among Us

Women in utilities

By Liz Nash, Learning & Development Manager at UK Power Networks

My social mobility story

By Stacey Coleclough, Travelodge Hotel Manager, Liverpool, The Strand

Higher education is a key driver of social mobility

With the University of Greenwich

Laying the Pipeline: Securing Future Skills at Northern Gas Networks

IN CONVERSATION WITH

Claire Allcock, HR Director at Northern Gas Networks

At Northern Gas Networks (NGN), we are acutely aware that our success depends not just on the infrastructure we maintain but on the talented people who power our operations.

The skills agenda is, therefore, not just a priority—it is the cornerstone of our strategy as we navigate an evolving energy landscape. The skills and capabilities of our

workforce are central to achieving our long-term goals and ensuring that we continue to deliver safe, reliable, and sustainable energy solutions.

The energy sector is undergoing a seismic shift. As the UK moves towards net-zero carbon emissions by 2050, the gas industry faces unprecedented changes. Our focus is expanding beyond traditional gas supply to embrace

hydrogen, biomethane, and other green alternatives. This transition demands a workforce that is not only technically proficient in conventional gas networks but also adaptable, innovative, and equipped with the skills required to manage and maintain future energy solutions.

At NGN, we recognise that securing a pipeline of skilled workers is essential for meeting the challenges of the future. Our approach is multi-faceted, focusing on both the immediate needs of our business and the long-term sustainability of our workforce.

One of our key strategies is investing in apprenticeships. These programs are vital in attracting young talent into the industry, providing them with the hands-on experience and technical training needed to excel. Our apprentices are trained not only in the technical aspects of gas networks but also in the emerging technologies that will shape the future of energy.

In addition to apprenticeships, continuous professional development is a priority. We offer a range of training opportunities for our existing employees, ensuring they can upskill and adapt to new challenges. This includes specialised training in areas like hydrogen readiness, digital tools for asset management, and customer service excellence.

Partnerships with educational institutions are another critical component of our skills agenda. By collaborating with universities and technical colleges, we are helping to shape a curriculum that aligns with industry needs.

Our collaboration with educational institutions also extends to research and development. By working closely with academic experts, we can stay at the forefront of technological advancements and integrate cutting-edge knowledge into our operations.

A diverse workforce is a stronger workforce. At NGN, we are committed to promoting diversity and inclusion within our teams. We believe that by fostering an inclusive culture, we can attract a wider range of talent and perspectives, which will be crucial in solving the complex challenges of the future energy landscape.

As an active member of the Purpose Coalition and its Breaking Down Barriers Commission, NGN is dedicated to removing barriers to opportunity at all levels, reinforcing our commitment to our colleagues, customers, and the communities we serve.

We have implemented initiatives to encourage more women, ethnic minorities, and other underrepresented groups to pursue careers in the gas industry. These efforts include outreach programs, mentoring, and partnerships with organisations that support diversity in the workplace.

As we look to the future, our commitment to the skills agenda remains unwavering. The energy transition is not just a challenge; it is an opportunity to innovate, grow, and lead the way in building a sustainable future.

Our focus will continue to be on developing a workforce that is ready to meet the demands of a net-zero world. This means not only maintaining our current levels of expertise but also anticipating and preparing for the skills that will be required in the years to come.

At NGN, we understand that our people are our greatest asset. By investing in their skills and development, we are not only securing the future of our business but also contributing to the broader goal of a greener, more sustainable energy sector.

As HR Director, I am proud of the progress we have made, and I am excited about the journey ahead.

Who to watch in the NEW PARLIAMENT?

The General Election on 4th July saw a dramatic change in the makeup of the House of Commons – of the 650 MPs elected, over half (335) have never been an MP before. So, who are the rising stars of this Parliament?

1. See Gordon speak on our panel with The Wise Group at Labour Party Conference ‘Why we must track socio-economic diversity to smash the class ceiling’ 12pm - 1pm on Monday 23rd September in our own Breaking Down Barriers Tent.

2. See Josh speak on our panel with Optegra at Labour Party Conference ‘How can a Labour government harness AI to tackle health inequalities?’ 3pm – 4pm on Sunday 22nd September in our own Breaking Down Barriers Tent.

10. See Tony speak on our panel with NES Healthcare at Labour Party Conference ‘Delivering the workforce our NHS needs to be fit for the future’ 6pm – 7pm on Sunday 22nd September in our own Breaking Down Barriers Tent.

Minister

Minister

Gordon

29 year old Gordon McKee – the son of a Glasgow welderhas been named a rising star by veteran political journalist Michael Crick, and has already made a splash at Westminster showing good grace in victory to his SNP opponent. The new Glasgow South MP previously worked for the influential Labour Together think-tank and an Advisor to now Scottish Secretary Ian Murray and will no doubt be a key face in both Scottish and UK politics in the years to come.

Josh Simons MP

Labour MP for Makerfield

Starmtrooper in Chief Josh Simons is one of Labour’s greatest rising stars. A former Director of the hugely influential Labour Together think tank, Simons has spent much of the last few years developing bold ideas for the next Labour government, and has a particular policy expertise in AI, publishing his book ‘Algorithms for the People: Democracy in the Age of AI’ last year.

Rachel Taylor MP

Labour MP for North Warwickshire and Bedworth

Before entering Parliament, Rachel Taylor worked as a solicitor specialising in property law, ran a local retail business, and even umpired at Wimbledon. With her deep roots in Warwickshire and experience as a North Warwickshire Borough Councillor, Taylor brings a wealth of knowledge and experience to Parliament.

Shaun Davies MP

Labour MP for Telford

Former LGA Group Leader Shaun Davies is one of many new Labour MPs bringing a wealth of local government experience to Westminster, and has already been appointed a key aid to House of Lords Leader Baroness Smith.

Al Carns MP

Labour MP for Birmingham Selly Oak Minister for Veterans and People

Carns – who served in the Royal Marines for 24 years - shocked many in the military by standing to be a Labour MP. The colonel, who won the Military Cross in Afghanistan, was widely viewed as someone who would rise very high in the armed forces. Within days of being elected as Birmingham Selly Oak’s new MP, he was appointed Minister for Veterans and People and will no doubt rise further.

David Reed

Conservative MP for Exmouth and Exeter East

Reed won the newly created constituency in the General Election, following a standout military career. He started out in the Royal Marines and Special Forces Unit, serving in conflict zones around the world, as well as part of the Royal Navy Parachute Display Team.

Darren Paffey MP

Labour MP for Southampton Itchen

A former university lecturer, councillor, and previously a Cabinet Member and Deputy Leader of Southampton City Council –Darren Paffey is the new MP for Southampton Itchen and has already set his sights on improving opportunity and education for all.

Jess Brown-Fuller

Liberal Democrat MP for

Brown-Fuller delivered one of the moments of election night, defeating Education Secretary Gillian Keegan in the previously ‘safe’ Conservative seat of Chichester. She has already made an impact at Westminster, winning praise from across the House of Commons for her praise of Keegan, and invoking the spirit that ‘we have more in common than that divides us’.

Miatta Fanbullah MP

Labour MP for Peckham, Minister for Energy Consumers

Fahnbulleh’s personal story has been a dramatic one, even before she reached Westminster. She served as a key advisor to Ed Miliband during his Labour leadership and led the New Economics Foundation thinktank until last year. She is likely to be the big brain of the party’s soft left.

Tony Vaughan MP

Labour MP for Folkestone and Hythe

One of election night’s more dramatic results saw Labour seize the constituency of Folkestone and Hythe in Kent, and new MP Tony Vaughan is already making a splash at Westminster. A former Barrister at Doughty Street Chambers, Starmer’s old chambers, he has a particular focus on immigration, deprivation of liberty and human trafficking.

Georgia Gould MP

Labour MP for Queen’s Park and Maida Vale

Parliamentary Secretary at the Cabinet Office

One of Starmer’s Stars – Gould has already been appointed as a Minister at the Cabinet Office, responsible for delivery of the government’s Missions and public service reform. Prior to her election, Gould was Leader of Camden Council and Chair of London Councils Network where she pioneered Citizens Assemblies, a model the Purpose Coalition is now adapting through its employee assemblies imitative.

Catherine Atkinson MP

Labour MP for Derby North

A former Barrister at Deka Chambers and former Chair of the Society of Labour Lawyers, Catherine brings a wealth of experience to Westminster as Derby North’s new MP.

Aphra Brandreth

Conservative MP for Chester South and Eddisbury

A former DEFRA Economic Advisor, Brandreth was elected for the newly created Chester South and Eddisbury in this year’s General Election – a constituency partly represented by her father Giles Brandreth until 1997.

Katie White MP

Labour MP for Leeds North West

The new MP for Leeds North West has wasted no time hitting the ground running in Westminster, already being appointed as Parliamentary Private Secretary to Ed Miliband. In 2008, White led the campaign that created Britain’s first Climate Change Act, and has since worked for WWF and the One Campaign.

Tom Gordon

Liberal Democrat MP for Harrogate and Knaresborough

The new MP for Harrogate and Knaresborough delivered the Liberal Democrats’ first gain of the night with new MP Tom Gordon. Gordon is undoubtedly one of the party’s most talented campaigners, having delivered the party’s successful North Shropshire and Chesham and Amersham by-election victories in 2021.

Stephen Gethins

SNP MP for Arbroath and Broughty Ferry

In 2019 Gethins became the only SNP MP of the night to lose their seat. Following a stint as Professor of Practice in International Relations at the University of St Andrews, he has returned to Westminster representing the newly created Arbroath and Broughty Ferry. A key figure who worked cross-party in the Brexit years, expect to see him as a leading figure as the SNP aims to recover its ground before the 2026 Holyrood elections.

What is it like

TO BECOME AN MP?

Congratulations—you’ve arrived. Whether this was a long-held dream or a recent ambition, you’re now a member of the House of Commons. The adrenaline of victory and the weight of responsibility come with the territory. But as the dust settles, you might find yourself standing at the threshold of a daunting reality: being an MP is like no other job, and nothing can truly prepare you for it.

This General Election saw 335 new MPs elected to the House of Commons – more new MPs than since the General Election of 1918. 335 new MPs essentially means 335 new small businesses being established to serve their new constituents – a mammoth task and one that requires huge learning to deliver.

In the early weeks, it’s natural to feel like Alice in Wonderland, tumbling into a world that’s both exhilarating and bewildering. Rest assured, you’re not alone in this. Every new MP, no matter how composed, goes through a similar whirlwind of emotions. Those who’ve walked this path before you have left some wisdom behind, drawing from the experiences of MPs who entered in 2005 and 2010. Here’s what you might expect—and how to navigate these uncharted waters.

The demands on your time will soon make your days as a candidate seem like a leisurely stroll. The floodgates have opened, and what pours through them is a deluge of correspondence, diary requests, and meeting invitations— from constituents, colleagues, party leadership, and the media. But here’s the thing: you cannot meet with everyone, nor can you read every briefing paper that lands in your inbox. And you don’t have to. Many new MPs, driven by a desire to make an immediate impact, fall into the trap of saying “yes” to everything. It’s a mistake most quickly come to regret. Your time is one of your most precious commodities, and how you spend it will define your effectiveness.

In those first few months, you might feel like an imposter in the Chamber—a sensation many of your predecessors have shared. The grandiosity of the place, the complexity of procedures, and the pressure of speaking on record can be intimidating. But take heart; the learning curve is steep but not insurmountable. Understanding parliamentary procedure might seem daunting, but it’s worth mastering. Don’t hesitate to seek advice from the Clerks—they are there to help, and their impartial guidance is invaluable. Over time, you’ll learn the rhythms and find your voice in this historic institution.

It’s hard to overstate the sheer volume of correspondence that will come your way. One MP from the class of 2010 tallied over 39,000 pieces of communication in his first ten months alone. This included everything from emails

and letters to phone calls and in-person constituent cases. On top of that, there’s the relentless onslaught from online campaigns, social media, and a 24/7 news cycle that demands your attention. You’ll need to be strategic. Not every email deserves a reply, and not every issue is within your purview. Implementing a system early on—whether it’s case management software or just a clear set of priorities— can help you keep your head above water. And remember, you don’t have to do it all alone; a well-organised and efficient staff will be crucial in managing this deluge.

One of the more subtle challenges you’ll face is the shift in personal relationships. Friends who once provided a welcome escape might now see you as a public figure first and a friend second. If your social circle includes individuals in public affairs, you’ll need to navigate these relationships with care to avoid any appearance of conflicts of interest. This change can be tough, but it’s a necessary part of the role. Maintaining your integrity and the public’s trust is paramount, even if it means reevaluating long-standing friendships.

The first three months might feel like a whirlwind, and not always in a good way. But take comfort in knowing that this is a shared experience—many new MPs have felt this way, even if few will admit it. As you settle into your role, establish your routines, and find your place in the Chamber, the chaos will begin to subside. By the end of your first year, you’ll likely find that you’ve not only survived but have started to thrive in this unique and challenging environment. And for most, once they’ve weathered the initial storm, there’s no looking back.

In conversation with

SATVIR KAUR MP

After over a decade as a local Councllor, and then Council Leader in Southampton, Satvir Kaur was elected as the Labour MP for Southampton Test. Nick Forbes CBE sat down with Satvir to explore her role as a Councillor, what inspired her to get involved in politics, and the issues that Satvir cares about personally.

You’ve been a councillor for a long time, how did you find that?

I love local government! I think there’s all different types and levels of politics and both of us have been in local government, and I’m sure you’d agree there’s nothing like local government for impacting people’s daily lives, and I think there’s just something special about it. Whether it’s helping an elderly lady get a dropped kerb, so she doesn’t have to carry her shopping for three streets every time, or helping a mum deciding between heating and eating, making sure she’s getting the right support that she needs. I think it’s the way you can impact someone’s daily life is just incredible in local government. I loved every minute of it.

And what inspired you to get involved in the Labour Party?

I’m an inner-city kid that grew up on free school meals in Southampton, and I’ve always been interested in politics, but I suppose I’ve never always been traditionally political. It might be partly because I looked at politics and politicians and just back then didn’t think it was for people like me. I suppose the way I got involved, I was volunteering at a local community event – and this is back before the 2010 General Election –and I bumped into John Denham. For those who don’t know him he’s like a minor celebrity in Southampton and had been the MP for over two decades.

I spoke to him, and I think it was at a time when I was feeling genuinely a little bit disillusioned, but I told him I didn’t really like the Tories and he convinced me to join his campaign, and I dutifully did so!

What are the issues that you really care about personally? Coming from local government I naturally want a better deal for local councils because I just think it’s the most challenging difficult time for local government it’s ever been. In Southampton for example, 86% of what we spend is on safeguarding, which means 14% is on everything else – now that is not sustainable, and it’s not unique to Southampton. Coming from an area of deprivation, social mobility naturally will be important to me. Housing, I’m really passionate – a borderline nerd – about it! I just think if you sort people’s housing out and get housing right you can change people’s life outcomes, so you need a good quality affordable home to help with your health and wellbeing, to get a job and for your education and employment. Having a home can be so transformative and for too long in this country we’ve been treating housing like a commodity when it should actually be a basic human right.

Starmer’s biggest challenge is yet to come

2024 WILL GO DOWN IN HISTORY – AN ELECTION THAT JOINS 1997, 1966, AND 1945 IN DELIVERING LANDSLIDE LABOUR

MAJORITIES.

It’s just three months since Keir Starmer swept to power, an election in which he not only swept up in traditional marginal constituencies but dug deeper – winning in places Labour would once dare not to set foot, such as Chelsea, Bournemouth, and the home of the British Army in Aldershot.

It would be easy to think that with its landslide majority in the bag, Labour can take a second term for granted. It isn’t. The party’s campaign supremo Morgan McSweeney is already planning to fight the next election ‘like an insurgent’, building a new Coalition of voters to win the day in 2028 or 2029.

But five years is a long time. Keir Starmer has already faced a major first test following the outbreak of riots across the UK, but the biggest tests are still to come. The biggest problem that politicians face is the art of the possible – that applies to all leaders of all political parties.

It’s said that prior to the General Election, the now Downing Street Chief of Staff Sue Gray compiled a list of ‘black swans’ (also dubbed her sh*t list) - major problems a Labour government would have to deal with. They include bankrupt councils, public sector pay pressure, the potential collapse of Thames Water, universities at risk without an increase in tuition fees, overcrowding in prisons, and an NHS funding shortfall – just to name a few.

Be in no doubt – this isn’t like the honeymoon that Tony Blair inherited in 1997, where a Labour government had wriggle room to boost funding to public services by 1999.

This Labour government will not be able to pump significant resources into public services unless it can achieve one key thing – economic growth.

The new Labour government’s success hinges on forging strong partnerships with businesses that lead with purpose– like those that are part of the Purpose Coalition and the Breaking Down Barriers Commission.

The Purpose Coalition is Britain’s biggest campaign to break down the barriers to opportunity – bringing together business, the public sector and civil society to work in partnership to improve opportunity. Meanwhile, the Breaking Down Barriers Commission focuses on dismantling structural obstacles to economic and social progress, ensuring that the benefits of growth are shared equitably across society.

If the government is able to remove those barriers, it can unlock economic growth. And it should look to do so by leveraging the private sector’s expertise and resources to implement more effective and innovative solutions to issues like skills shortages, regional disparities, and environmental sustainability.

Given that growth is vital for funding public services, it’s good that the Labour government recognises that collaboration with businesses is not just beneficial but necessary.

These partnerships can build a resilient, equitable, and prosperous future, ensuring that the goals of economic prosperity and social justice go hand in hand.

What’s it like to start working for a new MP?

Our Public Affairs Manager, Will Edwards, sits down with James Trollope, who has just started working for Rachel Taylor MP. Will lifts the veil on the mysterious world of the ‘staffers’ - the people tasked with helping their MPs make a difference locally and nationally.

How did you find yourself working for a new Labour MP?

Rachel knew me through mutual friends at a hockey club, and came along to our annual end of season dinner. She knew that I had been involved with social media before so wondered if I could help her on the campaign. Although I was never into politics before, I ended up getting more involved in the campaign with the social media stuff. I found myself really enjoying it. When she became an MP, I was asked if I’d liked to continue doing that job as a paid employee in Parliament.

What were you doing before you started working for Rachel?

After university, I managed a bar in central London for about two years, and I’ve worked in hospitality for many years in social media and photography roles.

So very much people orientated?

Very much people orientated. I’m not really looking for a big corporate job, but I think this is a good amalgamation of the two.

What was your degree in?

It was in Design at Goldsmiths, so it covered a broad spectrum of everything from photography to graphic design to fashion. I focused on fashion and its environmental impacts.

What has been the strangest thing about working in Westminster and the constituency?

In Westminster it was probably being in the Houses of Parliament and being able to just walk around it without being questioned, walking past people you’ve seen on TV in politics who are involved in the running of the country.

People want to speak out but need to know the best way of going about it.

It was an eye-opening experience - being in and around it and being able to help people, and changing a country.

It’s a bit different in the constituency because I live here but being able to help the people when you walk past or see them in a pub, rather than them just being people who live where I live. Now we are there to serve them and help them - I think that’s the change of mindset in the constituency.

Back to Westminster, how welcoming have you found the new staffers and staffers that have been there a while since starting to work for Rachel?

Really, really welcoming. We are all very excited at getting back to work. A lot of people are in my position where it is their first job in Parliament, and there are a lot who have been here a lot longer. It’s been very welcoming across parties which I think is encouraged by Parliament. We’re not just working for our ‘party-selves’. I think it’s good that everyone’s been welcoming. I’ve not met anyone I don’t like yet!

The team has only just started so I suppose the most important question is what do you hope to achieve for Rachel and the North Warwickshire and Bedworth constituency in your new role?

For the constituency, it would probably be to help Rachel improve people’s lives and the everyday struggles they face in the best ways we can, for instance through community-led events and finding different ways to support people.

What I’d like to do for Rachel is help her achieve the goal of getting her re-elected in four or five years time. I’d like to show people that she isn’t like every other politician. She will stand up for you and help you. She’s there to work hard and to change things - that’s why she wanted to be elected in the first place. I want to be able to show

that to people rather than it just being through word of mouth. I want to actually prove that by going to events and supporting these people that we can do that.

Do you have any key priorities, and three things you’d like to achieve particularly in that seat?

In that seat particularly I would like personally for a focus on what SEND schools need. I think that’s something that really needs to be looked into and supported for the constituency and for our kids and schools here. There are definitely things we can do that will improve things but we need help and backing and a bit of an overhaul in how it’s done. I’m a big advocate for kids in sports. I think it’s great for them to socialise and I’m involved in it personally with the hockey club, so I think it’s something that really helps. We’ve seen development not just in physical abilities but in social abilities in those sports. I’d also probably say we need more of a community feel. I think it’s very topical with everything that’s gone on recently. People want to speak out but need to know the best way of going about it. We shouldn’t be drawn towards attacking each other, we should be drawn towards being more of a collective and helping society. Personally, I would like to see that a bit more, especially away from the big cities.

WHAT DOES BREAKING DOWN BARRIERS MEAN TO BRITAIN’S NEW MPS?

We asked a group of Labour MPs from right across the country what the government’s Mission to break down the barriers to opportunity means to them and their constituencies.

HARPREET UPPALL MP

Labour MP for Huddersfield

“So breaking down barriers to me, means young people in my constituency being able to access the opportunities that they deserve. I think that’s really really important, particularly for the kids that went to the school that I went to. I want them to know that they can achieve the success that they want, no matter what their background is.”

CATHERINE ATKINSON MP

Labour MP for Derby North

“I think that the whole point of the Labour Party is that it is there to ensure equality of opportunity - and for that we need to be breaking down barriers. I used to be the Chair of Governors at a nursery school and children’s centre, and I think certainly with education all the way through childhood, young adults and adults need that opportunity to continue to grow.”

DAVE ROBERTSON MP

Labour MP for Lichfield

“I think it’s a fundamental thing that right across the country there’s massive agreement that everybody should have the same opportunity, but not everybody starts off in the same place and there are far too many people that are disadvantaged because they don’t the same access to those opportunities. One of the things I am going to do over the next five years - and hopefully for longer than that - is take every single opportunity I can to smash those barriers that are stopping people taking those opportunities, because that’s how we build a fairer society in the future.”

DARREN PAFFEY MP

Labour MP for Southampton Itchen

“Breaking down barriers for me means ensuring that people who aren’t on a direct line to particular careers and particular places - we know that that link between birth and outcomes is still far too strong - so breaking down barriers is about breaking those links and ensuring that young people like me who weren’t in a family that had ever been to university get that chance to say whether that is something that they want to do, to go into different careers that traditionally their families haven’t been in. It’s about ensuring the playing field really is level.”

SAM RUSHWORTH MP

Labour MP for Bishop Auckland

“So, breaking down barriers is about saying that no matter what your background, everyone should have the opportunity to fulfil their full potential. That means for me security - cutting crime and making people feel safer, it means making people healthier, and it making sure that our next generation can access all the learning and education opportunities that they would like, whether that’s in the arts, whether that’s in science and technology - they shouldn’t have those barriers”

MARY GLINDON MP

Labour MP for Newcastle upon Tyne East & Wallsend

“In my new constituency of Newcastle upon Tyne East & Wallsend, what you see is a massive contrast between people who are doing well, and those who are struggling. Breaking down barriers to me is important because we need to make our society and my constituency a lot more equal”

Coalition’s New Parliament reception introduced purposeled organisations to decision makers of the next five years

An ambitious campaign to embed positive social impact in every corner of the country was the focus of a successful reception in Parliament in July, hosted by the Purpose Coalition in partnership with Lumo and Hull Trains, and attended by leading employers and MPs from across the country.

The event offered new MPs and ministers the chance to meet some of those organisations that are leading the way in delivering real change for their colleagues, customers and the communities they serve. It also saw the launch of a new report, Lowering Barriers to Opportunity: Current Innovations for a Better Britain, which presents the case for change and highlights the range of work they are already engaged in to drive equality of opportunity in some of the most deprived areas of the country.

Lumo and Hull Trains are open access train operators - committed to breaking down barriers and offering passengers a better deal on their railway journeys.

Lumo was launched in 2021 on the London to Edinburgh route via Newcastle, pledging to revolutionise rail with affordable ticket options and greener trains with a single class inclusive approach with customer satisfaction at its heart. Hull Trains, the first open access rail operator in the UK, introduced under a Labour government in 2000, approaches its 25th birthday and has demonstrated continued growth in both the number of services and seat per train, playing a key role in improving regional connectivity in across Hull and East Yorkshire.

The Commission has also recently published new data on the greatest barrier to opportunity in every Parliamentary constituency across the country - from the cost of living, to access to educational opportunities. You can find out more and see the data from your area at breakingdownbarrierscommission.co.uk/local.

Chair of the Breaking Down Barriers Commission and former member of Sir Keir Starmer’s Shadow Cabinet and leader of Newcastle City Council, Nick Forbes CBE, said: “For decades there has been an acknowledgement that the country needs a fairer and more equal future which successive governments have simply been unable to deliver. That’s a lost opportunity for individuals and communities, for our shared prosperity and for our country. The new political landscape offers a real chance of transformative change. I was delighted to host our event in partnership with Lumo and Hull Trains and look forward to continuing our work on the breaking down barriers agenda going forward.

“The Prime Minister, Sir Keir Starmer, set out Five Missions which informed the Labour Party’s election campaign and has now guided the King’s speech, setting out a programme for government which focuses attention on the critical areas we need to get right, centred on the need to drive inclusive growth. The fifth Mission, Creating Opportunities for All, aligns with the work of the Breaking Down Barriers Commission and we need to examine that in its widest sense. We need to understand the structural challenges that lead to inequalities and inspire every business and community to play their part in making a difference.

“The interim report we launched at our summer reception showcases some of the innovation and creativity of our members over recent years. By shining a light on this ‘blueprint for excellence’ we can inspire others to play their part. By sharing our insights into what barriers

organisations face, we are creating a strong evidencebased platform for constructive engagement with Government about change. I am optimistic that our next phase of work - helping the Government to build new collaborations and partnerships – will deliver a more equitable and prosperous future for all.”

Martijn Gilbert, Managing Director of Lumo and Hull Trains said: “At Lumo and Hull Trains we believe that railways are more than just a means of transportation. They are lifelines that connect communities, foster regional growth, and drive economic development. This event and our ongoing partnership with the Purpose Coalition underscore our commitment to driving social impact through our innovative rail services, and creative new jobs and opportunities for our communities. Lumo and Hull Trains are lowering the barriers of opportunity by providing more affordable, sustainable and high-quality rail services, with 96% customer satisfaction and delivering combined economic outputs of 1.4bn by the end of our current track access agreements, as well as over 100 direct jobs in both Hull and Newcastle, including a high number through an apprenticeship route We are excited to continue working with government, and the public and private sector to achieve a more inclusive and prosperous future for all.”

Welcome to the inaugural Purpose Power List, our curated list that celebrates leaders who are #leadingwithpurpose through their dedication to impact-driven work. This list highlights 140 remarkable individuals who are defining what it means to lead with purpose in their respective fields.

To be featured on this list, candidates must be actively engaged in roles that drive positive change, whether that be through innovation, community impact, or purposeful leadership.

Our focus extends beyond traditional metrics of success, aiming to spotlight those whose influence is felt across sectors including education, healthcare, and finance.

Defining purpose driven impact can be challenging. We assess it as a blend of person dedication, professional accomplishments, and the broader influence on their industry and society.

This year, we’re proud to showcase a diverse group of leaders from various backgrounds, reflecting a wide spectrum of contributions and achievements.

This list is meant to spark conversations and celebrate the diverse ways people are making a difference!

So if you’d like to nominate someone for next year’s list, please do! You can contact us on purpose-coalition.org.

Claire Allcock

HR Director at Northern Gas Networks

With a strong focus on diversity and inclusion, Claire has been instrumental in creating a workplace culture that values and supports all employees. She is committed to breaking down barriers to opportunity by implementing initiatives that promote career development, well-being, and work-life balance. Under Claire’s leadership, Northern Gas Networks has become a leading example of how to integrate people-focused strategies with business success.

Zoe Allen

Associate at Chadwick Lawrence

Diane Abbott MP

Mother of the House of Commons and MP for Hackey North & Stoke Newington

Prof Georgina Andrews

Deputy Vice-Chancellor and Provost at Bath Spa University

Ian Anfield

Managing Director at Hudson Contract

Richard Armitage

NHS Director, Optegra

Ian Anfield

Managing Director at Hudson Contract

Richard Armitage

NHS Director, Optegra

Prof Graeme Atherton

Head of the Centre for Equality and Levelling Up at the University of West London

Jon Aydon

Chief Executive at This is Purpose

Tunde Banjoko OBE

Founder of the UK Social Mobility Awards

Jennie Bannon

South Warwickshire University NHS Foundation Trust

Adele Barker

Group Chief People Officer at Pennon Group

Eric Barratt

Health and Wellbeing Lead at Kent and Medway NHS and Social Care Partnership Trust

Penny Bateman

Tees Valley Business Board

Peter Batt

Managing Director at Nisa

Peter is committed to breaking down barriers to opportunity by ensuring that Nisa’s services are accessible to all customers, including those in underserved communities. Under Peter’s leadership, the company has implemented a range of initiatives to support community engagement and social responsibility, ensuring that all customers and retailers can benefit.

Prof Nic Beech

Vice-Chancellor at University of Salford

Karen Blackett OBE

Chancellor of the University of Portsmouth

Sarah Bond-Williams

HR Director at FBC Manby Bowdler

Jo Boydell

Chief Executive Officer at Travelodge

Jim Brewin

Chief Director UK & Ireland at Hitachi Rail

Jim has been instrumental in driving Hitachi’s growth and success in the competitive rail industry. He ensures that Hitachi Rail’s services are accessible to all customers, including those in underserved communities.

Under Jim’s leadership, the company has strengthened its reputation as a leader in the rail industry, driving innovation while supporting the development of talent within the sector.

Liz Bromley

CEO at NCG

Liz Bromley is a key leader in UK education with over 20 years’ experience in further and higher education. Since 2019, she has been CEO of NCG, one of the UK’s largest college groups. Liz has held senior roles at the Open University, Salford, Goldsmiths, and UCLan, where she was Deputy Vice Chancellor, and is known for driving innovation and student-focused strategies.

Ryan Brown

Deputy Group Chief Executive Officer at PIB Group

Paul Campbell

Senior Partner at Chadwick Lawrence

Tim Campbell MBE

Founder of the Bright Ideas Trust

Dr Charlotte Carpenter

Executive Director of Growth and Business Development at Karbon Homes

Dr Carpenter leads Karbon Homes’s efforts to expand its portfolio of affordable housing and community services. Charlotte has been instrumental in developing innovative solutions that address the housing needs of underserved communities. She is dedicated to breaking down barriers to opportunity and, under Charlotte’s leadership, Karbon Homes has become a leading provider of affordable housing, driving positive change in the communities it serves.

Kate Carroll

Head of Charity at Nisa

Victoria Carson

Engagement and Influence Director, The Wise Group

Rhiannon Carss

Board Director, Marketing & Communications at Curtins

Steve Chalke

Founder, Oasis

Prof Amanda Coffey

Deputy Vice-Chancellor and Provost at UWE Bristol

Steven Cooper CBE

CEO at Aldermore Bank

Steven leads Aldermore’s strategic direction and operations and, with a strong focus on customer service and innovation, Steven has been instrumental in driving the bank’s growth and success. Under Steven’s leadership, the bank has implemented a range of initiatives to support financial inclusion and empower customers to achieve their financial goals.

Nick Costa

Chief Executive Officer, Ramsay Health Care UK

Clare Costello

Chief People and Inclusion Officer at Co-op Group

Clare leads Co-op Group’s efforts to create an inclusive and supportive workplace. With a deep commitment to diversity and inclusion, Clare has transformed Co-op’s approach to talent management, ensuring that every employee feels valued and supported. Under Clare’s leadership, Co-op Group has become a leader in creating a workplace culture that empowers all employees to succeed.

Callum Crozier

Joint Managing Director of This is Purpose

Patricia Davies

Chief Executive t Shropshire Community Health NHS Trust

Danny Davis Director of The Purpose Coalition

Susan Davy

Chief Executive Officer at Pennon Group

Kerry Dryburgh

EVP, People & Culture and Chief Human Resources and Communications Officers at bp

Kerry began her career with an apprenticeship, and then worked across a range of sectors across Europe and Asia before joining bp in 2010. As a key enabler of business delivery, Kerry and the People, Culture & Communications team are discovering, developing, and empowering 80,000 employees across six continents to progress and communicate bp’s strategy and create a culture of purpose.

Lisa Dolan

Regional VP of Employee Experience for UKISSA at Teleperformance

Lisa oversees the company’s efforts to create a positive and supportive workplace culture across multiple regions. With a strong focus on employee engagement and wellbeing, Lisa has been instrumental in developing initiatives that support the professional and personal development of Teleperformance’s workforce. Under Lisa’s leadership, Teleperformance has strengthened its reputation as an employer of choice, driving positive change in the workplace.

Sean Duffy CEO, The Wise Group

Will Edwards

Public Affairs Manager at This is Purpose

Florence Eshalomi MP MP for Vauxhall & Camberwell Green

Angela Evans

Chief Customer Officer, Ramsay Health Care UK

Tracy Evans

Group HR and Quality Director at Pertemps

Cemal Ezel

Founder and CEO at Change Please

Inspired by the idea of combining business with social good, Cemal enrolled in The School for Social Entrepreneurs and eventually launch Change Please, a social enterprise focused on helping homeless individuals regain independence through meaningful work. His relentless drive to challenge the status quo continues to push Change Please to create a better future for all.

Miatta Fahnbulleh MP

Minister for Energy Consumers and MP for Peckham

Prof Jane Falkingham

Vice President (International & Global Engagement) at the University of Southampton

Paul Fiddaman

Group Chief Executive at Karbon Homes

Nick Forbes CBE

Chair of the Breaking Down Barriers Commission & Engagement Director at The Purpose Coalition

Nick is a seasoned political leader and former Labour leader of Newcastle City Council. At the Purpose Coalition, he leverages his deep expertise in Labour politics to support the Coalition’s work and drive our engagement with the new Government through our Breaking Down Barriers Commission.

Steve Foster

People Director at Southeastern Railway

Matt Francis

Senior Public Affairs Manager at the University of Stirling

Martijn Gilbert

Managing Director of First Rail Open Access Lumo & Hull Trains

With a focus on customer experience and operational excellence, Martijn has been instrumental in transforming the service delivery of Lumo and Hull Trains. Under Martijn’s leadership, Lumo and Hull Trains have implemented a range of initiatives to improve accessibility and enhance the customer experience, ensuring that all passengers can benefit from their services.

Rebecca Gipp

Head of Levelling Up Co-ordination at Essex County Council

Prof David Green Vice-Chancellor of the University of Worcester

Adam Green

Chief Risk Officer at Equiniti

The Rt Hon Justine Greening

Chair of the Purpose Coalition

Justine Greening is a former Secretary of State for Education, Transport, International Development and Minister for Women and Equalities, and now chairs the Purpose Coalition. Justine plays a national role in driving the agenda for social impact across the UK’s public and private sectors. Justine is personally passionate about the role organisations can play in creating opportunities for underserved communities.

Lewis Grice

Purpose Content Creator at This is Purpose

Peter Haden

Chief Executive at Fletchers Solicitors

Fiona Haigh

Chief Operating Officer at Weil

Sean Haley

CEO, Sodexo UK & Ireland

Sean has been instrumental in driving growth, innovation, and a strong focus on service excellence at Sodexo. Sean has championed initiatives that align Sodexo’s business goals with broader societal needs, ensuring the company not only delivers exceptional services but also contributes to a more equitable and sustainable future. His leadership has solidified Sodexo’s reputation as a responsible and purpose-driven organisation.

Angela Halliday

Director of Social Impact, Sodexo UK & Ireland

Angela leads Sodexo’s Social Impact Strategy that drives positive change within communities and the environment. With a strong commitment to inclusivity and social justice, Angela has been at the forefront of the way Sodexo delivers and promotes social value and impact, enhancement of employee well-being, job creation (particularly for under-represented groups), and how the business supports its local economies.

Lydia Hamilton-Rimmer

Public Affairs and Policy Lead, Simplyhealth

Lisa Hannah

Group Chief of Staff and Managing Director, Commercial Shared Services at Aldermore Bank

Prof Zubair Hanslot

Provost of the University of Bolton

Professor Hanslot’s career spans over 40 years and it started when he secured a competitive scholarship for further and higher education on merit of his academic and work performance at the age of 15. This has inspired his belief that opportunities are realised through working hard and embracing knowledge. He has also worked extensively in collaborative partnerships and transnational education.

Prof Jane Harrington

Vice-Chancellor at the University of Greenwich

Dr Penny Haughan

Deputy Vice-Chancellor and Provost at Liverpool Hope University

Penny has strategic responsibility for the whole student experience at Liverpool Hope, covering the student journey from school outreach through pastoral care and employability to graduation and beyond. Penny initiated the nationally recognised Liverpool Hope Network of Communities of Practice and led Hope’s Gold TEF entry. She has also recently led a university wide initiative to address challenges associated with women in leadership.

Clive Higgins

Chair and Chief Executive Officer of Leonardo UK

With a focus on innovation and excellence, Clive has overseen significant investments in research and development, positioning Leonardo UK as a leader in its field. Clive ensures that the company’s innovations are accessible and beneficial to all stakeholders, including those in underserved communities. Clive’s leadership has been marked by a dedication to driving technological advancement while supporting the development of talent within the industry.

Graham Hitchen Head of the Policy Unit at Loughborough University

Reece Hobson-Adams Responsible Business Manager at Fletchers Solicitors

Prof George Holmes President & Vice-Chancellor of University of Bolton

Joanna Holmes Head of People at Wilsons

Alan Holmes

Global Head of Diversity, Equity and Inclusion t Clyde & Co

Andrea Holt

Strategic Delivery Manager, Social Impact at Balfour Beatty

Mark Horsley

Chief Executive Officer at Northern Gas Networks

With a focus on operational excellence and customer service, Mark has been instrumental in driving the company’s growth and success. Mark is committed to making sure Northern Gas Networks’ services are accessible to all customers, including those in vulnerable situations. Under Mark’s leadership, the company has implemented a range of initiatives to improve accessibility and enhance customer satisfaction, ensuring that all customers benefit.

Jo Horton

ESG and Charity Partnership Manager at E.ON UK

Lucian Hudson

Director of Advancement & Communications at Durham University

Mark Hulsmeier

Client Services Director at The Purpose Coalition

Kindra Hyttner Director of Communications and Engagement at Kent and Medway NHS and Social Care Partnership Trust

George Imafidon MBE CEO of Motivez

David Jackson

Chief Executive Officer at Shoosmiths

With a focus on client service and innovation, David has been instrumental in driving Shoosmiths’ growth and success. He is committed to breaking down barriers to opportunity by fostering an inclusive and supportive workplace culture. Under David’s leadership, Shoosmiths has implemented a range of initiatives to promote diversity, equity, and inclusion, ensuring that all employees have the opportunity to thrive and contribute to the firm’s success.

David Jackson

Founder and Chairman at Hudson Contract

Harriet Jameson

Social Value Director at Allwyn

Harriet is responsible for bringing Allywn’s environmental and social responsibilities to life in how they operate the National Lottery. This includes how Allwyn grow and run their business with social value at its core; from their work culture, strategy, and processes, to their external relationships so that they can generate more funding for Good Causes in a responsible way.

Prof Nick Jennings

Vice-Chancellor at Loughborough University

Prof Peter John

Vice-Chancellor at the University of West London

Prof Sarah Jones

Pro-Vice-Chancellor Education at Solent University

Anthony Jones

Chief Executive Officer at PGL Beyond

Eleni Jordan

Commercial Director at Trenitalia c2c

Matt Jowett

Chief Corporate Officer at Merlin Entertainments

With a focus on innovation and customer experience, Matt has been instrumental in driving Merlin’s growth and success. He is committed to breaking down barriers to opportunity by ensuring that Merlin Entertainments’ attractions are accessible to all, including those with disabilities. Under Matt’s leadership, the company has implemented a range of initiatives to improve accessibility and enhance the visitor experience.

Ryaz Kathawala

Contact Centre Operations Manager at South Warwickshire University NHS Foundation Trust

Judy Keir

Chief People Officer at SMS plc

Shirine Khoury-Haq

CEO at Co-op Group

Shirine has a deep commitment to diversity, equity, and inclusion, and has been instrumental in transforming Co-op’s approach to corporate responsibility. She is dedicated to breaking down barriers to opportunity by championing initiatives that promote equity and inclusion at all levels of the organisation. Under Shirine’s leadership, Co-op Group has become a leader in creating a business model that prioritises social value and community engagement.

Prof James Knowles

Vice-Chancellor at Solent University

Educated at a comprehensive school, and the universities of London and Oxford, Professor Knowles was previously Executive Dean and VicePrincipal of the Faculty of Arts and Social Sciences at Royal Holloway, University of London. He has led projects to narrow attainment gaps for under-represented groups and worked on a range of inclusion projects including Conversations About Race, Union Black and the White Ribbon initiative.

Neil Lloyd

Managing Partner at FBC Manby Bowdler

Adam Lovelock

Managing Director/Vice President- Enterprise Mobility- Scotland and Northern Ireland

Chris Luck

Group Chief Executive at Shaw Trust

Paul Lynam

Group Chief Executive Officer at Equiniti

Finlay Magowan

Client Services Director at The Purpose Coalition

Siobhan McArdle

Chair, Tees Valley Business Board

Dr Mark McGuinness

Pro-Vice-Chancellor at Bath Spa University

Douglas McIlroy

Head of External Communication & Marketing, UK & Ireland at Hitachi Rail

John Mckenna

Senior Public Affairs Manager at University of Salford

Cllr Louise McKinlay Deputy Leader and Cabinet Member for Levelling Up, Communities and Business Engagement at Essex County Council

Brendan McManus

Chief Executive Officer at PIB Group

Matthew McPherson

Director of External Affairs at This is Purpose

Rob Melling

Chief Executive Officer at Curtins

Andy Mellors

Managing Director, Avanti West Coast

Gedminte Mikulenaite

Policy and Strategic Advisor at the University of Greenwich

The Rt Hon Anne Milton

Engagement Director at the Purpose Coalition

A former Minister for Health and Minister of State for Skills, Anne has a deep understanding of the intersection between business and government. She provides strategic advice to a variety of employers. With a proven track record in leadership and management, Anne is also a seasoned chair and speaker, contributing her expertise to a wide array of events and organisations.

Joanna Morrow Deputy Secretary at the University of Stirling

Tim Mortlock

Chief Executive Officer at SMS plc

With a strong focus on sustainability and innovation, Tim has been instrumental in driving the company’s growth and success in the energy sector. He is committed to breaking down barriers to opportunity by ensuring that SMS plc’s services are accessible to all customers, including those in underserved communities. Under Tim’s leadership, the company has strengthened its commitment to sustainability and social responsibility.

Greg Moulds

Head of Policy and Engagement at Northern Gas Networks

Greg leads Northern Gas Networks’s efforts to engage with stakeholders and influence public policy. With a deep commitment to sustainability and social responsibility, Greg has been instrumental in shaping the company’s approach to environmental and social governance. He is dedicated to breaking down barriers to opportunity by ensuring that Northern Gas Networks’ services are accessible to all customers, including those in vulnerable situations.

Rob Mullen

Managing Director at Trenitalia c2c

Donna Murrell

Managing Director at Reed in Partnership

Liz Nash

Learning & Development Manager at UK Power Networks

Chris Norbury

Chief Executive Officer, E.ON UK

Prof

Claire O’Malley

Pro-Vice-Chancellor (Global) at Durham University

Professor O’Malley is responsible for the strategic leadership and implementation of the University’s international agenda. She is instrumental in the work to increase research, study and work abroad opportunities for Durham undergraduates. Professor O’Malley oversees the Durham University Global strategy and how this benefits the local and regional economy.

Chris O’Shea

Group Chief Executive at Centrica

Matt Parfitt

Chief Executive Officer at Grace Enterprises

Mike Parker

Managing Partner at Wilsons

Meleesha Perera

Senior Diversity and Inclusion Advisor, Clyde & Co

Michelle Perry

HR Director at Brachers

Mat Pickering

Managing Director, Optegra

Rob Powell

Director of Pro Bono, Sustainability and Coporate Responsibility at Weil

Prof Mark Power

Chief Executive and Vice-Chancellor of Liverpool

John Moores University

As LJMU celebrated its Bicentenary in 2023, Professor Power also celebrated a significant milestone - 42 years since he first began working at the Liverpool Polytechnic which would later become LJMU. He started his academic career as a senior technician for the Fine Art Department before moving all the way up to become Vice-Chancellor.

Shelley Preston

Vice President, Sales & Strategic Accounts at Adecco UK & Ireland

David Pugh

Corporate Affairs Director at Merlin Entertainments

Karen Quinn

Joint Managing Director of This is Purpose

Dr Vishwajeet Rana

CEO, GEDU

Following an international career in investment banking, Dr Rana invested heavily in his true passion of education. Through Global Education (GEDU), his goal is to make education accessible and affordable for all, regardless of location or economic situation, and ultimately change lives for the better. This is being done across 12 countries, with over 60,000 students. Dr Rana completed an MBA from Ohio University and gained an MS and PhD from Stevens Institute of Technology.

Jon Ridley Principal of Newcastle College

Clare Roberts

Communications & Institutional Affairs Director of Leonardo UK

Clare oversees Leonardo’s public image and stakeholder engagement. She manages all communications, showcasing Leonardo’s innovations in defence and aerospace to national and international audiences. Clare engages with government bodies, industry partners, and the public to promote strategic objectives. She drives the company’s mission to deliver cuttingedge technology while maintaining corporate social responsibility, enhancing Leonardo UK’s reputation for innovation and integrity.

Dr Theresa Roberts

Social Value and Accessibility Manager at Avanti West Coast

Heather Rowell

Chair for both the Residents’ Council and the Residents’ Environmental Forum at Anchor

Heather Rowell is a resident in an Anchor location near Reading, passionate about the wellbeing of others. During COVID, she joined Anchor’s Wellbeing programmes, engaging with diverse residents and recognizing the importance of landlord-resident relationships. Now chair of the Residents’ Council and Environmental Forum, she works to ensure residents’ voices shape Anchor’s decisions, enhancing quality of life.

Prof Julie Sanders

Vice-Chancellor and Principal at Royal Holloway, University of London

Laura Savage

Director for Partner & Social Value Services at PeoplePlus

Jack Savage

Senior Research Director at This is Purpose

Jo Sayer

Head of Communications, Public Affairs and Policy, Simplyhealth

Basil Scarsella

Chief Executive Officer at UK Power Networks

Basil leads UK Power Networks’ efforts to deliver safe, reliable, and sustainable electricity to millions of customers across the UK. He has overseen significant investments in smart grid technology and renewable energy integration and is passionate about breaking down barriers to opportunity by ensuring that all customers, including those in vulnerable situations, have access to affordable and sustainable energy.

Sam Scotcher

Financial Inclusion Manager at Anchor

Neal Shasore

Neal Shasore, Chief Executive and Head of School at the London School of Architecture

Jill Shedden

Chief People Officer at Centrica

Peter Sheppard

Managing Director, NES Healthcare

Prof Eunice Simmons

Vice Chancellor and Principal at the University of Chester

Professor Simmons is responsible for the leadership of the University, leading on the implementation and delivery of strategies across the staff and student bodies and the community. She ensures that the University’s core academic activities, teaching, learning, research and knowledge exchange, are of the highest quality, producing excellent outcomes for students and project partners.

Prof James Sloam

Professor of Politics at Royal Holloway, University of London

Prof Mark Smith

President and Vice-Chancellor at University of Southampton

Jasbir Sondhi

Group Principal at Capital City College (CCC)

Jasbir Sondhi has over 20 years of experience in education, specializing in curriculum development, quality assurance, and inclusion. Passionate about equality and social mobility, she has enhanced teaching quality, achievement rates, and access to opportunities. Jasbir has designed impactful strategies, served on various boards, and led her team to national recognition, consistently breaking down barriers to education and fostering community success.

Prof Lisa Stansbie

Pro-Vice-Chancellor for Education, Culture and Society at the University of Worcester

Chris Stanton

Chief Financial Officer at Shoosmiths

Robin Sundaram

Community Regeneration Lead at Nestlé UK & Ireland

Prof Ruth Sutton

Head of the School of Law and Social Justice at the University of Chester

Hannah Thomson

Chief People Officer at Travelodge

Terry Tinton

Assistant Principal at Capital City College Westminster

Justyn Tollyfield Operations Director, NES Healthcare

Sam Townsend

Divisional Clinical Manager, Adult Community Services at Shropshire Community Health NHS Trust

Prof Patrick Vernon OBE

Chair of Birmingham & Solihull NHS ICB

Prof Phil Vickerman

Pro-Vice-Chancellor, Student Experience at Liverpool

John Moores University

Prof Caroline Wakefield

Head of the School of Psychology at Liverpool Hope University

Lord John Walney

Lord Walney was senior special adviser to the last Labour Prime Minister, Gordon Brown, and now provides strategic advice to the Purpose Coalition. A member of the House of Lords, Walney was a Labour MP. With extensive experience in public service, he serves as a key figure at the Purpose Coalition, where he champions initiatives aimed especially at engaging businesses to tackle societal challenges.

Carmen Watson

Engagement Director at the Purpose Coalition   Chair of Pertemps

Carmen has over 30 years’ experience in recruitment and is responsible for promoting and delivering best practice in the field of attraction, recruitment and retention of talent on behalf of clients. Carmen is a strong advocate for equality, diversity and inclusion and as well as heading up the ED & I committee within Pertemps, she works proactively with external customers in this space.

Prof Sir Steve West Vice-Chancellor at UWE Bristol

Ashley Wheaton Vice Chancellor, UCEM

Dame Sharon White Chair of the John Lewis Partnership

Steve White

Managing Director at Southeastern Railway

Steve has been instrumental in transforming the company’s service delivery. He is committed to breaking down barriers to opportunity by ensuring that Southeastern Railway’s services are accessible to all customers, including those with disabilities. Under Steve’s leadership, the company has implemented a range of initiatives to improve accessibility and enhance the customer experience, ensuring that all passengers can benefit from its services.

Tricia Williams

Managing Director at Northern Trains

Kevin Wilson

Social Impact Data Manager at This is Purpose

Joanna Worby Managing Partner at Brachers

Building the coalition for change

The general election result in July signalled an appetite for change, loudly and clearly. Sir Keir Starmer’s pledge of a mission-driven administration with new priorities, providing a renewed sense of national purpose, clearly resonated strongly across the country. Above all, he promised to harness the power of partnership, working together with stakeholders to drive a more joined-up approach that will have a much better chance of delivering measurable, long-term change.

BY NICK FORBES CBE, FORMER MEMBER OF KEIR STARMER’S SHADOW CABINET

These are fine words, but as often in life it’s the detail that matters. In the course of our work at the Breaking Down Barriers Commission – which aligns with the Labour mission to Break Down Barriers to Opportunity - it became increasingly clear that businesses and other organisations weren’t just seeking new ways of doing things. Many already recognised that it was no longer enough to conduct their core business function well. We found aspiration to something beyond that - to being a force for good in a way that would change people’s lives for the better. That belief is also driven by an increased societal expectation, especially among younger generations, that organisations will be judged not just by the profits they make but by the good that they do. Nor is it enough for an organisation to conduct tick-box exercises - their social impact must be ambitious and authentic.

The Commission was set up in 2023 as part of the wider Purpose Coalition, to help redefine the role of business in society with a more strategic, long-term approach. With a growing membership and engagement across the political spectrum, it powerfully reflects a commitment by the new cohort of Labour MPs to drive the agenda for a more equable and fairer society. It was fantastic to see that support demonstrated at our summer reception, held in Parliament just weeks after the election, where businesses and parliamentarians came together to exchange experiences and discuss how they could move forward together. Some of those interactions are already translating into action and have the potential to produce really positive results.

At the reception, we also launched our second Commission report, Lowering Barriers to Opportunity: Current Innovations for a Better Britain, which presents the case for change and highlights the range of work members are already engaged in to deliver equality of opportunity in some of the most deprived areas of the country. It followed our first report published earlier this year, Breaking Down Barriers Commission: The Vision and Purpose, which set out why the current political, economic and social landscape demanded a better understanding of the structural challenges that contribute to inequality. It also called for more innovative thinking on solutions to drive transformative change and included a blueprint for action.

Those documents, alongside new data recently published by the Commission detailing the greatest barrier to opportunity

in each parliamentary constituency, underlines how the Breaking Down Barriers mission is a thread which touches every part of government activity. The Purpose Goals we have developed identify 15 core barriers that limit opportunity, covering a broad range of societal and economic issues, from early childhood development to workplace inclusivity, from good health and wellbeing to extending enterprise. They also highlight the interconnectivity between different aspects of social and economic inequality, and how consideration of creating better opportunities for all is core to achieving Labour’s Missions for Government. The framework they provide highlights the need for a comprehensive approach by responsible businesses and other organisations, helping them to focus their efforts and share best practice in specific areas. They have already been adopted by over 100 businesses and other organisations, many of whom are also attending the Labour Conference to help shape an actionfocused agenda on improving equality of opportunity.

The Commission has an ambitious programme of events over the coming weeks and months. We will be holding a series of roundtables in Westminster from September to December – for businesses, universities and the NHS – to encourage members and MPs to discuss ideas and develop solutions in a collaborative environment. It is a continuation of the work we did in the months before the election to bring those committed to equality of opportunity together, forging the personal contacts and facilitating the frank exchanges of views that are vital if we are to move forward effectively. We will also be holding another reception in Parliament in December to bring people together again to celebrate our partnership in action, to evaluate where there has been progress and to identify where there are still barriers that need to be dismantled.

In the meantime, we will continue to encourage our partners and politicians to find common ground, focusing on a practical and evidence-based approach to creating genuine equality of opportunity. I hope that others will be encouraged to join us in building the coalition for change, as the prize of a fairer society and more productive economy is a vision that brings us together with a clear sense of purpose for the future.

To find out how your organisation can get involved, please get in touch by emailing danny@thisispurpose.com or scanning the QR code.

What’s Next for the Purpose Coalition and the Breaking Down Barriers Commission?

BY DANNY DAVIS, DIRECTOR OF THE PURPOSE COALITION

With a packed party conference programme, membership of the Purpose Coalition and the Breaking Down Barriers Commission continues to grow, with PGL Travel, Northern Rail, Trenitalia c2c, Equiniti, Karbon Homes, PIB Group, Clyde & Co and Serco all having joined recently.

This expansion reflects a growing commitment across sectors to actively participate in breaking down barriers to opportunity right across society. And for both public and private sector organisations to be much more proactive in creating positive social impact.

Our message is clear. All organisations can and should do more.

Members are developing Breaking Down Barriers to Opportunity Action Plans and Impact Reports, demonstrating how they contribute positively to society.

Many are also sharing their insights on our #LeadingWithPurpose podcast, discussing their wider contribution to social impact.

And we’re excited to announce that nominations will soon open for our Breaking Down Barriers Awards,

which will celebrate those making the most significant strides in creating change. Stay tuned for more details!

Our Breaking Down Barriers Commission policy roundtables in Westminster are helping to shape the agenda on what a good organisation looks like. These sessions are critical for bringing together business leaders with policy makers to shape the evolving landscape.

Meanwhile, our Leadership Council continues to unite top purpose-driven business leaders, fostering thought leadership and driving our collective mission forward.

Through all of this work the Purpose Coalition and Breaking Down Barriers Commission continues to lead the way, working towards a fairer UK for all.

Why Colleges Are a Real Alternative to University

BY LIZ BROMLEY, CEO OF NCG

There is an argument to be made that everyone should go to university. I don’t agree.

Education has the power to transform people, provide life-changing opportunities and enable social mobility. I am a passionate advocate for removing barriers to education for this very reason, but social mobility and great careers don’t always require a degree.

Raising aspirations to enter higher education is admirable but it’s important that young people leaving school and being asked to make huge choices about their future aren’t pushed into following a route that may not be right for them, especially since it is likely to leave them in so much debt.

Let’s not forget that the traditional university experience can often mean taking loans to cover accommodation and living expenses, as well as tuition fees. So, when so many graduates aren’t securing graduate level jobs or even earning enough to repay their student loans, we must offer alternative ways to improve life chances.

It is also important to note that most degrees delivered at universities are academically focused. Not every talented person does well academically, and not every career needs an academic degree. Vocational and technical routes are vital to many young people, and to many industries.

I spent most of my career working in universities, but since transitioning to the FE sector I see each day just how powerful all the other routes available are for many different people.

Colleges like ours offer all sorts of vocational courses across a range of levels that lead to real careers. These are hands-on, practical courses with real experiences that are developed alongside employers to ensure they provide the skills that learners really need.

Apprenticeships are one of the most obvious alternativesdesigned to lead directly into a job role and immerse learners in the workplace, learning on the job. Perhaps more awareness is needed that apprenticeships aren’t restricted to the ‘trades’; more and more apprenticeship routes are becoming available for roles that you may have assumed would need a degree.

Importantly, higher level and degree level apprenticeships are also available, offering the chance to gain a degree and avoid student debt. This could in fact be a lifeline for those who need to earn a wage to support themselves or their families from a young age.

Where degrees are wanted or needed, colleges can deliver the traditional degree and deliver it well, while offering an alternative experience for those who can’t or don’t want to move away to university and live the stereotypical student lifestyle.

As a firm supporter of lifelong learning, I never forget that any degrees or qualifications are pursued by adults looking to upskill or retrain for an entirely new career.

Perhaps they lack the confidence, need support, or are returning to study alongside working or supporting a family. Maybe they need part-time options, or maybe the smaller class sizes offer a more comfortable environment.

Whatever the reasons for choosing a college, we are anchor institutions that offer the chance to study a degree within a more protected environment, live at home, and leave as highly employable, skilled people. It’s about life-changing opportunities for people who might not have had the best start.

We’re particularly well placed to deliver higher technical qualifications. Those Level 4 and Level 5 vocational qualifications that give learners hands-on learning with experts from industry. We work closely with employers to shape those courses so we know exactly what skills our students need to graduate with, we can offer them work experience with our employer partners, and we can offer them access to facilities that reflect industry to hone those skills they’re developing.

We know we do this well. Over the past decade, Newcastle College University Centre has seen more than 10,000 learners graduate, with many of them remaining in the North East, contributing to the local economy and setting new aspirations for future generations. In 2022, NCG became the first and only college-based provider bestowed with taught degreeawarding powers on an indefinite basis. This means we can develop and deliver degrees up to Level 7, putting us on the same footing as a university, with recognised qualifications of our own. This allows us to work closely with employers to develop our higher education curriculum and respond to the ever-changing skills needs in our local communities, which is more important than ever.

So no, not everybody should go to university. But everyone should have the opportunity to go to university, if its right for them.

Making a Difference Locally

Nisa’s registered charity, Making a Difference Locally (MADL) raises funds in Nisa partner stores from sales of all Co-op and Heritage own-label products, with a percentage going into a virtual fund for retailers to donate. Additional funds can also be raised via in-store collecting tins and clothing banks. Stores are then able to donate these funds to a local charity or good cause of their choice within a 10 mile radius, ensuring money raised will benefit the local community.

More than £17m has been raised by Making a Difference Locally for good causes across the UK to date.

Nisa’s Making a Difference Locally (MADL) charity has launched its largest Heart of the Community Awards round ever with £250,000 available for ‘stronger communities’ initiatives. The fund aims to empower local charities and not-for-profit causes working tirelessly to make a positive impact.

The theme for Round 9 is ‘stronger communities’ which reflects MADL’s commitment to helping communities tackle pressing local issues and build brighter futures.

Applications are welcome from groups addressing a wide variety of challenges with an emphasis on youth groups which support cost of living pressures, social mobility, mental health and wellbeing, inequalities of ageing, breaking down barriers, creating fairer futures, empowering communities and those implementing innovative community solutions.

Donations of up to £5,000 will be awarded to deserving causes, acting as a catalyst for change, championing equality and strengthening the social fabric of communities throughout the UK.

All charities and not-for-profit initiatives are encouraged to apply; however, a preference will be given to young people with two thirds of this age group feeling disadvantaged due to recent economic pressures.

Kate Carroll, Head of Charity at Nisa said “We are incredibly proud to launch this groundbreaking round of the Heart of the Community awards. Since 2020, the Heart of the Community initiative has provided over £1 million in donations, and we’re excited to continue supporting the incredible work happening at the grassroots level.”

Applications for the Heart of the Community awards can be made directly through local Nisa retailers. Interested causes should visit their nearest Nisa store for details and to begin the application process.

Interested causes can also reach out to the MADL team for assistance by email: makingadifference@nisaretail.com.

What role can universities play in a Mission-led government?

Universities can play a transformative role, not only in driving innovation and research but also in addressing societal challenges at both local and national levels. At the University of Salford, our commitment to inclusive innovation, offers a model for how academic institutions can align with Labour’s five missions for Government.

Our new impact report, “For Salford, From Salford,” underscores the University’s dedication to collaborations that make a tangible difference in the community. By fostering partnerships across sectors including the City Council, cultural organisations and education providers, the University is advancing healthcare, tackling energy affordability, and driving economic growth—key priorities that resonate with Labour’s mission of breaking down the barriers to opportunity.

Another one of our central themes is building prosperity and equity, which speaks directly to Labour’s mission of securing economic growth and creating a fairer economy that works for everyone. By developing a workforce pipeline and shaping policy, the University of Salford is ensuring that the benefits of growth are widely shared, particularly in historically underserved communities. The latest Higher Education Business and Community Interaction Survey (BE-BCI) shows the University of Salford leads the entire North West in consultancy support and engagement with SMEs (in Salford 90% of businesses fall into this category), highlighting our drive for progress through collaboration.

Furthermore, the University’s emphasis on enabling healthier living and improving environmental sustainability complements Labour’s focus on creating a healthier, greener society. The University’s research and innovation in these areas, from our internationally renowned Energy House 2.0 to our new clinic building that will service over 9000 patients a year, easing the pressure on the NHS and reducing waiting lists, not only contribute to better health outcomes but also support our commitment to enriching the lives of our community.

BY PROFESSOR NIC BEECH, VICE-CHANCELLOR OF THE UNIVERSITY OF SALFORD

Looking to the future, the university proposes to become a hub for social justice in Salford; connecting education providers, charities and youth groups, local authorities, employers and individuals to come together and work seamlessly for the benefit of the young people in our city.

We know that the challenges prevalent within Salford are issues also experienced by communities globally, specifically those centred on educational attainment and progression, healthcare and pathways for young people. We envisage creating a university-led model that can be replicated elsewhere, minimising and even eliminating obstacles and enabling people from all backgrounds to reach their potential and thrive.

Raising aspiration, attainment, and success

UNLOCKING POTENTIAL THROUGH PARTNERSHIP WORKING IN THE LIVERPOOL CITY-REGION

The Social Mobility Commission reports young people growing up in areas of social and economic deprivation often have access to fewer educational and employment opportunities. Consequently, this often leads to lower levels of attainment than those living elsewhere.

To address this challenge, Liverpool City Region is working hard to raise the life chances of young people through the creation of new investment zones, skills development programmes, and introduction of a Social Value Framework.

Whilst the Liverpool City Region has seen some progress over the last 10 years in attracting investment, there continues to be lower densities of high skilled employment. Further action is therefore necessary to reverse the long standing economic, social, and environmental inequalities that persist in the region.

However, if the Liverpool City-Region is to break through these barriers to access and attainment for young people, it must work in partnership with its universities, combined authority, local councils, and the business and skills sectors.

As part of their long-standing missions, Liverpool Hope and Liverpool John Moores Universities have a deeprooted commitment to raise aspirations and attainment of young people within the Liverpool City-Region, believing that the power of education brings opportunities for social mobility and positive outcomes for young people both within and beyond the region.

The event at Labour Party Conference brings together Liverpool Hope and Liverpool John Moores universities, the Combined Authority, businesses, chambers of trade, students, and city leaders to discuss and share the importance of working in partnership to enhance the life outcomes of young people. This will reflect a model which can be translated to many other city regions across the UK.

Through a series of 3-minute lighting talks, presenters will share insights into the value of partnership working in raising aspirations and life opportunities. The session will then move into a question-and-answer discussion on the value of partnership in delivering strong outcomes thar raise opportunities for educational, social, and economic success.

University of Chester’s ‘Power of 3’ supports Government’s key missions

BY PROF EUNICE SIMMONS, VICE-CHANCELLOR OF THE UNIVERSITY OF CHESTER

At the University of Chester plans are well underway to support the new Government’s key drivers for economic growth.

Delegates from the University will explore how higher education can be a catalyst for change and prosperity at the Labour conference in September.

Chester is hosting a panel entitled ‘The power of 3: the role of universities in delivering Labour’s key missions’. The title was chosen to reflect Chester’s unique position compared to other universities of its size in having three major drivers for change: a Medical School; a School of Education and a Business School.

These three Schools can create significant social and economic improvement and prosperity through creating advances in health, teaching and by generating employment across the region and beyond. This places Chester in a strategically important position to engage extensively and effectively with these three professional areas to create the new teachers, healthcare professionals, entrepreneurs and business leaders of the future. It also provides research opportunities and continuing professional development for those already working or studying in these areas.

As well as playing its role in kickstarting growth and building an NHS fit for the future, which are highlighted in the Labour missions, Chester is also a major player in breaking down barriers to opportunity through its Citizen Student Strategy which places building social capital at its heart and opening higher education to all.

This approach is exemplified by the recent announcement that Associate Professor Andy Todd, Director of Pro Bono and Community Engagement at the University’s School of Law and Social Justice, has been named as a National Teaching Fellow by Advance HE. Committed to upending the power balance traditionally encountered at university, Andrea (Andy) Todd has pioneered ways of working and instigated interventions that empower all students, regardless of background, to take control of their journey through, and beyond, university.

Professor Eunice Simmons, Vice-Chancellor, said: “At Chester our purpose is to create meaningful opportunities for our students, staff and communities to grow and develop and make a positive difference to the world around us.”

BY THE RT HON JUSTINE GREENING, CHAIR OF THE PURPOSE COALITION

How the Purpose Lab will incubate talent by building connections between universities, colleges, and businesses

As new students set off for universities and colleges across the country, and those graduating this summer begin to make their way in a world of employers and careers, developing the connection between the two worlds is more important than ever.

Research has shown that young people today are motivated by making a positive social impact, in their personal lives but also increasingly in their wider lives and through their careers. They are making decisive choices about the kind of companies they work for, drawn towards employers who make sound ethical choices and who are committed to making a long-term, sustainable and positive difference for their colleagues, their customers and the communities they serve.

But this next generation of talent therefore also has a vital role to play in shaping the future and in ensuring that businesses reflect their hopes and aspirations for that future.

That’s where the Purpose Lab comes in. It’s a new initiative developed by the Purpose Coalition, aimed at harnessing the potential of students from Purpose Coalition universities and colleges to shape responsible business strategies and social impact initiatives for some of the UK’s biggest businesses, fostering and supporting a new generation of socially conscious business leaders. It will offer students the opportunity to apply their academic knowledge and lived experience to real-world business challenges, particularly focussed on business social impact. It will equip them with practical skills and entrepreneurial mindsets that will enhance their own career prospects. Crucially, it will help to promote socio-economic diversity across UK businesses by giving those from less privileged backgrounds real-world, highlevel experience that is often only open to those more privileged peers with the networks and connections.

Building on our successful Student Ambassador Programme, the Purpose Lab bridges the gap between education and industry, boosting the impact of both. Ambassadors from Purpose Coalition universities and colleges are already taking part in this hugely innovative initiative. Each project will focus on delivering research and recommendations around businesses’ social impact that offer tangible benefits to the participating businesses. It will give them real-world experience in social impact advice and the responsible business agenda, develop their business skills and a responsible business mindset and knowledge. That will mean enhanced employability through practical, hands-on projects and resourcefunded opportunities. They also get paid for the work that they do.

Students are matched to Purpose Coalition companies using MyPurposeGoals.ai. It’s a tool that has been developed by the Purpose Coalition in collaboration with students from our universities and colleges to enable them to connect with employers who share their purpose. They sign up, decide on the Purpose Goals that mean the most to them and find the companies that share their priorities, so they are working on the issues that most matter to them. That can be good health and wellbeing (Goal 8), closing the digital divide (Goal 10) or any of the other 15 Goals which represent barriers to opportunity.

Crucially, it will help to promote socio-economic diversity across UK businesses by giving those from less privileged backgrounds real-world, high-level experience that is often only open to those more privileged peers with the networks and connections.

Businesses will benefit too. The Purpose Lab will give them access to innovative solutions for business and social challenges through collaboration and input from the next generation talent pool from which they will look to draw - students from different backgrounds and different mindsets from Purpose Coalition universities and colleges. It will also contribute to the development of a diverse and inclusive workforce for the future that better reflects the talent that is found in all our communities.

The Purpose Lab has already started to make a difference, holding business social impact sessions with organisations like Aldermore Bank, Travelodge, Southeastern Railway and a group of our Breaking Down Barriers to Law companies. There will be further sessions and workshops with businesses, as well as leadership sessions with MPs and other senior figures.

Purpose is the golden thread which runs through the Purpose Lab initiative. Purpose-led employers and universities and colleges can work together to provide practical solutions to some of the challenges we face. The Purpose Lab is uniting young people and businesses in a bold ambition to have an evergreater positive social impact that will shape a fairer future. It’s a win-win situation for all of us, as well as for them.

Dismantling Barriers, Empowering Futures: How Aldermore is Supporting Young People Today

While recent months and years have proved challenging for all of us due to the increasing cost of living, it is often the youngest generations that are struggling the most.

With the hope that change is on the horizon following the recent general election, it’s up to us all to support and guide young people today to strive for a more positive future that’s within their control.

So at Aldermore we are focusing efforts to equip young people with the advice and support they need to achieve more in life.

In 2024, young people are struggling to save for a home, with the average deposit for first-time buyers in the UK at £84,697—an overwhelming sum given that the average salary for 18-21-year-olds is just £22,932. Rent isn’t a better option either, as average rent in the UK reached £1,223 per month in April 2024.

And 40 per cent of parents with adult children worry their kids don’t save enough, while many parents regularly support them financially. But not all young adults have access to such help.

Aldermore understands the importance of financial support in increasing social mobility and improving society. Their tailored mortgage products, designed for first-time buyers with small deposits or complex financial situations, reflect this commitment.

And their efforts focus on education as well.

“We know that by speaking to young people and encouraging them to learn these skills at a younger age, they are then substantially better equipped to deal with the realities of life such as saving, investing money well, running a business and buying property.” says Alexandra Pierce, their Director of Talent, Engagement, and Culture.

Their Aspire program delivers digital financial literacy to secondary students in Manchester and Cardiff, reaching over 1,000 pupils across 26 schools. It teaches key economic concepts like the impact of the economy, saving, investing, and portfolio diversification. Students

gain insights into business funding, investment timing, and risk management, equipping them with the essential skills needed to make informed decisions in the current financial landscape.

“We’re advocates of social mobility at Aldermore, and we’re using our influence to make a difference in the lives of young people” said their CEO, Steven Cooper CBE.

“If we can encourage the younger generations to have a sense of assurance when it comes to understanding finance, we can build a better society for us all.

“And we want that to continue for confidence in the workplace. That’s why we believe in giving opportunity and backing those who may not have previously had access to that.”

For Aldermore employees themselves, a range of further education and apprenticeship opportunities are available.

In the past 12 months, Aldermore have invested over £300,000 of their apprenticeship levy funds into offering development to new apprenticeships and growing the careers of our existing colleagues. There are currently 109 Aldermore employees studying towards an apprenticeship qualification, with 64 new apprenticeship positions created.

Aldermore understand that education is a primary factor in facilitating social mobility. And we are willing and able to put this into practice, to work towards a better future for all.

Breaking down the barriers to law needs action and measurement

Following on from the success of Phase 1 and the report launch in Parliament, the Breaking Down Barriers to Law project is now focusing on action and measurement.

The collaborative project by the Purpose Coalition and a group of leading law firms aims to boost social mobility and put the legal sector at the forefront of innovation in this space.

The first phase of work focused on the four key areas of outreach, access, recruitment and progression where those from disadvantaged and underrepresented backgrounds face the greatest barriers.

Discussions around these topics helped develop a series of recommendations for short and long-term action. In the short-term, these ranged from the establishment of outreach links with a network of universities, schools and colleges in social mobility cold spots to collecting, tracking and reporting socio-economic data at every level of seniority to ensure progression is fair.

In the longer term, recommendations include the development of a collective multi-channel social media

campaign focusing on demystifying the legal sector and additional SQE support courses and resources for apprentices, trainees and paralegals

The second phase of the work is focusing on action, measurement and links with the wider Purpose Coalition.

The group has been introduced to the wider work of the Breaking Down Barriers Commission by Nick Forbes CBE, as well as getting insight into the thinking of the new Government during a session with the former Shadow Legal Services Minister Alex Cunningham MP.

The Breaking Down Barriers to Law project is now embarking on a piece of work looking at social impact measurement. A series of roundtables will take place to explore the Social Scopes model which breaks down social impact into three areas (people, supply chain and community) in a similar way to carbon emissions.

Law firms participating in the project include FBC Manby Bowdler, Brachers, Wilsons, Chadwick Lawrence, Fletchers Solicitors, Clyde & Co and Weil.

Why is there a need for growing collaboration between higher and further education in delivering the skills Britain needs?

BY DR SHAID MAHMOOD, PVC-EDI, DURHAM UNIVERSITY AND CHAIR OF THE ASSOCIATION OF COLLEGES

The new Labour government has set out ambitious plans for economic growth. Instrumental to the delivery of these ambitions will be ensuring a workforce equipped with the right skills. It’s a challenge that Further Education and Higher Education working collaboratively together in local learning alliances can rise to!

In a world where technology and innovation are developing at an increasingly fast pace, keeping up with the skills that are needed by businesses at all levels is critical. Making this a reality in the current educational landscape with the increasing financial challenges of the sector is often where the challenge lies.

Whilst universities and further education colleges appear to serve the same mission ends, they have been slow to adapt to working together to ensure that students of all ages and at all stages are being equipped with not only the skills they require today, but also anticipating together what skills might be needed in the future.

Through meaningful collaboration, educational providers can develop more coherent tertiary systems and start to dismantle the historic hierarchy that exists around certain types of qualification. They can open pathways for continued learning, showing alternative progression routes into further and higher education for those who might have assumed those pathways were out of reach to them.

Local learning alliances working closely with business and industry can help ensure the local workforce meets future skills needs as well as those of today. Providing for job security and career progression, contributing to increased productivity and leading to more inclusive growth and more resilient individuals and families able to achieve for themselves and make a difference to their communities.

Reeves’ move beyond greenwashing will reignite trust in business

Confidence in ESG ratings is vital if we are to place our trust in an organisation’s environmental, social and governance credentials.

The lack of clarity on how organisations are performing - and how that is measured - has been problematic for some time. Barely a week goes by without distracting accusations of greenwashing that undermine the validity of ESG claims. Despite influencing trillions of pounds of investment, there is a marked lack of regulation on how organisations create ESG criteria and rate companies against them as they are not generally covered by markets and security regulators. At a time when the issue features so prominently in corporate communications and investor information, there is no standardised framework to gauge accuracy or to establish where the gaps are. At best the situation is muddled, at worst organisations, investors or the public simply start to disengage from these crucial issues. As a result, confusion rules – for businesses trying to do the right thing, for investors considering how to integrate ESG considerations into the investment process and for the public who have ever greater expectations of the social impact that businesses should have.

BY LORD WALNEY, FORMER LABOUR MP AND ADVISER TO PRIME

MINISTER GORDON BROWN

This lack of transparency is why I have previously called for a review of the way in which the sustainable ratings industry is assessed (Let’s fix our ESG transparency problem by keeping things simple). Last year HM Treasury finally consulted with industry about regulating providers and, earlier this year, the Financial Conduct Authority (FCA ) launched a voluntary code of conduct for ESG ratings and data products providers.

So it is encouraging that the Chancellor, Rachel Reeves, has now announced that she will take steps to improve clarity in the ESG ratings industry. As part of a new missionled government which has equality of opportunity at its core, that is very welcome news. She has confirmed that new legislation is needed and will bring forward a bill next year to regulate the agencies that evaluate the environmental, social and governance performance of companies, amid a global drive to increase transparency and a commitment to driving growth in the UK.

The Chancellor has been driven by concerns about the sustainability of the finance sector in particular which would be better supported by a more transparent ratings process. She will also be considering the impact that opaque criteria have on investment in UK defence companies. Since I first highlighted this issue, geo-political insecurity has increased, with conflict in the Middle East now added to that of the Russia-Ukraine war and threatening to spread across a far wider area. The need to support our defence sector and protect our national values, while providing urgently needed clarity, should be paramount. Many are also some of the largest employers in areas of the country that have often traditionally been left behind, including in Barrow in Furness which I represented as its Member of Parliament, with the sector offering brilliant training and apprenticeship opportunities and an emphasis on extending them as much to women as to men, in a world-leading high-tech industry.

There is also a need to extend the debate to organisations’ supply chains, which can be huge. Alongside the social impact every organisation can deliver, ensuring that what they buy creates additional benefits for society is essential. Reform of social value procurement is long overdue. The Government made its commitment to social value clear during the election campaign and has promised to streamline bidding processes while also enforcing greater transparency. It has also announced a Social Value policy role in the Cabinet Office and plans to establish a Social Value Council to drive best practice and accountability. Embedding clear processes will not only help to generate local and national economic growth but also promote business as a force for good.

Working with some of our most committed purpose-led businesses in the country through the Purpose Coalition, I’ve seen first-hand the genuine social impact that they have been able to achieve by identifying issues that affect their staff, customers and communities and making those priorities their own. Our partnerships enable us to share best practice while also coming together to help a forward-looking agenda which includes offering solutions. As part of a wider collaborative approach to

Reform of social value procurement is long overdue.

breaking down the barriers to opportunity and boosting social mobility, supported by a shared framework of key life stage goals, they have been able to make a real difference. Tracking and evaluating their progress, including in measuring socioeconomic diversity, has allowed them to focus on where they can best make a difference and on those that need the most support.

There is now real momentum for regaining trust and credibility in the ESG ratings process and the proposed legislation will be awaited with anticipation. Our work at the Purpose Coalition proves that simplicity and purposeful intent can deliver tangible change and I hope those elements continue to drive the ambitions of business and government.

Transforming lives and communities across the North. Because where you live shouldn’t dictate your destiny.

In the UK a stark reality persists: the postcode lottery. Too many communities are held back by systemic inequalities. At Karbon Homes, we don’t accept this as the status quo. We’re in these communities for the long haul and we’ve seen, firsthand, the challenges people face and the untapped potential that lies within.

As a housing association with 34,000 homes and a strong track record of strategic leadership and innovation, we’re committed to tackling the inequalities in our communities. Our refreshed approach to place-shaping, outlined in our Fair Foundations report, goes beyond simply alleviating problems and outlines how we intend to work differently in these communities. We’re focused on creating lasting change by addressing the root causes of inequality and building ‘fair foundations for all’ -

a vision that resonates deeply with the Purpose Coalition’s goals.

A holistic approach to building ‘Fair Foundations’ We recognise that creating lasting change requires a comprehensive approach that addresses the interconnected challenges faced by communities. Our Fair Foundations strategy is built on a holistic model that goes beyond providing housing. We’re equally committed to fostering employment opportunities, promoting skills development and enhancing community well-being.

This integrated approach recognises that true transformation involves addressing multiple facets of life, ensuring that individuals have the resources they need to thrive.

Beyond social equity: the economic imperative Our commitment to ‘fair foundations’ isn’t just about social justice, it’s also about unlocking untapped economic potential. We believe that investing in people and places is not just the right thing to do, but also the smart thing to do and by unlocking the full potential of our communities, we can drive economic growth and create brighter futures for all.

We recognise that access to opportunities is not evenly distributed and by focusing on communities with the greatest need, we’re working to redress this imbalance. We’re creating pathways to education, skills development, and meaningful employment, ensuring that everyone has a chance to contribute to and benefit from a thriving economy.

We also believe that the physical environment plays a crucial role in shaping community identity and wellbeing. By investing in place-making initiatives, we’re not just improving the aesthetics of our neighbourhoods, we’re fostering a sense of pride and belonging that empowers residents and strengthens community bonds. We’re creating environments where talent and creativity can flourish, fostering a sense of agency and aspiration that fuels economic growth.

Targeted impact area Stanley: skills, jobs and community We recognise that we can’t make a difference everywhere at once. That’s why we are focusing our efforts and resources on a small number of ‘impact areas’ where we have a significant presence and deep community connections.

One of these areas is Stanley, a former coal mining town in North Durham where we own and manage one in four homes. A top priority identified by Stanley residents was the regeneration of derelict buildings on their high street, and in response we’re breathing new life into the dilapidated Stanley Board School site, with plans to transform it into a vibrant enterprise hub that will serve as a focal point for learning, skills development and social connection. This redevelopment will build on our existing presence on the high street, where we’re delivering impactful work from our Skills Hub and have helped over 500 people gain new skills and qualifications in the past year alone.

We’re also tackling unemployment head-on with our innovative ‘New Start’ programme, which boasts a 70% success rate of participants moving into permanent employment. This includes people like Chris, who’s completing a placement at Beamish Museum after having been unemployed for 20 years, or Laura, who was unable to find a job for several years after bringing up her son as a single parent but has now found a permanent role with local charity Calmer Therapy, after successfully completed a placement with them last year.

A vision for a stronger north, together.

At Karbon Homes, we’re committed to building fair foundations for all and our work is rooted in the belief that social mobility and inclusion are essential for a just and prosperous society. We’re committed to creating systemic change that will benefit generations to come and our approach directly aligns with the Purpose Coalition’s mission to break down barriers to social mobility. By working together with partners, we can amplify our efforts and create a truly inclusive and prosperous North.

We invite you to join our movement of change and explore opportunities for collaboration.

Visit www.karbonhomes.co.uk/fair-foundations, or reach out, charlotte.carpenter@karbonhomes.co.uk, to discuss how we can work together to unlock the power of place and make a real difference to the lives of people across the region.

Rail sector jobs are an exciting, positive destination

WITH SOUTHEASTERN RAILWAY

Southeastern Railway’s biggest ever recruitment drive aims to hire 600 new people over the next year. They’ll join a workforce that’s already over 4,500 people, responsible for delivering half a million journeys every day.

But it faces a problem. The rail industry isn’t somewhere young people aspire to work in, with many considering it a dead end.

So to build a motivated and diverse workforce, Southeastern needs to act differently than it and the wider industry has in the past.

Having become the UK’s first rail operator to publish a Social Mobility Action Plan, they had a few starting points.

Southeastern already play a big part in supporting its region and its people, communities, and businesses. As a responsible employer they take the time to support and progress their colleagues through a rewarding career.

And with the steps outlined in their action plan they knew which communities it was that they needed to reach into to ensure they made a big impact.

Steve Foster, Southeastern’s People Director, noted how working with the Purpose Coalition helped their school engagement strategy: “they really helped to challenge our thinking, and it’s provided us with an opportunity to highlight why working in rail is a great career.

“We know some people think they need experience in the railway or specific qualifications. But that’s rarely the case and for many jobs we provide full training.”

Two of the Purpose Goals that Southeastern are most passionate about aligning themselves with are ‘Positive Destinations Post 16’ and ‘Fair Career Progression’, aimed at making sure people have access to good jobs that provide rewarding and ongoing careers.

“We are interested in applicants who have the right mindset, and we want people to progress in their career”, Steve added. “Ideally that would be in Southeastern but if they progress in Network Rail or the rest of industry, that’s great too.”

So what has Southeastern’s new approach resulted in? Having targeted their advertising in specific parts of Kent through specific digital channels, they’ve been able to change how they are perceived and widened their pool of applicants.

Steve said “We’re still processing the applications and need to fully assess the socio-economic impact of this work. But we already know that we’ve had 26 per cent more applicants from ethnic minority backgrounds and five per cent more women.

“It’s also been a great opportunity to highlight the work of colleagues and show how proud they are to work for an organsiation with a social purpose”.

BY THE RT HON ANNE MILTON, FORMER SKILLS MINISTER

Socio-economic duty will bring equality of opportunity into sharp focus

Equality of opportunity can only be achieved in this country if we first identify the barriers that exist and then put in place measures that overcome them. In many cases this will require a very different way of working, and include monitoring, so real progress can be measured and made.

It is well-established that socio-economic factors play an important part in an individual’s access to opportunity, and the new Government has signalled its intention to trigger the socio-economic duty of the Equality Act 2010. This section of the Act will require public bodies to adopt transparent and effective measures to address the inequalities that result from differences in occupation, education, place of residence or socio-economic background.

It will be a significant change for NHS Trusts and other health and social care providers. We know that socioeconomic background affects career progression more than gender or ethnicity alone. The Purpose Coalition is already working with Trusts and health and social care providers across the country to deliver a positive social impact for their patients, their staff and the communities they serve. Although they are recruiting a more diverse workforce, those from lower socio-economic backgrounds are not necessarily moving up the career ladder. We waste talent when we allow barriers to get in the way of progress, so the Coalition is working with them to ensure that a person’s chance to get on is based on their job performance and potential, not where they started out in life.

People encounter a range of barriers that prevent progression: where they went to school, college or university; their family and friends’ connections; educational connections; shared social and cultural experiences; and their lack of confidence in an environment where they don’t feel they fit in. There can also be less access to senior sponsors, opaque processes around work allocation and promotion and an historically biased workplace culture.

Many of the health and social care providers we work with can already demonstrate a range of best practice that will help to address socio-economic discrimination in health and social care. Sharing those practices will help others in their social mobility journey. But planning for the future will also be key, with help targeted towards their people, their supply chains and their communities which focuses on key action areas if they are to meet the challenges of the new socio-economic duty.

Tracking and measuring progress is a vital part of making progress so there needs to be clarity about what works best. It can be mapped through the 15 Purpose Goals which provide a structured framework that organisations can use as a focus for their efforts. The Goals identify the key barriers to opportunity, encompassing a broad range of societal and economic issues, from early childhood development to workplace inclusivity. But any plan of action can only work if there is clear data collection and analysis and there should be a baseline assessment to better understand where progress is needed. It is important that the current ways of working are addressed to reduce the barriers that exist, and a plan made so that successful interventions can be made.

It is crucial that we explore the role that socio-economic diversity plays in improving healthcare outcomes

Health and social care providers have struggled for many years with recruitment. A focus on removing the barriers that stand in the way of people from less advantaged socio-economic backgrounds being able to access not just entry level jobs but also progression will help some of the staffing challenges providers face and will also support their local communities. Providers should also develop transparent and inclusive recruitment processes and define clear criteria for career progression, focusing on performance and potential rather than background, to enable them to progress to more senior levels so that their workforce better reflects the communities in which they work.

Finally, providers will need to establish a framework for ongoing monitoring of the implementation and effectiveness of the plans they introduce so that they can evaluate progress and outcomes. The best will create mechanisms for receiving and incorporating feedback from their staff and stakeholders.

One of our Purpose Coalition members, Shropshire Community Health NHS Trust, is leading the way on socio-economic reporting. It has committed to producing one of the first socio-economic plans with the Coalition to provide it with greater insight on how, as a healthcare organisation, it can support socioeconomic diversity and social mobility across the urban and rural communities it serves. It benefits from their partnership not just with other NHS Trusts and health organisations but also with other organisations who are seeking to address challenges of inequality, sharing good practice and developing solutions.

There is a lot of work ahead, but it is crucial that we explore the role that socio-economic diversity plays in improving healthcare outcomes and fostering an inclusive work environment. The important first step is for health and social care providers to identify the gaps in their workforce and implement the plans that will ensure equal opportunities for all. A more inclusive and equitable health and social care system benefits not only the providers themselves but also the communities they serve.

It’s time to break the silence around periods

BY ALICE TEMPLE, TRANSPORT PLANNER AT CURTINS

Some issues are so ingrained in society that it is not apparent they are issues at all, despite affecting a significant proportion of the population. One such issue is the lack of comprehensive menstruation awareness in the workplace. While menstruation is a natural biological process experienced by half of the population, the absence of dedicated policies addressing its challenges in the workplace has left many women and individuals who menstruate feeling unsupported and overlooked.

Last year, I joined the Reverse Mentoring program at Curtins to share my insights as a junior employee. I was paired with Alex Vogt, Board Director with

responsibility for a number of disciplines within Curtins. We discussed our perspectives on business, society, and personal challenges.

Together, we identified the issue of a lack of awareness around women’s wellbeing – particularly menstruation in the workplace. We decided this couldn’t be ignored and reverse mentoring was the ideal platform to enact change.

Menstruation policies are virtually non-existent in many global economies, leaving employees to navigate menstrual challenges alone. 73% of women who participated in a study carried out by the Australian Workers Union stated their periods were so painful they either struggled to focus and it affected their ability to perform their work (Kolovos, 2023). Despite this, 74% said they did not feel comfortable talking to their line manager about managing periods within the workplace. Our research found issues such as menstrual leave, flexible working arrangements during menstruation, and access to sanitary facilities are rarely addressed in employment policies. This oversight not only impacts the physical and mental wellbeing of employees but also perpetuates workplace inequalities.

In the UK, progress has been slow and disjointed. Whilst there is a lot of discussion surrounding wellbeing in the workplace, there is limited information on menstruation support. There have been grassroots efforts to raise awareness about menstrual issues and advocate for policy change, but systemic change remains elusive. The lack of a cohesive national strategy to address menstruation in the workplace perpetuates silence and stigma surrounding the topic.

Menstruation is often referred to as a “taboo” topic, which carries a multitude of challenges beyond the physical aspects. As such, many people experience mental challenges including anxiety, stress, insomnia, irritability and depression. These symptoms are common, and their severity and impact can vary greatly among individuals. When 26% of the population experiences these symptoms each month it would seem obvious to have policies in place to mitigate the barriers they pose in the workplace.

Over the past few years, the construction industry has been trying to improve the diversity of the workforce by encouraging more women into the industry. But how do we expect more women to enter an industry which oftens fails to create an inclusive environment for them? Many construction sites often lack basic hygienic facilities for women: not providing sanitary bins, hygienic toilets, separate changing facilities or separate female toilets. Often women’s toilets on site are unclean, locked and are used for storage or forced to share with male operatives. If we aren’t even getting the basics right, how do we expect women to feel supported and encouraged to remain in the industry? For many women working on construction sites, the lack of proper hygiene facilities is a barrier to fulfilling their role and feeling supported. This is not good enough, and we need to address this to encourage employee retention in the construction industry.

Since menstruation is not spoken about, it’s possible that many are simply unaware that a problem exists. Therefore, there is a significant need for more

73% of women stated their periods were so painful they either struggled to focus or it affected their ability to perform their work.

awareness to help de-stigmatize menstruation and bring the issue to light. Companies who have introduced policies and awareness campaigns have seen women’s wellbeing increase as they feel more supported at work. Often individuals just want flexibility and understanding rather than menstruation leave. Arguably it is important that women and people who menstruate are involved in designing these policies to improve their wellbeing at work. Periods should not be a barrier to anyone in the workplace.

Curtins now provide period products in all offices, which is a positive step in the right direction. However, there is more we can be doing to tackle the lack of menstruation awareness. Throughout the last year we have been looking at ways of managing periods within the workplace, such as providing awareness to line managers of how to best support an individual who may experience difficulties at work during their period.

Throughout the month of May, we will be raising awareness on menstruation to break the stigma in and around our offices. It’s time for the us to break the silence surrounding menstruation and prioritise the needs of those who menstruate in the workplace. By implementing menstruation awareness, we can create a more equitable society where menstruation is no longer a barrier to succeeding at work.

When the silence about menstruation awareness is still so loud, talking about it is a start.

Staffordshire University at the Labour Party Conference

BY DR ANNABEL KIERNAN, PRO VICE CHANCELLOR - ACADEMIC AT STAFFORDSHIRE UNIVERSITY

With the election of a new Labour government in July, the manifesto and the King’s speech alight on a number of commitments that indicate the direction of travel and what we might expect for higher education in this parliament. The intention to reform further and higher education in England, to allow students to move more easily between institutions, will have far reaching consequences for funding and regulation. To this end developments in Scotland and Wales, to form a more integrated tertiary education sector, will be instructive.

Labour also intends to strengthen devolution, granting more local areas powers over adult education and skills. The emphasis on devolution and an integrated tertiary system suggests that ‘place’ will play a greater role in future skills and industrial strategy.

It remains to be seen which elements of the Skills and Post-16 Education Act survive, and which are reformed and improved. It will also be interesting to see if full scale change or further amendments to the Lifelong Learning Entitlement emerge which, in its ideal formulation, should allow for the full integration of tertiary education, and the prospect that employers might contribute to fund new regional education models, either through a reformed apprenticeship levy or via other means for employers that do not contribute to the levy scheme.

Higher and further education to work together with employers and local government to drive growth in the region

Staffordshire University has worked with the Staffordshire Chamber of Commerce and its stakeholders and the Lifelong Education Institute to develop a place-based model for a Staffordshire Skills Account for micro-learning which could provide an exemplar model for Labour’s ambitions. Developed within the context of the Local Skills Improvement Plan, the Staffordshire Skills Account is a model for higher and further education to work together with employers and local government to drive growth in the region through a shared investment and opportunities model.

How Ramsay Health Care UK is solving the UK’s skills shortage

Britain’s healthcare sector is grappling with a significant skills shortage – with 1.7 million vacancies across health and social care, and serious challenges in recruitment and retention.

But Ramsay Health Care UK, one of the leading providers of independent hospital services in England, is setting the standard on solving that problem, as outlined in the company’s 2024 Social Impact Report, produced in partnership with the Purpose Coalition.

Since Ramsay Health Care was established by Paul Ramsay in 1964, the organisation has been built on the mantra of ‘people caring for people’ and the premise of doing what is right by its patients, colleagues and local communities. Whilst times are different, the company’s ideals and purpose remain the same.

Most of us have grown up taking access to quality healthcare for granted.

Suddenly, factors such as extensive waiting lists, escalating costs, skills shortages, and industrial action mean we must acknowledge that a high standard of care available to all is not necessarily the reality for everyone.

It is daunting and it is difficult to know where to start to tackle the issues in front of us. For me, it starts with togetherness. With people and organisations uniting. With us all playing our part and contributing to the greater good.

At this year’s Labour Party Conference in Liverpool –the first of the new government – Ramsay will put

solving the UK’s skills shortage front and centre of the debate, at a fringe discussion hosted in the Purpose Coalition’s Breaking Down Barriers Tent. The event will consider how it is a responsibility of employers to equip people with the skills they need for the future, to improve progression within the workplace, and to support the government’s Mission to drive economic growth across the country.

Traditionally, Britain has pushed young people down an academic path. More and more young people have become first in their family to go to university. Whilst it’s vital this path isn’t blocked for those who want it, and with potential, purpose led organisation such as Ramsay are focused on improving internal skills-related schemes and spreading opportunities to social mobility cold spots.

For example, Ramsay has created specific ‘Career Paths’ for all roles – allowing applicants and all staff to see all roles available, with progression opportunities upward and the pathway to these missions mapped. In addition, Ramsay’s apprenticeship programme offers a range of options, from nursing to apprenticeships. Over 200 Ramsay employees are taking part in apprenticeships – a key route to breaking down the barriers to opportunity with specified pipelines for talent to enter the organisations and move up.

You can find out more about the work of Ramsay Health Care UK to solve the UK’s skills shortage in the Purpose Coalition’s Breaking Down Barriers Tent at Labour Party Conference in Liverpool, 12pm – 1pm on Tuesday 24th September.

How the new National Lottery operator is breaking down barriers to sport

As the curtain falls on a remarkable summer of sport, the impact of the Paris 2024 Olympics and Paralympics will be remembered not just for the medals won, but for the way the games highlighted the vital role of inclusion and equality of access in shaping the future of British sport.

At the heart of this achievement was funding from The National Lottery, operated by Allwyn since February of this year. Since 1997, National Lottery funding has broken down barriers and expanded access to sport, acting as a driving force behind the success of Team GB and ParalympicsGB.

Allwyn’s summer-long ‘Paris 2024’ campaign was more than a celebration of athletic excellence; it was a powerful statement about the transformative impact of National Lottery funding on sport in the UK.

For many athletes, particularly those from underrepresented communities or those with disabilities, access to toptier training, coaching, and facilities has historically been limited. National Lottery funding has ensured that talent and persistence - not financial barriers - determine who gets to chase their Olympic and Paralympic dreams.

Since 1997, over £1.5 billion of National Lottery funding has been invested into elite sport, directly supporting more than 6,800 athletes through coaching, facilities and support teams. That funding includes Athlete Performance Awards, which are in essence salaries, allowing athletes to focus full-time on their sport.

This funding has been crucial in providing opportunities to athletes who might otherwise have been excluded due to lack of resources. The ability to train full-time, work with world-class coaches, and access cutting-edge technology and medical support has allowed athletes from all walks of life to compete on the global stage, showcasing their talents at events like the Paris 2024 Games.

The ‘Paris 2024’ campaign brought this impact to the forefront, demonstrating how The National Lottery is breaking down barriers and access to competitive sports under the banner ‘Your ticket is their ticket to Paris’.

Through a series of initiatives - including special event draws, targeted promotions, and the launch of Team GB and ParalympicsGB Scratchcards - the campaign highlighted the tangible difference that National Lottery funding makes. Each ticket sold is not just a chance to win but an investment in the future of British sport (as well as other projects in communities across the UK), providing the resources needed to level the playing field for all athletes, regardless of their background.

The Paralympic Games, which followed the Olympics this summer, were a powerful reminder of the importance of inclusion in sport. ParalympicsGB’s athletes - many of whom have faced significant challenges both in and out of the sporting worldwere able to compete at the highest level thanks to funding from The National Lottery distributor UK Sport. This funding has enabled them to access specialised training, adaptive equipment, and the best coaching available, breaking down the physical and financial barriers that might have otherwise held them back.

The Homecoming events hosted by The National Lottery in Manchester with Team GB and Birmingham with ParalympicsGB further brought home the importance of community and inclusion in sport.

These celebrations were not just about recognising the achievements of our athletes but also about acknowledging the role that the British public - through their participation in The National Lottery - plays in making these successes possible. Through bringing together athletes, fans, and National Lottery players, these events highlighted the collective effort required to support athletes from all backgrounds and abilities.

Through critical investment in grassroots sports programmes – some £6.7bn to date - and supporting initiatives that provide access to sports for all, regardless of socioeconomic status - National Lottery

and government funding are helping to grow the next generation of Olympians and Paralympians. This approach ensures that talent is nurtured from the ground up, and that the UK continues to produce athletes who reflect the diversity and spirit of the nation.

Allwyn is also working to extend the legacy of the Paris Games through their own annual £1 million Social Value Fund – which is separate from National Lottery funding – through their ChangeMakers initiative, which saw Olympians and Paralympians give back to the communities that have supported them on their journey. The ChangeMakers initiative is a partnership between Allwyn, Team GB, ParalympicsGB and UK Sport to support athletes who want to help social impact projects they are passionate about, whether grassroots sport projects, sustainability, mental and physical wellbeing or LGBTQIA+ inclusion.

Over 100 athletes from Team GB and ParalympicsGB went back into their communities after the Games to get involved with these Good Cause projects. This included Team GB’s Cycling team helping to run mental health workshops at a Manchester Bike Kitchen; Scotland’s most decorated Olympian Duncan Scott helping children from all backgrounds learn to swim in Stirling; and Canoe Slalom silver medallist Adam Burgess helping to combat inactivity outside of school time at local summer programmes. Among others, Will Bayley and one of the youngest members of ParalympicsGB, Bly Twomey, visited National Lotteryfunded Brighton Table Tennis Club to share their skills and experiences of disability sports.

As we reflect on the summer of 2024, it’s clear that the legacy of the Paris Games extends far beyond the medals. The real triumph lies in the barriers broken down, the opportunities created, and the lives changed through The National Lottery’s support. The National Lottery’s ‘Paris 2024’ campaign has shown us that when we come together as a nation to support our athletes, we’re not just celebrating their success - we’re playing a crucial role in making it possible. And in doing so, we’re helping to build a more inclusive, equitable future for sport in the UK.

Britain needs a long-term plan for energy security:

AN E.ON CALL TO ACTION

After the turbulence caused by the recent energy crisis, a new Parliament presents an opportunity for politicians and the energy sector to partner together with purpose to deliver fairer, cheaper and more sustainable energy for the people of Great Britain.

The last few years have seen energy bills get too high for too many people and businesses and shown that the current energy system isn’t working.

And this exposure to volatile fossil fuel prices has demonstrated why we need a reset. A reset that must be focused on the UK building its capacity to withstand future global energy price shocks so that ordinary people do not suffer the consequences.

E.ON has risen to that challenge.

We’re on the side of vulnerable customers, and last winter delivered over £150 million of support to customers to help with their bills.

But the best way to help them in the long run is by creating an energy system robust enough to withstand shocks and prioritise fairness. The energy transition can drive this change and be a force for good in our society and economy.

And we know people want to see this change happen.

That’s because we asked YouGov to speak to more than 10,000 people across the country and over half of them said the UK wasn’t working fast enough to deliver it.

But with a change of government and a new Parliament, there has never been a better time to seize the initiative and pave the way for a better future.

E.ON is ready to work and partner with everyone invested in this mission and to make it happen.

We’ve already invested billions into renewable energy technologies and have trained thousands of people at our Net Zero Training Academy.

Our Energy Partnership with Coventry City Council will revolutionise energy use in the city over 15 years.

And 300 families in the North West of England are finding it more affordable to make their home sustainable through our innovative Energy as a Service trial.

But while we’re proud of these achievements, we alone cannot solve the complex energy challenges facing the UK. That can only be done with government providing long term policy certainty and partnering with industry.

So our manifesto on the future of UK energy, Bringing Down the Bills, which covers the themes of affordability, sustainability, green infrastructure, and skills provides a clear direction of travel which would then deliver a longterm plan for energy security in this country.

The new government has an opportunity – but also a responsibility – to put our energy system on a new course which prioritises sustainable and affordable solutions.

E.ON stands ready to help deliver that change so everyone can benefit.

The University of Southampton at Labour Party Conference

The University of Southampton is delighted to be hosting two events at the 2024 Labour Party conference, addressing key challenges where the University has world leading research expertise. The University was ranked 34th in the World in the QS World University Rankings: Sustainability 2024 and for one metric, Health and Wellbeing, the University achieved an impressive second in the world ranking.

Can we get to net-zero whilst addressing social and health inequalities?

Climate change is already damaging the health and prospects of people across the UK, and around the world. Extreme weather events, such as floods, droughts, forest fires and high temperatures are causing intermittent emergencies and ongoing disasters affecting people, businesses and economies in every corner of the globe. But it is the poorest countries and the most disadvantaged communities that are the least resilient and suffering the most.

Labour has committed to net-zero, and - if done in the right way – the green transition has the potential

to tackle these deep-rooted inequalities. Without an evidence-based, strategic and far-sighted approach, the risk is it could make them worse.

This event organised by the University of Southampton’s new Sustainability & Resilience Research Institute will explore how the transition to Net Zero can be a win-win for the planet and its populations. It will examine how the new government can deliver equitable pathways to decarbonisation, breaking down the barriers to opportunity and improving health and poverty outcomes.

Transforming tomorrow: What impact will population change have on the delivery of Labour’s five Missions for government?

Britain’s population is ageing. That is well known. What is less well understood is how collectively we can and should respond. The questions emerging range from the macro to the micro. What changes need to be made to national public services or the way businesses employ their staff? How will our demand for energy change as our communities age?

Whether it be increasing demand for skills and education in local economies, increased environmental pressures, or a growing and overwhelming demand for health and social care services - population change is having and will continue to have a huge impact on Britain.

This roundtable organised by the ESRC Centre for Population Change will explore the impact of a changing population on Labour’s five missions for government, and how the new government can plan for the long term to address them and end the cycle of ‘sticking plaster’ politics.

Later life is for living: How can more homes for our ageing population benefit us all?

BY SARAH JONES, CHIEF EXECUTIVE OF ANCHOR

We all know that we are ageing as a nation. In the last 40 years, the number of people aged sixty-five and over has increased by over 3.5 million, an increase of 52%. Today, those aged sixty-five and over make up 18% of the population, and this has huge implications for us all.

From health and social care provision to pensions –as well as wider societal issues. These issues are too often presented in a pejorative way, with older people referred to as bed-blockers, housing blockers, and pension liabilities.

And there is a common narrative of inter-generational inequity that holds that older people are the beneficiaries of unearned property wealth and generous pension arrangements. While this is true of some it is certainly not true for all older people.

House building is rightly a priority of the new Government, and the role of older people’s housing is an important part of this conversation. That’s both in terms of the need for age-appropriate housing and in the capacity that it can unlock: only 0.6 per cent of the UK’s older population currently lives in specialist retirement housing.

But our research shows that 75% of older people want to live in their own homes as they age, and that over onethird of those over 55 would consider retirement housing.

So investment in age-appropriate housing brings benefits not only to older individuals but also to society at large. Appropriate housing for older people improves their health and wellbeing, reducing the strain on public services by preventing accidents and alleviating loneliness. Additionally, each new home for an older person frees up housing for younger families and first-time buyers, improving overall housing accessibility and affordability.

We advocate for several policy changes to encourage the development of housing for older people, including:

• Reforms in the National Planning Policy Framework to support the development of older people’s housing

• Allocating 10% of Homes England & GLA’s capital funding for social housing for older people

• Local plans reserving 10% of sites for housing for older people

• Support for higher-density housing developments to accommodate necessary communal spaces

As Britain’s largest provider of social housing for older people in England, we’re actively addressing the housing shortage through a robust development program, delivering an average of 500 homes a year, with at least 70% designated for social rent. All our earnings are reinvested into properties and services, ensuring continued innovation and expansion to meet future demands.

This benefits the whole of society as it helps people to live healthier and independent lives for longer as well as freeing up family homes for the next generation.

So together, we can transform our society and futureproof later life. That will benefit not only the older people of today but those of tomorrow, and fulfil the potential of our ageing society.

“You have to give people a chance” HOW SODEXO IS IMPROVING THE JUSTICE SYSTEM

What is it that we want to get out of our justice system?

If you think it should have a focus on rehabilitating prisoners and giving people with criminal records a chance to reintegrate into society, then Sodexo’s Starting Fresh programme offers a pragmatic way of doing so.

Launched last year, the initiative encourages more businesses to consider hiring those individuals and provides them with the proactive means to do so.

Recruitment events at Sodexo’s prisons give employers the chance to meet people close to their release date, where employers can learn about the skills and qualifications that have been gained during time in prison.

And Sodexo’s Starting Fresh Employer Toolkit provides employers with the resources and guidance on how to support ex-offenders, helping to reduce recidivism and promote inclusive employment practices.

Sodexo’s HMP Addiewell is a a great example of the scheme working well.

It’s a modern prison housing and rehabilitating up to 700 men at any one time. Addiewell is known for its focus on providing education, training, and employment opportunities to prisoners, both during their sentence and post-release.

Lord Walney, a former adviser to Prime Minister Gordon Brown, visited Addiewell this summer where he saw the positive impact Starting Fresh is making:

“Through my work with the Purpose Coalition and my time in politics, I’ve witnessed firsthand the power of simply giving people a chance.

“We need to find innovative ways to reduce reoffending and allow prison leavers to contribute to society when they get out.

“And this shows how targeted support and training can change not only individual lives, but also contribute to safer communities and a more inclusive economy.”

His visit provided a forum to discuss partnerships to further enhance rehabilitation efforts, and he also met with The Wise Group, a social enterprise working to lift people out of poverty, including through community justice. Their mentoring services provide wraparound support and guidance to people serving short-term sentences.

Lord Waley added: Sodexo’s Starting Fresh programme is a prime example of how targeted support and training can not only change individual lives but also contribute to safer communities and a more inclusive economy.

The new UK government has a mission to break down the barriers to opportunity. The work that Sodexo and The Wise Group do exemplifies how businesses can and must play a crucial role in this mission if it is to be realised.

We need to find innovative ways to reduce reoffending and allow prison leavers to contribute to society when they get out.

Open access operators show how purpose-driven companies are unlocking rail’s potential

WITH LUMO AND HULL TRAINS

Businesses these days are increasingly held accountable for their impact on society and the environment. But how can customers express their preference in a sector like rail, which is usually defined by a government granted monopoly?

The open access system gives travellers a route to do so, by allowing new entrants to operate train services on the existing rail infrastructure. Its operators are not bound by government contracts that dictate service patterns and pricing.

And they can innovate, offering passengers alternative routes, flexible pricing, and enhanced services. In turn this competition forces the whole rail industry to improve, increasing standards and driving down costs.

Lumo and Hull trains, two prominent open access operators, exemplify how aligning business operations with broader purpose goals can lead to tangible benefits for passenger, communities, and the planet.

Their approach is not just a theoretical one. It is backed by data which shows that in just under three years of operating, Lumo has achieved a 96% customer satisfaction rate, reflecting its success in meeting passenger needs.

And Hull Trains, despite operating in a challenging economic environment, has consistently ranked in the top operators in the UK for customer satisfaction.

Martijn Gilbert, the Managing Director of Lumo and Hull Trains, believes that railways are more than just a means of transportation. “They’re lifelines that connect communities, foster regional growth, and drive economic development”.

With growth in rail travel expected to play a key part in a more sustainable and equitable future, these open access operators have an important role to play.

“We’re lowering the barriers to opportunity by providing more affordable, sustainable, and high-quality rail services” added Martijn. “And we’ll have delivered combined economic outputs of £1.4 billion by the end of our current track access agreements, as well as over 100 direct jobs in both Hull and Newcastle. That’s including a high number who have joined through the apprenticeship route!”.

Nick Forbes CBE, the former member of Sir Keir Starmer’s Shadow Cabinet who now chairs the Breaking Down Barriers Commission agrees. “Lumo and Hull Trains are at the forefront of transforming our railways into a source for good.

“It’s exactly the kind of purpose-driven leadership we need in today’s transport sector”.

So by allowing operators the flexibility to serve communities in an innovative way, open access agreements are helping to democratise rail. Martijn’s excited about the future: “Working with government and the public and private sectors, we can achieve a more inclusive and prosperous future for all”. It’s a vision that promises to benefit everyone on board.

College is the most cost-effective option when it comes to real-world success

BY ANGELA JOYCE, CEO OF CAPITAL CITY COLLEGE GROUP

Hands up if you have a university degree. Now ask yourself the following question: if you were standing at an educational crossroads today, knowing what it took to get where you are in your career, would you still choose to sign up for the student debt that comes with a university education nowadays?

Universities have long been celebrated as the pinnacle of higher education, with their academic rigour and prestigious degrees. But as the job market evolves, so too must our approach to education.

For many, colleges provide a more affordable, realistic and direct route to achieving career goals—one that’s tailored to the real-world skills employers are hungry for.

Take the example of our alumnus Andrew Wong, a Michelin-starred chef who has become a culinary icon.

He attended Westminster Kingsway College, part of Capital City College Group. After completing university degrees, Andrew turned to further education to gain the practical skills he needed for the demands of the kitchen. At further education college, Andrew gained hands-on experience and practical skills to fuel his rise to fame:

“Colleges offer hands-on experience in hospitality that prepares students for the real world, often more effectively than the theoretical approach of universities,” says Andrew, adding: “My time at Westminster Kingsway really gave me the opportunity to learn in a supportive environment and set myself up for the future”.

Andrew’s story underscores the unique advantage that colleges offer in bridging the gap between education and the real world, and at Capital City College Group we

have many more examples of the deep connection between colleges and local industries.

Colleges also tend to be more accessible for students from lower socio-economic backgrounds compared to some universities.

That means it’s easier for students who might not have had a smooth educational journey to get started and succeed. By providing practical skills and strong industry connections, colleges help students build stable and fulfilling careers without the financial burden that would be unsurmountable for many.

So colleges are more than just educational institutions. They’re integral parts of their local communities.

It’s a close connection that means that colleges understand the needs of the people they serve and can respond quickly to changes in the local job market.

And through initiatives like The Mayor of London’s Skills Academies, which focuses on regional and local skills needs, we have helped over 10,000 Londoners in the past year and get into high-demand sectors such as digital, creative, green technologies, and construction.

When it comes to equipping students with the practical skills needed to hit the ground running in the workplace, colleges shine.

Optegra’s state of the art treatments reduce NHS waiting lists and restore patients’ vision.

Optegra’s Surrey Eye Hospital played host to Guildford’s new Lib Dem MP Zöe Franklin this summer. She visited to learn how the hospital makes a meaningful impact on patients, colleagues and the wider community.

Zöe was elected on a pledge to improve local healthcare services, and the visit provided an opportunity to tour the clinic and meet patients, colleagues, and even to observe a cataract surgery procedure.

“Working in partnership with our local NHS, our Surrey Eye Hospital helps reduce the cataract waiting listing through our state of the art and timely surgery” said Optegra’s NHS Director, Richard Armitage.

Cataract surgery at Optegra’s clinics takes just seven minutes and restores clear vision to patients. And with NHS referrals provided free at the point of delivery, Optegra have helped to reduce high post-Covid waiting lists and make cataract surgery much more accessible.

As the UK’s largest network of dedicated eye hospitals, and having successfully treated over one million patients with its state or the art treatments, Optegra has been recognised as a top-rated vision correction provider.

“I hope the Surrey Eye Clinic can continue a positive partnership with Zöe as the new local MP”, Richard added. “We’re setting the standard in delivering lifechanging eye care and being a force for good in the local community”.

We’re setting the standard in delivering life-changing eye care and being a force for good in the local community

Over the coming weeks and months, more newly elected MPs are set to visit Optegra’s eye clinics across the country to see their work first hand.

And on October 8th, Optegra is launching its Breaking Down Barriers to Healthcare Report in Parliament. That’s been produced in partnership with the Patients First Coalition, which aims to utilise the whole of the healthcare sector to get people the care they need.

The report maps Optegra’s work to the 15 ‘Purpose Goals’, a framework that’s now been adopted by hundreds of organisations to measure, track and focus their efforts on everything from good health and wellbeing, to harnessing the energy transition, and working in partnership to deliver social value.

A New Deal for Britain’s Builders

BY IAN ANFIELD, MANAGING DIRECTOR OF HUDSON CONTRACT.

The Labour government should start a different kind of conversation with construction and build a new relationship with our industry to drive economic growth and increase social mobility across the UK. As a leading supplier of business services to construction SMEs, we welcome the Government’s commitment to “get Britain building” and accelerate much-needed development through planning reform.

The sector has had 10 ministers in the last five years, a sign that previous administrations failed to take construction seriously. Our industry needs stability and a proper infrastructure plan, even if it shows less spending initially. Ideally, the new construction minister would have a brief to work across other government departments such as education with its crumbling schools, health with its ageing estate, and environment with its filthy rivers as well as housing and transport.

As for the workforce needed to deliver infrastructure improvements and 1.5 million new homes, the government should recognise the essential contribution made by self-employed tradespeople. These tradespeople represent the most highly skilled, productive and flexible pool of labour resource in construction and will be essential to the success of Labour’s growth mission.

If the government wants to tackle wider issues around employment, productivity, skills and training, it should start at the top, not the bottom, of the sector. To boost job creation, the industry needs a regular supply of work, local procurement rather than national frameworks, major contractors to pay on time and the abolition of retentions, which hit cash flow.

These measures will help smaller firms to grow and create employment and training opportunities in communities across the UK.

We know construction is a very entrepreneurial industry: official statistics confirm it has the second highest levels of upward intergenerational mobility of any sector.

Alongside reforms to the apprenticeship levy, the abolition of the Institute for Apprenticeships and Technical Education (IFATE) and the creation of Skills England, the government should strip the Construction Industry Training Board (CITB) of its levy-raising powers after decades of failure and absorb it into the new national skills body. The CITB has amassed a cash pile of more than £100m which should cover termination costs, with a small number of good people and a significant amount of cash left over that could be rolled into Skills England.

The model for engagement with our industry also needs a shake-up as the current arrangements via the Construction Leadership Council and trade federations do not work. This is primarily because those organisations have no relationship with the vast majority of construction companies. A recent poll by Survation showed just 12 per cent of construction firms are members of the main federations. Of the large number of construction firms we deal with, very few are aware of the Construction Leadership Council and none have contributed to its policies or lobbying activities.

Hudson Contract helps construction SMEs comply with tax and employment law so they can get on with growing their businesses. We have 2,600 clients, ranging from small building firms to tier two contractors, and engage more than 70,000 subcontractors each year on their behalf.

Based in Bridlington, a coastal town in East Yorkshire, we operate a sponsorship and mentoring scheme for young people to become apprentices with small and micro construction firms. The 260 apprentices we have sponsored so far have learned valuable trade skills and will go on to develop rewarding careers. We know construction is a very entrepreneurial industry: official statistics confirm it has the second highest levels of upward intergenerational mobility of any sector.

It would be great to see the new government celebrate construction and its skilled trades and dynamic owner-managed construction firms – they will be vital for economic growth and social mobility across the UK.

Leonardo UK: A Blueprint for Inclusive Growth and Community Empowerment

In an era where technological advancements and innovation are driving societal transformation, it is vital for leading companies to assume roles that go beyond economic contributions. Leonardo, one of the UK’s leading companies in the defence and aerospace sectors, exemplifies this broader responsibility.

As a leading member of the Purpose Coalition and its Breaking Down Barriers Commission, Leonardo has joined the front line of efforts to dismantle barriers to opportunity across all levels of society. These initiatives are central to Leonardo’s ethos, reflecting its commitment to inclusivity and diversity. Through the Purpose Coalition, a consortium of purpose-led organisations, Leonardo aligns its business strategies with the Purpose Goals, ensuring that its growth is not only economically robust but also socially responsible and sustainable.

The release of the 2024 Oxford Economics Report highlights Leonardo’s substantial economic influence— sustaining over 32,000 jobs and contributing £2.5 billion to the UK’s GDP. Yet, the true depth of Leonardo’s impact lies in its unwavering commitment to fostering inclusive growth and empowering communities.

Rt Hon Justine Greening, Chair of the Purpose Coalition, added, “Leonardo is setting a high standard for how businesses can drive not just economic success, but also real social impact. Their commitment to breaking down barriers and creating opportunities for all is exactly the kind of leadership we need in today’s world. What truly sets Leonardo apart is their understanding that inclusivity and diversity are not just about fulfilling obligations or ticking boxes—they are about unlocking the full potential of our society. By investing in people from all walks of life and ensuring that everyone, regardless of their background, has a fair chance to succeed, Leonardo is making a profound and lasting impact.”

The Breaking Down Barriers Commission, a key initiative within the Purpose Coalition led by former Member of Keir Starmer’s Shadow Cabinet, Nick Forbes CBE, focuses on removing obstacles that hinder access to opportunity. By advocating for equity, diversity, and inclusion, Leonardo is not only cultivating a more dynamic and innovative workforce but is also ensuring that the benefits of its success are widely shared across society. This extends beyond the company itself to its UK-wide supply chain, with analysis by Leonardo showing that £74 million of the company’s procurement spending in 2023 was in the UK’s 20% most deprived postcodes, roughly a third of which was with SMEs.

Clive Higgins, Chair and CEO of Leonardo UK, reinforced this vision, stating, “At Leonardo, we believe that our success is inextricably linked to the success of our people and the communities we serve. Through our work with the Purpose Coalition, we are committed to creating a future where everyone can thrive, regardless of their background.

This includes bringing high value employment and skills to some of the least advantaged areas of the UK. In return, we are able to access a pipeline of diverse talent that will let us continue to innovate and grow our business.”

Leonardo’s commitment to talent development and community engagement is evident in its holistic approach to creating an inclusive workplace where individuals from all backgrounds can excel. By investing in apprenticeships, STEM education and partnerships with educational institutions, Leonardo is nurturing the next generation of talent. In 2023 the company had more than 700 people on early careers schemes, including 310 graduate trainees, 360 apprentices, and 60 industrial placement students. This focus on skills development and education is a key element in bridging the skills gap and opening doors for underrepresented groups to enter high-value careers.

Beyond its economic contributions, Leonardo’s involvement in local communities extends beyond job creation and up-skilling to include building relationships, investing in local infrastructure, and supporting education. Such a comprehensive approach ensures that the company’s positive impact resonates not just within its walls but across the UK.

In a climate where businesses are increasingly scrutinized for their societal roles, Leonardo stands out as a model of responsible leadership. The company’s dedication to economic growth is matched by its commitment to social progress, demonstrating that it is possible to achieve business success while making a meaningful difference in people’s lives.

Partnership is the only way to meet the net-zero skills challenge

BY DONNA MURRELL, MANAGING DIRECTOR AT REED IN PARTNERSHIP

The net zero challenge presents a significant opportunity to create new possibilities for communities, particularly in areas of social deprivation. The transition to a green economy can tackle issues like youth unemployment and reinvigorate local economies by harnessing diverse skills.

The UK’s Climate Change Committee (CCC) estimates up to 725,000 new jobs could emerge by 2030 in lowcarbon sectors such as retrofitting buildings, renewable energy, and manufacturing electric vehicles.

But this transition won’t occur on its own.

A deliberate effort is needed to ensure a fair and inclusive transition, especially through reskilling the workforce and addressing shortages in critical fields like energy and construction. A hands-off approach, as the CCC warns, will not suffice.

It will require focused action.

For instance, workers in deprived areas will only benefit from new jobs if they can access training to upskill. Yet, challenges like the lack of accessible training and barriers faced by low-paid workers hinder progress.

Adult participation in learning has dropped significantly over the past decade, and this trend needs to be reversed.

Another issue is the lack of diversity in key net zero occupations. Only five per cent of construction workers come from Black, Asian, or minority ethnic backgrounds, and just one per cent of on-site workers are women. With the construction sector set to lose a quarter of its workforce in the next 10-15 years, there is an urgent need to diversify and attract more skilled tradespeople. Addressing these challenges requires ambitious partnerships at all levels—between government, training providers, employers, and community organisations.

Collaborations are essential to shift demand for net zero work, such as retrofitting homes, while ensuring a sufficient supply of skilled workers. Initiatives like the National Retrofit Hub and the Electrification Skills Forum demonstrate the potential of innovative national partnerships.

So to help close the green skills gap, Reed in Partnership launched Reed Environment, a new division focused on training the workforce for the net zero transition.

In collaboration with Oxford Energy Academy, they provide apprenticeships and over 200 upskilling programs in energy and renewables, focusing on critical areas like solar panel installation, heat pump technology, and retrofit assessment. Reed Environment aims to address the growing need for skilled trades like plumbers, electricians, and gas engineers, all of which are essential for the UK’s shift to renewable energy.

Reed Environment’s work is expanding, with the recent opening of the East Anglia Energy Academy in St Ives, Cambridgeshire, providing more students with access to green skills training.

By partnering with local businesses, schools, and community groups, they are helping develop the green skills supply chain. These roles offer promising career prospects while allowing individuals to contribute to tackling climate change and benefiting the economy.

Through strong partnerships, a fair and inclusive net zero transition is within reach.

UK Power Networks: Power Among Us

“If I hadn’t had this opportunity, I couldn’t tell you what I’d be doing. UK Power Networks has opened a door for me, and I don’t think they know how beneficial it’s going to be.”

A rewarding career in a STEM field, such as Energy and Utilities, feels out of reach for many disadvantaged young people in the UK, especially those unable to take advantage of higher education opportunities.

But UK Power Networks recognises that potential is not always dictated by qualifications and excluding those from disadvantaged socio-economic groups without qualifications means potentially missing out on a diverse pipeline of incredible talent. As a business, UK Power Networks strives to represent the communities it serves and is a leading member of The Purpose Coalition –a working group of innovative leaders openly committed to breaking down barriers to opportunity across the UK.

The cost-of-living crisis and high levels of unemployment within their footprint grew exponentially in the wake of Covid and Brexit, leaving more young people than ever classified as ‘disadvantaged’. Power Among Us was created in response to this challenge and has been designed to break down one of the most significant barriers to STEM careers – socioeconomic disadvantage. With enthusiastic collaboration across the business, and support from external experts, nine young individuals identified as being out of employment, education or training for at least six months, were offered a unique opportunity to develop their skills under the tutelage of UK Power Network’s highly trained teams.

This included two weeks of coaching, developing core employability skills, such as CV writing,

interview preparation, and LinkedIn brand building, before undertaking two weeks of practical work experience with field teams and engineers to experience first-hand how the power network is maintained. The experience was bolstered further by Network Awareness and first-aid training. All expenses were covered along with a bursary being offered to enable individuals to fully participate.

Liz Nash, Learning & Development Manager at UK Power Networks, added: “At UK Power Networks, we are committed to creating opportunities for all, regardless of their start in life. As a leading member of The Purpose Coalition, our Power Among Us programme is a testament to our dedication to breaking down barriers to opportunity at all levels. Our belief is that talent is universal, but access and opportunity can be challenging. By investing in programmes like this, we’re paving the way for a brighter, more inclusive future where everyone has the chance to succeed.”

The aim of Power Among Us was to make a real, tangible impact on the nine lives of these individuals, initially the aim was to assess participants at the programme’s conclusion and fast-track three top performers to assessment centres, but the unprecedented level of skill and commitment displayed by the cohort actually led to five participants being fast-tracked into full-time Craft Attendant positions where they will be further supported by technical training to help them grow and thrive in their new roles.

Women in Utilities

BY LIZ NASH, LEARNING & DEVELOPMENT MANAGER AT UK POWER NETWORKS

Many young women just don’t consider embarking on a career in energy or utilities, as it’s outside their usual frame of reference.

This is a fact well known to Liz Nash, Learning and Development Manager at UK Power Networks and it serves as a constant challenge as she strives to attract more women into the workforce. She said: “All too often a spark of enthusiasm for a career in energy is quickly extinguished amid a host of pre-conceived notions. However by breaking down barriers and debunking stereotypes, companies can open up access and opportunity to careers in energy, for whole swathes of people who wouldn’t usually consider it.”

For example, Liz and her colleagues have spearheaded the company’s running of girls-only career insight days, and an army of STEM ambassadors where employees reach out to talk at schools and events. The “Powerful Futures” insight days and outreach events shine a light on the range of roles available at UK Power Networks, including - but not limited to - traditional field-craft roles.

As Liz says: “Our programmes are designed to ensure that young females are able to ‘see it to be it.’ It is about us turning up at careers fairs and interested secondary schools and colleges, but moreover it’s about having important and identifiable employees there to show in real terms, how attractive careers in utilities can actually be. When young people are looking to choose a career path, they need to feel inspired and curious about both the day-to-day duties and also the sense of serving a wider purpose for society. For us that can be keeping communities and commerce powered, as well as helping the UK towards a Net Zero future.”

At a careers event which the electricity firm organised with Essex County Council, female students from Colchester Academy, St Helena School and Thurstable School spent the day talking to, and working through activities with, women employed by UK Power Networks. Further events followed with girls’ schools and when organising events specifically for young women, the energy firm’s STEM outreach specialist Natasha Paramasamy, said: “When addressing a young audience, it’s important to recognise that they might not possess a deep understanding of engineering, which could lead to scepticism and assumption. To overcome this, it’s essential to be clear, engaging, and motivational. Introducing them to accomplished female engineers offers a chance for these engineers to share their personal journeys and offer a realistic portrayal of the engineering profession.

“Interactive engagement is pivotal in discussions about engineering with young individuals. By incorporating interactive activities alongside insights into the engineering realm, we ignite curiosity and enthusiasm.”

Talking to primary school age children is also important to plant a seed of ambition at an early age. Last year the company hosted a webinar for Key Stage 2 primary

school students from across the country - with UK Power Networks staff talking about how they keep communities connected, and what the electricity industry could look like in the future.

Agendas include panel sessions, demonstrations, presentations, and importantly networking – often carried out in the format of speed dating! To ensure the students derive maximum benefit, UK Power Networks invests in pre-planning, working closely with schools and third-party collaborators to identify students who show a spark of curiosity in finding out more about Science Technology Engineering and Maths (STEM) careers.

Last year two ‘Powerful Futures’ events were held for International Women’s Day (March) and International Women in Engineering Day (June). More than 100 female students attended from schools with higher-than-average proportions of students on free school meals and from ethnic minority backgrounds. Students played health and safety bingo, heard about the transition to Net Zero and networked with employees.

For International Women’s Day this year (March 2024), UK Power Networks invited 21 female students to its training centre in Sundridge, Kent to hear from employees who joined on a Craftsperson apprenticeship (the firm’s largest apprenticeship route) about the variety of career paths that can be taken. This included an ex-apprentice who now teaches others as a technical training instructor, another who has progressed to a HV control engineer, and one expertly honing her craft as an electrical plant fitter. Few people get the chance to see an electricity cable up close, but attendees saw cable jointing and fitting, to help them understand how the electricity network operates, as well as receiving presentations on the wider business and apprenticeship application process.

Such showcase events are bolstered by an ongoing programme of outreach activity. Developing employability skills and broadening understanding of post 16+ options, are another key offering. UK Power Networks teams who specialise in learning and development, and talent acquisition, deliver mock assessment centres and interview workshops, where participants receive feedback to help them improve their skills.

As part of its breaking down barriers agenda UK Power Networks also runs two coaching and mentoring programmes with social enterprises, Future Frontiers and Brightside, for Year 10 students from schools with high numbers of students from underrepresented groups. Both programmes offer 1:1 support for students and the company mandates that cohorts contain a minimum of 50% female participants and all are on eligible for free school meals.

Young females can walk out the door understanding that UK Power Networks is not only a great place to start your career, but a place where you can thrive and shine. This is the reality behind the company’s industry accolades (including Utility of the Year, Investors in People ‘platinum’, Top 10 Best Big Companies to Work For, National Equality Standard and #2 in the Top 50 Inclusive Employers list.

The results of these outreach activities can be hard to quantify, and Liz says there is a long way to go however indications are promising. While ensuring the right candidates for the jobs were appointed, the company recruited 70% more women into the business in 2023 (150) compared to 2022 (88). In the past year 31% of hires into engineering directorates including Network Operations, Capital Programme and Asset Management.

To find out more about careers in UK Power Networks please see careers.ukpowernetworks.co.uk

My Social Mobility Story

BY STACEY COLECLOUGH, TRAVELODGE HOTEL MANAGER LIVERPOOL, THE STRAND

As a major employer in the UK, and in the hospitality industry, Travelodge takes its responsibility towards social mobility seriously, and believes it can really help people to fulfil their potential. To demonstrate their commitment, in 2022 Travelodge became the first hotel group to become members of the Purpose Coalition.

In June 2023, Travelodge also launched their first Levelling Up impact report which highlighted the key things the business is doing to support social mobility for its colleagues and improve social outcomes in the communities they operate in.

My social mobility story - Stacey Coleclough, Hotel Manager Liverpool, The Strand.

Growing up where I did in Saltney on an estate in the suburban areas of Chester, people didn’t think much of getting jobs or having a career, it was about survival. I still recall some of the advice I received about how I ould access benefits and housing without having to work! It very much was the stereotype of living on a council estate. From a young age I always knew there was a better life to be had and a better way of living to be experienced. So, contrary to some of the advice I’d previously received, I enrolled on a Graphic Design course at college, which stemmed from my interest in graffiti on the estate where I grew up.

However, the need and demand for a full time income in my household, whilst I was growing up, was more of a priority than continuing in full time education. I therefore made the decision to step out of education and into a full time role at Travelodge to support my family and my household at the age of 17. As a teenager this was not something that I wanted to do, but I had no choice. I remember wishing that I had been born into wealth just so that I did not have to face the world of work before finishing my education.

Whilst cleaning a room one day, in Chester Central where I had first joined Travelodge, my Manager who was making the bed with me, said “Stacey you can do something with yourself, you can really go somewhere”. This was a pivotal moment for me, as it completely changed the way that I thought, it was no longer just a job, it was a career. I started to apply myself to the work in a way that I had never done before. I no longer felt bound by where I had grown up, my lack of education or how I sounded, I just started to believe that I could make something of myself!

Throughout the years that I have worked at Travelodge, I have received great support from my Managers and our People team - I feel like they really recognised my determination and commitment to my career development at Travelodge. My colleagues have also

played a pivotal role in my development and growth. I have completed a broad range of training programmes that have enabled me to gain nationally recognised qualifications and I have also completed several levels of our in-house development programme, Aspire, which has progressed my career into various Hotel Manager roles throughout some of the company’s 600 hotels. I am always looking to broaden my knowledge through experiences or training programmes and Travelodge has that readily available for its colleagues.

I have to give huge credit to my first Manager who inspired me. My second Manager really got behind me, giving me constant guidance and ample opportunities - the point at which my development really took off. By the age of 19 I graduated from Travelodge’s Internal Management Development Program, and became an Assistant Hotel Manager. I now successfully manage one of Liverpool’s thriving city centre Travelodges.

There were times when I doubted myself and questioned my ability to do more, to be more and to better myself. I am no stranger to Imposter Syndrome as a result of where I grew up, however I now see my background as a means of relating to people and hopefully inspiring others! In fact, I am really proud of my background and what I have achieved in my career. I want to beat the stereotype!

I used to look at people in business and think I would love to be one of those people. When I was younger I never thought for one moment that I could be one. Today, thanks to my first Manager, who inspired me to work hard and believe in myself, along with the coaching, the support and career development that Travelodge has provided me with, I am now one of those people that I always aspired to be.

This is my journey from Housekeeper to Hotel Manager at one of Liverpool’s busiest Travelodges, something I am both proud of and grateful for.

Higher Education is a key driver of social mobility

Higher education is a key driver for social mobility. Income gaps in later life are lower between graduates from disadvantaged backgrounds and their peers, compared to non graduates. And while it’s not the only route to social mobility, it’s clear that a university education is key.

There’s good news in this area. The number of students who had been eligible for free school meals (a key indicator of disadvantage) entering higher education now sits at nearly 30 per cent – the highest recorded level. But that’s still lower than the national average.

At the University of Greenwich we have a track-record of supporting people from deprived areas to come to university and to go on to success in their chosen careers.

Many of our students will be the first in their families to access higher education of any form, and will therefore lack the guiding hand and support of someone who can lead from experience. Nearly 60 per cent of our students come from deprived areas. Two thirds of our students are Black, Asian or from another ethnic minority background. And while the traditional route to university is a linear path from A levels to degree, many of our students have done something different, taking BTECs, or an access or foundation course on arrival.

Making a difference is a core purpose for many universities. With a diverse student base, what makes the University of Greenwich distinctive is that we proactively support our students and staff to achieve their ambitions because of, rather than despite, their backgrounds.

And our approach is working: data from the IFS (2021) looked at the number of students who had received free school meals and earnings at age 30 to assess social mobility. We were placed 4th in the country. Recent data also shows that our graduates earned more on average than other London graduates fives years after graduation.

That’s because the education we provide to each and every student is world-class, focusing on employability and real-world skills that help people succeed in their chosen careers. Our facilities, teaching, support and collaborations with industry come together to feed individuals’ success.

We ranked as ‘gold’ – the highest level possible – in the Teaching Excellence Framework 2023. We provide stimulating opportunities that recognise the strengths that diverse experiences bring. And with our industry partnerships, students get access to outstanding learning opportunities.

Research from the Sutton Trust in 2021 showed that ‘post 1992’ universities, including the University of Greenwich, are particular engines at unlocking social mobility. The research adds that social mobility in English universities is continuing to move in the right direction but highlights there’s more to be done.

At a national level, social mobility remains constrained by wider educational inequalities, like attainment gaps at school. But at an institutional level the University, and others like us, are committed to doing all we can to remove the barriers that many students will experience on their path through higher education.

The Purpose Coalition is pleased to partner with Northern Gas Networks